What is a SWOT analysis?
A SWOT analysis is a structured look at where you stand. Strengths and weaknesses describe the organisation itself; opportunities and threats describe the world around it. Putting them side by side shows which strengths can be used, which weaknesses put plans at risk, and which outside changes deserve a response. In quality management it is a common way to meet the "context of the organisation" requirement of ISO 9001 clause 4.1.
From SWOT to TOWS strategies
| Opportunities | Threats | |
|---|---|---|
| Strengths | SO: use strengths to seize opportunities | ST: use strengths to counter threats |
| Weaknesses | WO: fix weaknesses to seize opportunities | WT: reduce weaknesses and avoid threats |
SWOT analysis example
A contract manufacturing site prepares its 2027 strategy. Its key strengths are a clean regulatory record and an experienced validation team; its main weakness is on-time delivery of 88% against the 95% customers expect. Growth in biologics needing small batches is the biggest opportunity, and the Annex 1 revision raising sterile manufacturing costs the biggest threat. The TOWS matrix gives four strategies: market small-batch fill-finish for biologics on the strength of the regulatory record (SO), introduce electronic batch records to speed up release (WO), use validation expertise to be early Annex 1 compliant (ST), and cross-train operators to remove the isolator bottleneck (WT).
Tips
- Use facts: numbers, audit results and customer feedback make items specific and credible.
- Keep internal and external apart: a new competitor is a threat, not a weakness.
- Prioritise: three strong items per quadrant are worth more than fifteen weak ones.
- Find external factors with a PESTLE analysis, and check whether a strategy will meet resistance with a force field analysis.
How to use this SWOT Analysis tool
- Set the subject. Name what the SWOT is about: the organisation, a site, a product or a project.
- List the factors. Click + in each quadrant to add strengths, weaknesses, opportunities and threats.
- Rate importance. Click an item to rate its importance; important items are shown first and in bold.
- Build strategies. In the TOWS quadrants below, add strategies that combine the factors.
- Act. Turn the highest-priority strategies into objectives and actions with owners.
- Export. Export the SWOT and strategies to PDF, PNG or Excel.
Frequently asked questions
What is a SWOT analysis?
A SWOT analysis lists an organisation's (or a project's, product's or team's) Strengths and Weaknesses, which are internal, and the Opportunities and Threats in its environment, which are external. It is a simple way to take stock before setting strategy or objectives.
What is the difference between internal and external factors?
Strengths and weaknesses are internal: things you control, such as skills, processes, equipment, reputation and finances. Opportunities and threats are external: things you do not control, such as markets, competitors, regulations, technology and the economy. A PESTLE analysis is a good way to find the external factors.
What is a TOWS matrix?
TOWS turns a SWOT into strategies by combining the quadrants: SO strategies use strengths to seize opportunities, WO strategies fix weaknesses to seize opportunities, ST strategies use strengths to counter threats, and WT strategies reduce weaknesses and avoid threats.
How do I make a SWOT more useful?
Be specific and use evidence ("on-time delivery of 88%" rather than "delivery problems"), rate the importance of each item, involve people with different views, and always finish with strategies and actions. A SWOT without actions is just a list.
Is SWOT required by ISO 9001?
ISO 9001:2015 clause 4.1 requires an organisation to determine the external and internal issues relevant to its purpose and strategic direction. It does not prescribe a method, but SWOT and PESTLE are the most common ways to do it and to show auditors the result.
How often should a SWOT be updated?
At least once a year as an input to management review and strategy, and whenever something important changes, such as a new competitor, a regulation or a major project.