How to Coach Yourself and Others Essential Knowledge For Coaching | Page 546

strengths (maintain, build and leverage),
opportunities (prioritise and optimise),
weaknesses (remedy or exit),
threats (counter)
into actions (each within one of the six categories) that can be agreed
and owned by a team or number of teams.
If the SWOT analysis is being used to assess a proposition, then it could
be that the analysis shows that the proposition is too weak (especially if
compared with other SWOT's for alternative propositions) to warrant
further investment, in which case further action planning, other than
exit, is not required.
If the proposition is clearly strong (presumably you will have indicated
this using other methods as well), then proceed as for a business, and
translate issues into category actions with suitable ownership by
team(s).
This is my understanding of Albert Humphrey's theory relating to
developing SWOT issues into organizational change actions and
accountabilities. (I'm pleased to say that Albert kindly confirmed that
this is indeed correct.)
There are other ways of applying SWOT of course, depending on your
circumstances and aims, for instance if concentrating on a department
rather than a whole business, then it could make sense to revise the six
categories to reflect the functional parts of the department, or whatever
will enable the issues to be translatable into manageable, accountable
and owned aims.

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