SWOT is already for a long time and is used in organizations to analyze the strategy. Quickly investigate what the strengths are and where an organization fails. In addition, the challenges and obstacles provide insight into the position of an organization. SWOT is not more than a strategic analysis. A snapshot that shows where an organization, or part of it, stands.
The result of a SWOT session
The SWOT analysis can form input for all kinds of follow-up processes. Objectives, plans, actions, improvements with which the organization can continue to work. Advisors are happy to support companies in developing plans to set the organization in motion. All kinds of methods, tools and training are available for this.
In addition to an analysis, a SWOT also provides a team feeling. Standing together at the cradle of innovation. Often, however, the participants in the SWOT do not hear back about the results of the SWOT analysis. Mostly it takes some weeks or months before getting feedback and even more important: a SWOT follow up. And it is often unclear what exactly happened with the SWOT results. That produces a disappointing feeling. The motivation and commitment then quickly disappear.
The dynamics of organizations
Organizations develop and change themselves over time to continue to successfully deliver products and / or services to their customers. The culture of an organization forms the basis. It is a dynamic interplay of people who contribute to success. It’s about what people do together (R. Kantanga). It forms the basis for cohesion, dynamism and innovation. Structures, processes and desired behavior are created on the basis of the culture.
The only thing that is constant in organizations is movement. And that is exactly what is important to leaders of those organizations. How do you get a team of people with different competences moving? What does it take to innovate? How do you form the basis in an organization to form a winning and enthusiastic team?
Does a SWOT still fit in the setting of a dynamic organization as a tool? How annoying is it that the SWOT analysis leads to a static analysis rather than a dynamic process?
The result of an mPGA session
The result of the mPGA session suits a dynamic and developing organization. It suits a culture of movement and innovation. Where a SWOT is a snapshot, mPGA actually takes an organization further into action.
In addition to an analysis, the end result of a SWOT, there are a number of specific characteristics that distinguish mPGA from a SWOT analysis.
- mPGA gives more direction by focusing and limiting at the beginning
- mPGA works process-based: analysis, goals, obstacles and action plan.
- mpGA looks for opportunities without prejudice and only afterwards for obstacles.
- mPGA ensures a start the next day, very different from a SWOT
Dynamics of mPGA
mPGA suits organizations that envision a culture of connecting, renewing and improving. The organizations that perform a static SWOT analysis do not always find this to be appropriate.
- More than 70% want more than a strategic analysis.
- It is virtually impossible to arrive at an action plan via SWOT.
- More than half of the SWOT participants have a different view of the objective than the organizer himself.
- More than 80% of the SWOT sessions mainly yield a lot of generalities.
- Weaknesses and threats mainly generate a lot of negative energy.
- More than 50% of SWOT analyzes disappear, without doing anything with them, in a desk drawer.
- Combining internal and external factors does not yield much more than some focus areas.
- The SWOT is a static analysis, it does not inspire and motivate a team to turn strategy into action.
Where the SWOT is static and requires a follow-up, mPGA is at the same time the start of an improvement process. It sets an organization in motion and gives a team the opportunity to immediately convert enthusiasm, involvement and insight into action.
Unlike the end result of a SWOT, mPGA does not require an entire process to be followed afterwards. Setting goals, identifying obstacles and creating a concrete action plan are an integral part of mPGA. An mPGA session also takes no more time than a SWOT analysis.
mPGA suits an organization with a dynamic culture. An organization that sees product and market innovation and time-to-market as core values for operating successfully.