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Our network of human resource and strategic management practitioners have been developing
and using Dynamic SWOT Analysis across a broad spectrum of applications for the last
fifteen years helping a whole range of people and organisations to move ahead, coping with
the new knowledge-economy dynamics and achieving higher levels of
quality performance.
Through
Dynamic SWOT Analysis they have become less stressed, are psychologically more comfortable
and capable in their surroundings and have a new confidence
in their judgements and decision making.
From these applications there have been countless
comments about the success of Dynamic SWOT
Analysis but the quote below has been repeated by many users.
"it was
something of real value that we took away
and could use immediately"
The DSA process has now graduated to a higher level of
best practice and is widely acclaimed
as a vital process in achieving standards or excellence. One of the main improvements we have made is in
moving swot analysis out of the 'analysis paralysis' trap and onwards and upwards into a
very positive
management development 'can do' mode.
Quality front-end situation analysis is important, but
there is an over-riding need to project and to connect it with a real-time diagnostic
phase followed by an action formulation phase. Being more
intensively learning-driven, DSA has now
emerged as a powerful tactical and strategic development tool for individual performance
improvement, effective teaming and in organisation development as a whole.
The central
project management theme of Dynamic SWOT Analysis is:
"the
development of the right people with the right skills
taking effective action in the right way at the right time"
DSA focuses on
effectively managing today's reality of our situations.
Not dream solutions or wish lists, but the determination of the best
practice action
through locally-focused objectivity.
Knowledge age best
practice is based upon the need to
drive LEARNING (L)
faster than the speed of the CHANGE
(C) that is
constantly taking place all around
us.
For success,
L
=> (equal to or greater
than) C
If we do not manage the processes of our
best practice learning, i.e.
if we do not achieve L =>
C,
then our management knowledge
has limited shelf-life,
we get stressed, frustrated and come second! We see other
people and other organisations in clear water moving seamlessly ahead.
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