Tools for Policy Impact: A Handbook for Researchers
9. SWOT Analysis
SWOT analysis is a classic strategic planning tool. Using a framework of internal strengths and
weaknesses and external opportunities and threats, it provides a simple way to assess how a strategy
can best be implemented. The tool helps planners be realistic about what they can achieve, and where
they should focus.
Detailed Outline of the Process
The SWOT framework – a two-by-two matrix – is best completed in a group with key members of the
team or organisation present. First, it is important to be clear what the policy change objective is, and
on what team or organisation the analysis is being carried out. Once these are clarified and agreed,
begin with a brainstorm of ideas, and then hone them down and clarify them afterwards in discussion.
An assessment of internal capacity helps identify where the project or organisation is now: the existing
resources that can be used immediately and current problems that won’t go away. It can help identify
where new resources, skills or allies will be needed. When thinking of strengths it is useful to think of
real examples of success to ground and clarify the conversation. Typical focus questions to help think
through these issues might include the following:
Figure 9: SWOT analysis
• What type of policy influence does our
organisation / project currently do best?
Where have we had the most success?
• What types of policy influencing skills and
capacities do we have?
• In what areas have our staff used them most
effectively?
• Who are our strongest allies in policy
influence?
• When have they worked with us to create
policy impact?
• What do staff consider to be our main
strengths and weaknesses? Why is this?
What opinions do others outside the
organisation hold?
• Other organisations relevant to issue
• Resources: financial, technical, human
• Political and policy space
• Other groups or forces
Threats
Opportunities
Strengths
• Skills and abilities
• Funding lines
• Commitment to positions
• Contacts & Partners
• Existin
g
Activities
Weaknesses
An assessment of the external environment tends to focus on what is going on outside the organisation,
or areas which are not yet affecting the strategy but could do – either positively or negatively.
The grid above summarises some of the subject areas that might need considering under both internal
and external factors. These can be used as topic headings if working in small break-out groups (a good
idea if your group is larger than about eight).
Back in plenary it is often useful to rate or rank the most important strengths and weaknesses (perhaps
with symbols: ++, + and 0). In a larger group participants might like to assign their own scores, perhaps
by assigning sticky dots. The results can then be discussed and debated.
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