SWOT analysis

And there's kind of two tools that we give new leaders for this phase because they've got like a solid foundation, but they need to kind of broaden their aperture.

And so the two tools that we give them are a SWOT, strengths, weaknesses, opportunities, and threats framework, and then a SLEP survey or an environmental scan.

So looking inside your organization or looking at your own team and then looking outside your organization to understand the external environment.

Okay.

One of the ways that I always think about this is you've been information gathering in your first one to 30, and then 30 to 60 needs to be sense-making.

You're making sense of everything you've gathered, right? Doing those internal and external scans, I think, are part of that, exactly like you said.

So we advocate for doing a SWOT of your internal team, and you can do this anytime.

You don't have to have a fancy retreat or have a consultant come in to do it, but it's really taking a critical eye at what are we doing really well.

The only other layer I would add is there is that vision, mission, values piece, right? Principle level choices within the context of vision, mission, values.

Then you've got landscape and you've got organizational capabilities, SWOTs or SOARs.

And then business plans, OKRs.

You know, one of the first things I say is I think strategy processes are about building adoption processes.

so what do you do when the you've um kind of entrusted your kids to the school and they come home and they're saying things that you don't believe you've uh exposed them to a tv show and they they start talking about things they learned and you're going oh that's that's not what we believe what aspect of this in the the wolfpack mentality or the cuckoo mentality or something else would you say this is an important aspect of what we're talking about cassie i mean

i think that It's, you know, you think about a SWOT analysis of we're like SWOT analyzing this.

You know, I think this, when this happens, there's this opportunity and threat.

So you're like identifying this is a threat to our values.

Hilton, for the stay.

This module, instead of our usual do's and don'ts video, we're going to talk about the SWOT and PESTEL.

It's basically kind of a do's and don'ts of developing your idea further, in a way.

SWOT stands for Strengths, Weaknesses, Opportunities, and Threats.

So it's a way of summarizing the strengths and weaknesses of your idea.

These are going to be something internal or inherent to your idea.

And these are things that are going to emerge as you have these conversations to develop your idea further.

And this is just something you do, again, on your own or with your team, like you brainstorm, you fill it out, you write the different pluses and minuses, and it's also a way It's going to be informed by the feedback people give you when you're having these conversations.

Albert, quick summary of your summer.

It feels like, why are you even asking them about the summer? Well, it's because it's our first SWOT analysis and the boys are back and we need to know how things went down this summer.

Well, Sophie, it was a lovely summer.

If I'm going to be honest with you, and Kenny Ken knows this, know as much as i was happy we won the league sophie that european thing still it's just it's still it's still tingling on this this it still burns me a little bit man i'll be honest i'll be honest um but yeah it does it does it will elevate our club but no the sun was fantastic um i kind of knew what i was going to expect um it was um arsenal parade stroke not no carnival warm-up for me really because i went to the real thing You did.

But listen, great report from both of you.

I'm glad you're back.

We're going to be doing the SWOT analysis with Albert and Kenny at least four times this season, every three months.

How long does the season go on for? It feels like years, just like Kenny said.

Third, you evaluate resources and capabilities.

Fourth, you identify strengths, weaknesses, opportunities, and threats, so your classic SWOT.

And fifth, you appraise leadership implications.

And this flowchart, it isn't just theory.

Thanks for joining us on this edition of CPA Exam Guide.

This was part A of module three.

In our next deep dive, part B, we will continue this internal journey by looking at people drivers, how to evaluate your resources and capabilities, how to pull everything together into a SWOT analysis, and the critical, messy role of leadership and strategy execution.

Don't forget to hit subscribe so you don't miss part B when it drops.