ilustracion /elogiar la dificultad

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costumbrismo por pereza

Where to next?

Now that you have completed your SWOT analysis and strategy, where to next?

You can return to this map to change SWOT elements or change their priorities
You can review the strategies to gain agreement and turn them into plans & actions
Do you have enough strengths? What is missing? Ensure that these gaps are listed as weaknesses
You can examine the most important weaknesses and threats in detail, and use the map to further break them down into root causes

Enter your organization name

Type in the organization or area that is the subject of this analysis. You might find it helpful to add the date for reference so that you can review changes at a later date.

soluciones

Add a growth strategy

Review each of the highest-ranked strengths facing your organization'''.

Are they connected in some way?
Is the strength helping to take advantage of an opportunity?
If the strength is not maintained, does this reduce the chances of success with an opportunity?

For example, if your product performs well, and new legislation is going to raise questions about your competitor's products, then you could maximize this situation by prioritizing your own product performance.

respeto

resonar por mi cuenta

problemas

Consolidation strategy

Add a consolidation strategy

Review each of the highest-ranked strengths facing your organization, and compare them with each of the highest-ranked threats.

Are they connected in some way?
Is a strength helping to protect you from a threat?
Could the impact of a threat increase if you do not maintain this strength?

For example, if you have recognized specialist knowledge that gives you an advantage, but there is a threat that new technology could decrease your market, then it would make sense to develop the same level of specialist knowledge in new technologies.

inconciencia de voluntad

incapacidad analitica

tener puntos de vista

fanaticos religiosos

opresión sistemática

obedecer a los demás ciegamente

conexion

mala

Add a containment strategy

Review each of the highest-ranked weaknesses facing your organization, and compare them with each of the highest-ranked opportunities.

Are they connected in some way?
Is the weakness preventing you from taking advantage of an opportunity?
If the weakness gets worse, does this push the opportunity further away?

For example, if there is unmet demand in the market, but you have old and slow production equipment, then you cannot take advantage of this opportunity. A containment strategy would be to improve capacity with newer equipment.

incapacidad de independencia

ignorancia de soluciones

carencia de imaginacion para el bien propio

seguir por seguir

objetivos

autonomia /hacer uso de la razón /perspectiva critica/

djd

Add a survival strategy

Review each of the highest-ranked weaknesses facing your organization, and compare them with each of the highest-ranked threats.

Are they connected in some way?
Is this weakness a threat?
Could the impact of a threat get worse if the weakness gets worse?

For example, if a strong competitor is a threat, and unhappy customers are a weakness, then your customers might simply move to your competitor. A survival strategy would be to work on improving customer satisfaction.

organizacion social /igualdad

burguesía

contexto

monarquia

catolicismo

Threat

Add an external threat that might negatively impact your organization.

Examples include strong competitors, negative market trends, technologies becoming obsolete, new disruptive technologies.

Rate the importance of this threat:

Critical - could affect the survival of the organization
Major - would disrupt operations and require recovery
Minor - would cause a few problems that we can handle or adapt to

regimen presencial

Opportunity

Add an external opportunity that you could take advantage of.
Examples include social or business trends, fashions, changes in legislation, new technologies, innovations, weak competitors.

Rate the importance of this opportunity by clicking one of the icons below: