3.3.3.Strategic Fit SWOT Analysis 36 pages: This section explains the link between Strategic Challenges OT and the organizational competencies SW.

3.3.3.Strategic Fit (SWOT) Analysis (3-6 pages): This section explains the link between Strategic Challenges (O&T) and the organizational competencies (S&W).
o You need to provide a “SWOT summary table” (in the appendix) that recaps the strengths, weaknesses, opportunities, and threats.

SWOT Summary Table

A. List of Opportunities (external)
B. List of Threats (external)

C. List of Strengths (internal)

D. List of Weaknesses (internal)
o After strengths and weaknesses are matched with opportunities and threats, strategic directions emerge at their intersections. You need to identify 4-5 such strategic directions. The following matrix describes the 4 types of matching with related questions which may help you identify the strategic directions. Needless to say, not all internal and external factors may match well with each other. Therefore, you need to only focus on the meaningful, relevant, and significant fits.
o You need to provide the “SWOT Matrix Table” (in the appendix) that recaps 4-5 strategic directions.

SWOT Matrix Table: Strategic Directions

A. List of Strengths (internal)
B. List of Weaknesses (internal)

1 – S/O Match Strategic Recommendations
Obvious attractive options
Likely to produce greatest ROI (Return On
Likely to be quickest to implement and
easiest to justify immediate action- planning or feasibility study
– Executive question: If we are not already looking at these areas and prioritizing them, then why not?
2 – W/O Match Strategic Recommendations
Potentially attractive options
Likely to produce good returns if capability
and implementation are viable
Potentially exciting and rewarding due to
change, challenge, surprise tactics, and benefits from achieving improvements
– Executive questions: Whats actually stopping us from taking advantage of these opportunities?

3 – S/T Match Strategic Recommendations
Easy to defend and counter
Only basic awareness, planning, and
implementation required to meet these
Investment in these issues is generally
safe and necessary
– Executive question: Since we are strong here, can any of these threats be turned into opportunities?
4 – W/T Match Strategic Recommendations
Potentially high risk
Where risk is low , we must ignore these
issues and not be distracted by them
Where risk is high we must assess capability
gaps and plan to defend/avert in very specific controlled ways
– Executive question: Where the risks of these threats are high, do we have specific improvement plans for related weaknesses to minimize the risk of those threats?

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