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In strategic planning and strategic management, SWOT analysis (also known as the SWOT matrix, TOWS, WOTS, WOTS-UP, and situational analysis) [1] is a decision-making technique that identifies the strengths, weaknesses, opportunities, and threats of an organization or project.
BSC SWOT, or the Balanced Scorecard SWOT analysis, was introduced in 2001, by Lennart Norberg and Terry Brown. BSC SWOT is a simple concept that combines the two powerful tools BSC (Balanced Scorecard) and SWOT analysis when identifying factors that drives or hinders strategy. The four perspectives in BSC is combined with the four dimensions of ...
The strategic grid model is a contingency approach that can be used to determine the strategic relevance of IT to an organization. The model was proposed by F. Warren McFarlan and James L. McKenney in 1983, and takes the impact of the information technology on the strategy in future planning as the horizontal axis, and the current impact of the information technology on corporate strategy as ...
The strategy map is a device that promotes three stages of conversation during the strategy development, implementation and learning process First to capture a strategy from a management team. To promote discussion amongst that team on the strategy, so they all leave the room telling the same story of their strategy.
Psychology professor Finn Tschudi's ABC model of psychotherapy uses a structure similar to a decisional balance sheet: A is a row that defines the problem; B is a row that lists schemas (tacit assumptions) about the advantages and disadvantages of resolving the problem; and C is a row that lists schemas about the advantages and disadvantages of ...
Sketch of the Cynefin framework, by Edwin Stoop. The Cynefin framework (/ k ə ˈ n ɛ v ɪ n / kuh-NEV-in) [1] is a conceptual framework used to aid decision-making. [2] Created in 1999 by Dave Snowden when he worked for IBM Global Services, it has been described as a "sense-making device".
with 10 percent higher return on equity, 48 percent higher EBIT (operating result), and 1.7 times the stock price growth.8 An analysis of large U.S. and Canadian companies found that companies operating in complex environments generated significant returns, amounting to a “robust” 6 percent
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