planning actionable outcomes through storyboarding a twist on traditional swot analysis march 20,...

Planning Actionable Outcomes through Storyboarding

A Twist on Traditional SWOT AnalysisMarch 20, 2007

Presenters: Mike Crooks & Angela Hall

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Topics

Traditional SWOT What is it? How is it used?

SWOT Storyboarding What’s so different? Why should we care?

Conducting a SWOT using Storyboarding How is it done? What does it tell us?

Case Study: How was SWOT Storyboarding used during the

SMP?

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SWOT Analysis Defined

A SWOT Analysis1 is a strategic planning tool used to evaluate the

Strengths: an organization’s resources or capabilities that can be used as a basis for developing competitive advantage

Weaknesses: the absence of certain strengths may be viewed as a weakness.

Opportunities: an organization’s potential areas for profit and growth

Threats: changes to the external environment may present threats to the firm2

1. The technique is credited to Albert Humphrey, who led a research project at Stanford University in the 1960s and 1970s using data from the Fortune 500 companies. http://en.wikipedia.org/wiki/SWOT_analysis

2. http://www.quickmba.com/strategy/swot/

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Traditional SWOT

The standard practice for conducting a SWOT Analysis includes the collection and analysis of an organization’s Strengths, Weaknesses, Opportunities, and Threats.

The results are usually represented in a SWOT Profile (also called a TOWS Matrix), such as the one depicted below:

StrengthsStrengths

OpportunitiesOpportunities

ThreatsThreats

WeaknessesWeaknesses

S – O StrategiesS – O Strategies

S – T StrategiesS – T Strategies W – T StrategiesW – T Strategies

W – O StrategiesW – O Strategies

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Traditional SWOT Analysis

S – O StrategiesPursue opportunities that are a good fit to the organization’s strengths.

W – O StrategiesOvercome weaknesses to pursue opportunities.

S – T StrategiesIdentify ways an organization can use its strengths to reduce its vulnerabilities to external threats.

W – T StrategiesEstablish a defensive plan to prevent an organization’s weaknesses from making it highly susceptible to external threats.

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‘Storyboarding’ the SWOT

The ‘Storyboarding’ technique1 uses an alternate analysis of the SWOT input to produce actionable outcomes of a strategic planning activity.

The difference between the traditional approach to SWOT and the Storyboarding approach is in the presentation and analysis, which is based on:

Establishing the ‘Driving Charter’ for the organization: ‘If we apply our Strengths in a focused and diligent manner we can

achieve our objectives (represented by the Opportunities). Acknowledging the ‘Organizational Hurdles’ to success;

represented by the patterns of Weaknesses. Governing our plans to monitor and mitigate risk

As defined by the true Critical Success Factors (CSF’s) Discovered by the correlation between an existing ‘Organizational

Hurdle’ (Weakness) and a perceived and/or potential Threat being realized.

1 Developed by Mike Crooks in the early 1990’s; has been used as a key element for strategic planning for Organizational Transformations; Strategic Business Unit Systems Implementations; Enterprise Architecture Migration Strategies; IT Adoption Programs; and Business Intelligence Programs.

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SWOT within the Planning & Execution Framework

ThematicGoal2

ThematicGoal2 GoalGoal

QuestionQuestion

MetricMetric

GoalAttainment

GoalAttainment

AnswerAnswer

MeasurementMeasurement

Collected DataCollected Data

Str

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Pla

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tra

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ic P

lan

Ma

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me

nt

& G

ove

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Ma

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Planning Data Collection

Definition1 Interpretation

1 Victor Basili, “software Modeling and Measurement: The Goal Question Metrics Paradigm,” Computer Science Technical Report Series, CS-TR-2956 (UMIACS-TR-92-96), University of Maryland, College Park, MD, September 1992.

2 “Silos, Politics and Turf Wars : A Leadership Fable”, Patrick M. Lencioni, © 2006. ISBN-13:978-0-7879-7638-5.

EstablishFocused Controls

& Measure

EstablishFocused Controls

& Measure

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SWOT Storyboarding

The following steps are conducted during a collaborative (and hopefully cross-functional) workshop/planning session:

1. Set the Context

2. Collect the Input

3. Readout Input

4. Assess Input ‘Appropriateness’

5. Analyze Patterns

6. Build the Storyboard

7. Walk the Wall

The results are very visual and always ‘eye opening’

Conducting a SWOT using Storyboarding

Strength

Weakness

Opportunity

Threat

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SWOT Storyboarding Ground Rules

Observe the rules for index cards: Write on the unlined side. Write large; so your writing can be seen from

across the room. Use your blue marker. Use key words or short phrases. Use the card in landscape mode.

Participate in the readout: Be attentive. Challenge if you have a concern or alternative

point of view.

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Step One:Setting the Context

SWOT (of any type) must be conducted within a Context and with an ‘End in Mind’

Strategic Program use the ‘Vision & Scope Document/Presentation’

Strategic Business Unit or Organization use the Organizational Vision & Mission Statements;

preferably with a Unifying ‘Thematic’ Goal

For ASQ Raleigh: ASQ is the preferred resource to increase awareness of

quality principles relating to professional development, driving performance improvement and managing change for all functions within our members' organizations and the local community.

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Step Two:Collect the Input

Individual Brainstorming Identify your Top 2 for each of the following

Using Activity Cards (4 X 6 Index Cards) Strengths (yellow card)

What are the primary attributes present within ASQ (Raleigh) today that can make us a success?

Weaknesses (red card) What are the current concerns within ASQ (Raleigh) that

need to be improved in order for us to be successfully? Opportunities (green card)

What are the ‘big wins’ for ASQ (Raleigh) if we successfully deliver on our charter?

Threats (blue card) What are the ‘bad things’ that could happen to ASQ

(Raleigh) if we are not successful in implementing charter?

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Step Three:Readout Input

Since the technique is based on individual brainstorming – it is critical that all participants see and hear all input Read out each card – Starting with

Strengths Post each cards on the wall – sorting ‘like

cards’ as you go No challenges are allowed at this stage

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ASQ Raleigh Strengths

Local Member Base (Hi Tech, Skilled)

Conference Turnout Knowledgeable People;

Friendly Environment Large Membership Dedicated Core Team Leadership from Board Experienced Leadership ASQ National

(Infrastructure and Services) Broad experience of Chapter

Members

Good core strength of talent Diverse Experience and

Talents SMC Planning Session Team Planning Programs Professional Development Good Financial Resources Dedicated Volunteers Money Diversity of Members in

various industries Experienced Board Members Diverse industry base

Strength

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ASQ Raleigh Weaknesses

Communication Members not on top of other

fields Coordination of logistics

during program events Little use of $$ resources Lack of membership

participation Ability to obtain volunteers Communication (internal –

board, external – members) Volunteers – not enough Low board membership

Priority Setting Poor Communication Volunteers are not urgent Member communication

process New member welcome

process Not enough networking New members quitting Volunteer commitment Leaders get overwhelmed

(conflicting priorities) Not meeting deadlines

Weakness

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ASQ Raleigh Opportunities

Utilize outsourcing to accomplish goals

Education (Revenue, opportunity to serve)

Hi-Tech Area Many untapped opportunities Website and on-line systems Interest in networking More networking to attract

member participation Strong annual section

conference Participate w/local community

colleges Increasing commonality of

QMS via ISO between industries

Corporations interests in community improve

Community Service Resource for professional

development Member participation (meeting

attendance; sharing best practices; volunteers for leadership)

Provide extensive networking to membership

Provide knowledge of ISO quality fields (auto, med, electronics, etc.) for job mobility

Acquire new members to area – growing region

Growing area

Opportunity

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ASQ Raleigh Threats

Lack of volunteers Economy – member loss due

to loss of employment Other professional

organization Lack of commitment Fiscal Irresponsibility Inadequate process visibility Complacency of members Perception of ‘Quality as

Boring’

Other Raleigh quality groups Numerous venues of training

– education Open Board Positions External commitments &

demands Potential weaker economy Disconnect with ASQ – HQ Dropping Membership counts Dwindling membership

(economy) Job outsourcing causing job

loss

Threat

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Step Four:Assess Input ‘Appropriateness’

It is possible that some of the input provided for Opportunities and Threats (which must be external to the organization), do not meet the criteria. If any input is found to fail the criteria, reclassify:

Opportunity to Strength

Threat to Weakness

However be respectful of the participant’s perspectives – you may have a ‘boundary problem.’ This will likely result in two parallel threads:1. Internal to the enterprise, but external to the organization/program scope

2. External to the enterprise

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Step Five:Analyze Patterns

There are only five categories for the Strengths and Weaknesses1:

1. People2. Process3. Technology4. Organization (Structure and/or Culture)5. Assets

Cluster input by category – you may also have some sub-groupings or attributes in your clusters

1 Adaptation of the ‘Five Pillars of Organizational Effectiveness’; http://www.njcu.edu/assoc/njcuitma/documents/addendums/Organizational_Effectiveness.pdf

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Example of Clustered Input

Planning Program

Planning Program

Dedicated Core Team

Dedicated Core Team

LeadershipFrom BoardLeadershipFrom Board

ASQ National(Infrastructure

& Services)


& Services)

SMC PlanningSession Team


BroadExperience of

Charter Members

BroadExperience of

Charter Members

LargeMembership

LargeMembership

Good CoreStrength of

Talent


Talent

Professional DevelopmentProfessional Development

DiverseExperienceAnd Talents


Good Financial Resources


Dedicated VolunteersDedicated Volunteers

Local MemberBase (Hi Tech,

Skilled)


Skilled)

ConferenceTurnout

ConferenceTurnout

KnowledgeablePeople

KnowledgeablePeople

ExperiencedLeadership


FriendlyEnvironment

FriendlyEnvironment

1. Review Input for Common Themes:

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AssetsAssets

PeoplePeople


OrganizationOrganization

ProcessProcess

TechnologyTechnology

2. Establish Clusters for Input into Categories:

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Planning Program

Planning Program Leadership

From BoardLeadershipFrom Board


& Services)


& Services)SMC PlanningSession Team




ConferenceTurnout

ConferenceTurnout

FriendlyEnvironment

FriendlyEnvironment

AssetsAssets OrganizationOrganization

ProcessProcess

TechnologyTechnology

Dedicated Core Team

Dedicated Core Team

BroadExperience of

Charter Members

BroadExperience of

Charter Members

LargeMembership

LargeMembership


Talent


Talent






Skilled)


Skilled)

KnowledgeablePeople

KnowledgeablePeople



PeoplePeople

Note: Repeat for Weaknesses

3. Cluster Input for into Categories:

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Step Six:Build Storyboard

Opportunity

Primary Charter

First LevelObjective

Second LevelObjective

Value/Outcome

Ultimate Goal/Value

Strength

SupportingStrength

Central Strength

Resulting Strength/

Driver of Change

Stimulus or Force of Change

Weakness

RepresentsInertia/

Opposistion

Minimizes/Diminishes

SignificantGap

Impedes CSF #1

CSF #2

CSF #3

CSF #4

Threat

PotentialRisk

‘BadThings’

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Step Seven:Walk the Wall

Describe Legend: Obvious Contradiction: Yellow and Red Primary Charter: Yellow to Green Critical Success Factor: Red to Blue

Walk the Wall – ‘Tell the Story’Validate the Storyboard

Does it sound right? Any additional thoughts? Do we have a mandate to proceed?

The ASQ Raleigh StoryboardLet’s ‘Walk the Wall’ Electronically

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We possess a foundation of . . .

Planning Program

Planning Program

Dedicated Core Team

Dedicated Core Team

LeadershipFrom BoardLeadershipFrom Board


& Services)


& Services)



BroadExperience of

Charter Members

BroadExperience of

Charter MembersLargeMembership

LargeMembership Good Core

Strength of Talent


Talent







representing


Skilled)


Skilled)

ConferenceTurnout

ConferenceTurnout

KnowledgeablePeople

KnowledgeablePeople



FriendlyEnvironment

FriendlyEnvironment

forming

leveraging

supporting

applying conducting

participating (as the)

focusing

driving

funding

promoting(participation from our)

characterizing

committing and participating (as our)

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We have the potential to achieve . . .

Interest inNetworkingInterest in

Networking

Member Participation- Meeting attendance- sharing best practice- volunteer for leadership


Provide ExtensiveNetworking toMembership

Provide ExtensiveNetworking toMembership

Website &On-lineSystems


More NetworkingTo Attract Member

Participation


Participation

Participate withLocal CollegesParticipate withLocal Colleges

Provide Knowledge of ISO Quality

Fields (cross industry)

Provide Knowledge of ISO Quality

Fields (cross industry)

Strong AnnualSection

Conference


Conference

CommunityServices

CommunityServices

Acquire new Members to area

(Growing Region)

Acquire new Members to area

(Growing Region)

Increase Quality ofQMS via ISO

Between Industries

Increase Quality ofQMS via ISO

Between Industries

Growing Area(& thus Growing

Chapter)

Growing Area(& thus Growing

Chapter)

Resource for Professional Development


Corporate Interest inCommunity Improvement

Corporate Interest inCommunity Improvement

enabling

stimulating

fostering

resulting (in)

positioning(us as the)

promoting(interest in)

increasing (overall)

allowing (us to)

allowing (us to)

capitalizing (on the)

creating(our ability to)

furthering(our ability to)

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If we can apply . . . We can Achieve!

Planning Program

Planning Program

Dedicated Core Team

Dedicated Core Team

LeadershipFrom Board



& Services)


& Services)



BroadExperience Of Charter Members


LargeMembership

LargeMembership


Talent


Talent

Professional Development






Dedicated Volunteers


representing

Local Member

Base (Hi Tech, Skilled)

Local Member


ConferenceTurnout

ConferenceTurnout

KnowledgeablePeople

KnowledgeablePeople



FriendlyEnvironment

FriendlyEnvironment

forming

leveraging

supporting

applying conducting


focusing

driving

funding


characterizing


Interest inNetworking




Provide Extensive

Networking toMembership

Provide Extensive




More NetworkingTo Attract

MemberParticipation

More NetworkingTo Attract

MemberParticipation

Participate with

Local Colleges

Participate with

Local Colleges

Provide Knowledge

of ISO QualityFields

(cross industry)

Provide Knowledge


(cross industry)


Conference


Conference

CommunityServices

CommunityServices

Acquire new

Members to area

(Growing Region)

Acquire new

Members to area

(Growing Region)

Increase Quality of

QMS via ISOBetween Industries

Increase Quality of


Growing Area

(& thus GrowingChapter)

Growing Area




Corporate Interest in

Community Improvement



enabling

stimulating

fostering

resulting (in)




allowing (us to)

allowing (us to)




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However, there are a few things we need to address . . .

Communication(internal – board

External – members)


External – members)Coordination ofLogistics duringProgram Events

Coordination ofLogistics duringProgram Events

VolunteerCommitment

VolunteerCommitment

PrioritySetting

PrioritySetting

Poor Communication

Poor Communication

Little Use of $$ ResourcesLittle Use of $$ Resources

Member Communication

Process


Process

Volunteers(not enough)Volunteers

(not enough)

VolunteersAre not Urgent


Ability to ObtainVolunteers


Lack of Membership Participation


New MemberWelcome Process


restricting(in our)

Low BoardMembershipLow Board

Membership

Leaders GetOverwhelmed

(Conflicting Priorities)



Not EnoughNetworkingNot EnoughNetworking

New MembersQuitting

New MembersQuitting

Not MeetingDeadlines


resulting(in)

creating(the situation where)

(which is)deteriorating

resulting(in our)

adding (to)

forcing

contributing (to)

resulting(in)

inhibiting(executionof)

challenging(effective) perpetuating

perpetuating (lack of)

resulting(in)

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And there are a few things we need to watch out for . . .

Other RaleighQuality GroupsOther Raleigh

Quality Groups

DwindlingMembershipDwindling

Membership

ComplacencyOf Members


InadequateProcess Visibility


Perception of Quality as

Boring


Boring

Fiscal Irresponsibility


Dropping Membership

Counts

Dropping Membership

Counts

DisconnectWith

ASQ - HQ

DisconnectWith

ASQ - HQ

Numerous Venues

Of Training

Numerous Venues

Of Training

Potential Weaker

Economy

Potential Weaker

Economy

External Commitments

& Demands


& Demands

Job OutsourcingCausing Job Loss


Open BoardPositions

Open BoardPositions

promoting driving (the)

necessitating (a)

accelerating

compelling initiating

resulting(in)

driving(the)

necessitating(a)

inspiring

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If we fail to address . . .We Fail!

Other RaleighQuality GroupsOther Raleigh

Quality Groups

DwindlingMembershipDwindling

Membership






Boring


Boring



Dropping Membership

Counts

Dropping Membership

Counts

DisconnectWith

ASQ - HQ

DisconnectWith

ASQ - HQ

Numerous Venues

Of Training

Numerous Venues

Of Training

Potential Weaker

Economy

Potential Weaker

Economy


& Demands


& Demands



Open BoardPositions

Open BoardPositions

promotingdriving (the)

necessitating (a)

accelerating


resulting(in)

driving(the)

necessitating(a)

inspiring







VolunteerCommitmentVolunteer

Commitment

PrioritySetting

PrioritySetting

Poor Communication

Poor Communication

Little Use of $$ ResourcesLittle Use of $$ Resources


Process


Process

Volunteers(not enough)Volunteers

(not enough)









restricting(in our)

Low BoardMembershipLow Board

Membership





Not EnoughNetworkingNot EnoughNetworking

New MembersQuitting

New MembersQuitting



resulting(in)



resulting(in our)

adding (to)

forcing

contributing (to)

resulting(in)


challenging(effective)

perpetuating


resulting(in)

CSF #1

CSF #2

CSF #3

CSF #4

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Address the True Critical Success Factors (CSF’s)CSF #1 – Communication

If we fail to improve our communication: within the board from the board to the members within the membership

we risk increasing the frequency of departure of both new and dedicated members.CSF #2 – Prioritization

If we fail to establish an effective prioritization process and execution model, we risk overwhelming leadership and our dedicated volunteers, which will result in;

missed deadlines; increased cost; and worsening communication

all of which will diminish our performance and thus keep us form winning awards, or worse lose our charter.

CSF #3 – Volunteerism If we fail to create a culture of enthusiastic and innovative volunteers, we risk:

wide spread complacency; increasing departures; and missed deadlines

all of which will result in lower performance and can challenge our viability as an ASQ chapter. CSF #4 – Financial Management

If we fail in effectively using our funds, we risk exaggerating: our currently poor communication; our lack and quality of our networking; and our ability to attract and retain dedicated and enthusiastic members

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The Completed Storyboard

Planning Program

Planning Program

Dedicated Core Team

Dedicated Core Team




& Services)


& Services)





LargeMembership

LargeMembership


Talent


Talent









representing

Local Member


Local Member


ConferenceTurnout

ConferenceTurnout

KnowledgeablePeople

KnowledgeablePeople



FriendlyEnvironment

FriendlyEnvironment

forming

leveraging

supporting

applying conducting


focusing

driving

funding


characterizing






Provide Extensive


Provide Extensive





Participation


Participation

Participate with

Local Colleges

Participate with

Local Colleges

Provide Knowledge


(cross industry)

Provide Knowledge


(cross industry)


Conference


Conference

CommunityServices

CommunityServices

Acquire new

Members to area

(Growing Region)

Acquire new

Members to area

(Growing Region)

Increase Quality of


Increase Quality of


Growing Area


Growing Area








enabling

stimulating

fostering

resulting (in)




allowing (us to)

allowing (us to)




Other RaleighQuality Groups

Other RaleighQuality Groups

DwindlingMembership

DwindlingMembership






Boring


Boring



Dropping Membership

Counts

Dropping Membership

Counts

DisconnectWith

ASQ - HQ

DisconnectWith

ASQ - HQ

Numerous Venues

Of Training

Numerous Venues

Of Training

Potential Weaker

Economy

Potential Weaker

Economy


& Demands


& Demands



Open BoardPositions

Open BoardPositions

promoting

driving (the)

necessitating (a)

accelerating


resulting(in)

driving(the)

necessitating(a)

inspiring







VolunteerCommitment

VolunteerCommitment

PrioritySetting

PrioritySetting

Poor Communication

Poor Communication

Little Use of $$ Resources

Little Use of $$ Resources


Process


Process

Volunteers(not enough)

Volunteers(not enough)









restricting(in our)

Low BoardMembership

Low BoardMembership





Not EnoughNetworking

Not EnoughNetworking

New MembersQuitting

New MembersQuitting



resulting(in)



resulting(in our)

adding (to)

forcing

contributing (to)

resulting(in)


challenging(effective)

perpetuating


resulting(in)

CSF #1

CSF #2

CSF #3

CSF #4

Case Study. . . But First How about a Drink and a Chat?

planning actionable outcomes through storyboarding a twist on traditional swot analysis march 20,...

Documents

swot input

swot profile

swot storyboardingwhats

organizations strengths

traditional swot analysismarch

organizations weaknesses

analysis http

alternate analysis