1. Planning Actionable Outcomes through Storyboarding A Twist on Traditional SWOT Analysis March 20, 2007 Presenters: Mike Crooks & Angela Hall

2. 2 Topics  Traditional SWOT  What is it?  How is it used?  SWOT Storyboarding  What’s so different?  Why should we care?  Conducting a SWOT using Storyboarding  How is it done?  What does it tell us?  Case Study:  How was SWOT Storyboarding used during the SMP?

3. 3 SWOT Analysis Defined  A SWOT Analysis 1 is a strategic planning tool used to evaluate the  S trengths: an organization’s resources or capabilities that can be used as a basis for developing competitive advantage  W eaknesses: the absence of certain strengths may be viewed as a weakness.  O pportunities: an organization’s potential areas for profit and growth  T hreats: changes to the external environment may present threats to the firm 2 1.The technique is credited to Albert Humphrey, who led a research project at Stanford University in the 1960s and 1970s using data from the Fortune 500 companies. http://en.wikipedia.org/wiki/SWOT_analysis 2.http://www.quickmba.com/strategy/swot/

4. 4 Traditional SWOT  The standard practice for conducting a SWOT Analysis includes the collection and analysis of an organization’s Strengths, Weaknesses, Opportunities, and Threats.  The results are usually represented in a SWOT Profile (also called a TOWS Matrix), such as the one depicted below: Strengths Opportunities Threats Weaknesses S – O Strategies S – T StrategiesW – T Strategies W – O Strategies

5. 5 Traditional SWOT Analysis  S – O Strategies Pursue opportunities that are a good fit to the organization’s strengths.  W – O Strategies Overcome weaknesses to pursue opportunities.  S – T Strategies Identify ways an organization can use its strengths to reduce its vulnerabilities to external threats.  W – T Strategies Establish a defensive plan to prevent an organization’s weaknesses from making it highly susceptible to external threats.

6. 6 ‘Storyboarding’ the SWOT  The ‘Storyboarding’ technique 1 uses an alternate analysis of the SWOT input to produce actionable outcomes of a strategic planning activity.  The difference between the traditional approach to SWOT and the Storyboarding approach is in the presentation and analysis, which is based on:  Establishing the ‘Driving Charter’ for the organization:  ‘If we apply our Strengths in a focused and diligent manner we can achieve our objectives (represented by the Opportunities).  Acknowledging the ‘Organizational Hurdles’ to success;  represented by the patterns of Weaknesses.  Governing our plans to monitor and mitigate risk  As defined by the true Critical Success Factors (CSF’s)  Discovered by the correlation between an existing ‘Organizational Hurdle’ (Weakness) and a perceived and/or potential Threat being realized. 1 Developed by Mike Crooks in the early 1990’s; has been used as a key element for strategic planning for Organizational Transformations; Strategic Business Unit Systems Implementations; Enterprise Architecture Migration Strategies; IT Adoption Programs; and Business Intelligence Programs.

7. 7 SWOT within the Planning & Execution Framework Thematic Goal 2 Goal Question Metric Goal Attainment Answer Measurement Collected Data Strategic Plan Management & Governance Planning Data Collection Definition 1 Interpretation 1 Victor Basili, “software Modeling and Measurement: The Goal Question Metrics Paradigm,” Computer Science Technical Report Series, CS-TR-2956 (UMIACS-TR-92-96), University of Maryland, College Park, MD, September 1992. 2 “Silos, Politics and Turf Wars : A Leadership Fable”, Patrick M. Lencioni, © 2006. ISBN-13:978-0-7879-7638-5. Establish Focused Controls & Measure

8. 8 SWOT Storyboarding  The following steps are conducted during a collaborative (and hopefully cross-functional) workshop/planning session: 1.Set the Context 2.Collect the Input 3.Readout Input 4.Assess Input ‘Appropriateness’ 5.Analyze Patterns 6.Build the Storyboard 7.Walk the Wall  The results are very visual and always ‘eye opening’

9. Conducting a SWOT using Storyboarding Strength Weakness Opportunity Threat

10. 10 SWOT Storyboarding Ground Rules  Observe the rules for index cards:  Write on the unlined side.  Write large; so your writing can be seen from across the room.  Use your blue marker.  Use key words or short phrases.  Use the card in landscape mode.  Participate in the readout:  Be attentive.  Challenge if you have a concern or alternative point of view.

11. 11 Step One: Setting the Context  SWOT (of any type) must be conducted within a Context and with an ‘End in Mind’  Strategic Program use the ‘Vision & Scope Document/Presentation’  Strategic Business Unit or Organization use the Organizational Vision & Mission Statements;  preferably with a Unifying ‘Thematic’ Goal  For ASQ Raleigh:  ASQ is the preferred resource to increase awareness of quality principles relating to professional development, driving performance improvement and managing change for all functions within our members' organizations and the local community.

12. 12 Step Two: Collect the Input  Individual Brainstorming  Identify your Top 2 for each of the following  Using Activity Cards (4 X 6 Index Cards)  Strengths (yellow card)  What are the primary attributes present within ASQ (Raleigh) today that can make us a success?  Weaknesses (red card)  What are the current concerns within ASQ (Raleigh) that need to be improved in order for us to be successfully?  Opportunities (green card)  What are the ‘big wins’ for ASQ (Raleigh) if we successfully deliver on our charter?  Threats (blue card)  What are the ‘bad things’ that could happen to ASQ (Raleigh) if we are not successful in implementing charter?

13. 13 Step Three: Readout Input  Since the technique is based on individual brainstorming – it is critical that all participants see and hear all input  Read out each card – Starting with Strengths  Post each cards on the wall – sorting ‘like cards’ as you go  No challenges are allowed at this stage

14. 14 ASQ Raleigh Strengths  Local Member Base (Hi Tech, Skilled)  Conference Turnout  Knowledgeable People; Friendly Environment  Large Membership  Dedicated Core Team  Leadership from Board  Experienced Leadership  ASQ National (Infrastructure and Services)  Broad experience of Chapter Members  Good core strength of talent  Diverse Experience and Talents  SMC Planning Session Team  Planning Programs  Professional Development  Good Financial Resources  Dedicated Volunteers  Money  Diversity of Members in various industries  Experienced Board Members  Diverse industry base Strength

15. 15 ASQ Raleigh Weaknesses  Communication  Members not on top of other fields  Coordination of logistics during program events  Little use of $$ resources  Lack of membership participation  Ability to obtain volunteers  Communication (internal – board, external – members)  Volunteers – not enough  Low board membership  Priority Setting  Poor Communication  Volunteers are not urgent  Member communication process  New member welcome process  Not enough networking  New members quitting  Volunteer commitment  Leaders get overwhelmed (conflicting priorities)  Not meeting deadlines Weakness

16. 16 ASQ Raleigh Opportunities  Utilize outsourcing to accomplish goals  Education (Revenue, opportunity to serve)  Hi-Tech Area  Many untapped opportunities  Website and on-line systems  Interest in networking  More networking to attract member participation  Strong annual section conference  Participate w/local community colleges  Increasing commonality of QMS via ISO between industries  Corporations interests in community improve  Community Service  Resource for professional development  Member participation (meeting attendance; sharing best practices; volunteers for leadership)  Provide extensive networking to membership  Provide knowledge of ISO quality fields (auto, med, electronics, etc.) for job mobility  Acquire new members to area – growing region  Growing area Opportunity

17. 17 ASQ Raleigh Threats  Lack of volunteers  Economy – member loss due to loss of employment  Other professional organization  Lack of commitment  Fiscal Irresponsibility  Inadequate process visibility  Complacency of members  Perception of ‘Quality as Boring’  Other Raleigh quality groups  Numerous venues of training – education  Open Board Positions  External commitments & demands  Potential weaker economy  Disconnect with ASQ – HQ  Dropping Membership counts  Dwindling membership (economy)  Job outsourcing causing job loss Threat

18. 18 Step Four: Assess Input ‘Appropriateness’  It is possible that some of the input provided for Opportunities and Threats (which must be external to the organization), do not meet the criteria.  If any input is found to fail the criteria, reclassify :  Opportunity to Strength  Threat to Weakness  However be respectful of the participant’s perspectives – you may have a ‘boundary problem.’ This will likely result in two parallel threads: 1.Internal to the enterprise, but external to the organization/program scope 2.External to the enterprise

19. 19 Step Five: Analyze Patterns  There are only five categories for the Strengths and Weaknesses 1 : 1.People 2.Process 3.Technology 4.Organization (Structure and/or Culture) 5.Assets  Cluster input by category – you may also have some sub-groupings or attributes in your clusters 1 Adaptation of the ‘Five Pillars of Organizational Effectiveness’; http://www.njcu.edu/assoc/njcuitma/documents/addendums/Organizational_Effectiveness.pdf

20. 20 Example of Clustered Input Planning Program Dedicated Core Team Leadership From Board ASQ National (Infrastructure & Services) SMC Planning Session Team Broad Experience of Charter Members Large Membership Good Core Strength of Talent Professional Development Diverse Experience And Talents Good Financial Resources Dedicated Volunteers Local Member Base (Hi Tech, Skilled) Conference Turnout Knowledgeable People Experienced Leadership Friendly Environment 1. Review Input for Common Themes:

21. 21 Assets People Example of Clustered Input Organization Process Technology 2. Establish Clusters for Input into Categories:

22. 22 Example of Clustered Input Planning Program Leadership From Board ASQ National (Infrastructure & Services) SMC Planning Session Team Good Financial Resources Conference Turnout Friendly Environment AssetsOrganization Process Technology Dedicated Core Team Broad Experience of Charter Members Large Membership Good Core Strength of Talent Professional Development Diverse Experience And Talents Dedicated Volunteers Local Member Base (Hi Tech, Skilled) Knowledgeable People Experienced Leadership People Note: Repeat for Weaknesses 3. Cluster Input for into Categories:

23. 23 Step Six: Build Storyboard Opportunity Primary Charter First Level Objective Second Level Objective Value/Outcome Ultimate Goal/ Value Strength Supporting Strength Central Strength Resulting Strength/ Driver of Change Stimulus or Force of Change Weakness Represents Inertia/ Opposistion Minimizes/ Diminishes Significant Gap Impedes CSF #1 CSF #2 CSF #3 CSF #4 Threat Potential Risk ‘Bad Things’

24. 24 Step Seven: Walk the Wall  Describe Legend:  Obvious Contradiction:Yellow and Red  Primary Charter:Yellow to Green  Critical Success Factor:Red to Blue  Walk the Wall – ‘Tell the Story’  Validate the Storyboard  Does it sound right?  Any additional thoughts?  Do we have a mandate to proceed?

25. The ASQ Raleigh Storyboard Let’s ‘Walk the Wall’ Electronically

26. 26 We possess a foundation of... Planning Program Dedicated Core Team Leadership From Board ASQ National (Infrastructure & Services) SMC Planning Session Team Broad Experience of Charter Members Large Membership Good Core Strength of Talent Professional Development Diverse Experience And Talents Good Financial Resources Dedicated Volunteers representing Local Member Base (Hi Tech, Skilled) Conference Turnout Knowledgeable People Experienced Leadership Friendly Environment forming leveraging supporting applying conducting participating (as the) focusing driving funding promoting (participation from our) characterizing committing and participating (as our)

27. 27 We have the potential to achieve... Interest in Networking Member Participation - Meeting attendance - sharing best practice - volunteer for leadership Provide Extensive Networking to Membership Website & On-line Systems More Networking To Attract Member Participation Participate with Local Colleges Provide Knowledge of ISO Quality Fields (cross industry) Strong Annual Section Conference Community Services Acquire new Members to area (Growing Region) Increase Quality of QMS via ISO Between Industries Growing Area (& thus Growing Chapter) Resource for Professional Development Corporate Interest in Community Improvement enabling stimulating fostering resulting (in) positioning (us as the) promoting (interest in) increasing (overall) allowing (us to) allowing (us to) capitalizing (on the) creating (our ability to) furthering (our ability to)

28. 28 If we can apply... We can Achieve! Planning Program Dedicated Core Team Leadership From Board ASQ National (Infrastructure & Services) SMC Planning Session Team Broad Experience Of Charter Members Large Membership Good Core Strength of Talent Professional Development Diverse Experience And Talents Good Financial Resources Dedicated Volunteers representing Local Member Base (Hi Tech, Skilled) Conference Turnout Knowledgeable People Experienced Leadership Friendly Environment forming leveraging supporting applying conducting participating (as the) focusing driving funding promoting (participation from our) characterizing committing and participating (as our) Interest in Networking Member Participation - Meeting attendance - sharing best practice - volunteer for leadership Provide Extensive Networking to Membership Website & On-line Systems More Networking To Attract Member Participation Participate with Local Colleges Provide Knowledge of ISO Quality Fields (cross industry) Strong Annual Section Conference Community Services Acquire new Members t o area (Growing Region) Increase Quality of QMS via ISO Between Industries Growing Area (& thus Growing Chapter) Resource for Professional Development Corporate Interest in Community Improvement enabling stimulating fostering resulting (in) positioning (us as the) promoting (interest in) increasing (overall) allowing (us to) allowing (us to) capitalizing (on the) creating (our ability to) furthering (our ability to)

29. 29 However, there are a few things we need to address... Communication (internal – board External – members) Coordination of Logistics during Program Events Volunteer Commitment Priority Setting Poor Communication Little Use of $$ Resources Member Communication Process Volunteers (not enough) Volunteers Are not Urgent Ability to Obtain Volunteers Lack of Membership Participation New Member Welcome Process restricting (in our) Low Board Membership Leaders Get Overwhelmed (Conflicting Priorities) Not Enough Networking New Members Quitting Not Meeting Deadlines resulting (in) creating (the situation where) (which is) deteriorating resulting (in our) adding (to) forcing contributing (to) resulting (in) inhibiting (execution of) challenging (effective) perpetuating (lack of) resulting (in)

30. 30 And there are a few things we need to watch out for... Other Raleigh Quality Groups Dwindling Membership Complacency Of Members Inadequate Process Visibility Perception of Quality as Boring Fiscal Irresponsibility Dropping Membership Counts Disconnect With ASQ - HQ Numerous Venues Of Training Potential Weaker Economy External Commitments & Demands Job Outsourcing Causing Job Loss Open Board Positions promotingdriving (the) necessitating (a) accelerating compelling initiating resulting (in) driving (the) necessitating (a) inspiring

31. 31 If we fail to address... We Fail! Other Raleigh Quality Groups Dwindling Membership Complacency Of Members Inadequate Process Visibility Perception of Quality as Boring Fiscal Irresponsibility Dropping Membership Counts Disconnect With ASQ - HQ Numerous Venues Of Training Potential Weaker Economy External Commitments & Demands Job Outsourcing Causing Job Loss Open Board Positions promoting driving (the) necessitating (a) accelerating compelling initiating resulting (in) driving (the) necessitating (a) inspiring Communication (internal – board External – members) Coordination of Logistics during Program Events Volunteer Commitment Priority Setting Poor Communication Little Use of $$ Resources Member Communication Process Volunteers (not enough) Volunteers Are not Urgent Ability to Obtain Volunteers Lack of Membership Participation New Member Welcome Process restricting (in our) Low Board Membership Leaders Get Overwhelmed (Conflicting Priorities) Not Enough Networking New Members Quitting Not Meeting Deadlines resulting (in) creating (the situation where) (which is) deteriorating resulting (in our) adding (to) forcing contributing (to) resulting (in) inhibiting (execution of) challenging (effective) perpetuating (lack of) resulting (in) CSF #1 CSF #2 CSF #3 CSF #4

32. 32 Address the True Critical Success Factors (CSF’s) CSF #1 – Communication  If we fail to improve our communication:  within the board  from the board to the members  within the membership  we risk increasing the frequency of departure of both new and dedicated members. CSF #2 – Prioritization  If we fail to establish an effective prioritization process and execution model, we risk overwhelming leadership and our dedicated volunteers, which will result in;  missed deadlines;  increased cost; and  worsening communication  all of which will diminish our performance and thus keep us form winning awards, or worse lose our charter. CSF #3 – Volunteerism  If we fail to create a culture of enthusiastic and innovative volunteers, we risk:  wide spread complacency;  increasing departures; and  missed deadlines  all of which will result in lower performance and can challenge our viability as an ASQ chapter. CSF #4 – Financial Management  If we fail in effectively using our funds, we risk exaggerating:  our currently poor communication;  our lack and quality of our networking; and  our ability to attract and retain dedicated and enthusiastic members

33. 33 The Completed Storyboard Planning Program Dedicated Core Team Leadership From Board ASQ National (Infrastructure & Services) SMC Planning Session Team Broad Experience Of Charter Members Large Membership Good Core Strength of Talent Professional Development Diverse Experience And Talents Good Financial Resources Dedicated Volunteers representing Local Member Base (Hi Tech, Skilled) Conference Turnout Knowledgeable People Experienced Leadership Friendly Environment forming leveraging supporting applying conducting participating (as the) focusing driving funding promoting (participation from our) characterizing committing and participating (as our) Interest in Networking Member Participation - Meeting attendance - sharing best practice - volunteer for leadership Provide Extensive Networking to Membership Website & On-line Systems More Networking To Attract Member Participation Participate with Local Colleges Provide Knowledge of ISO Quality Fields (cross industry) Strong Annual Section Conference Community Services Acquire new Members t o area (Growing Region) Increase Quality of QMS via ISO Between Industries Growing Area (& thus Growing Chapter) Resource for Professional Development Corporate Interest in Community Improvement enabling stimulating fostering resulting (in) positioning (us as the) promoting (interest in) increasing (overall) allowing (us to) allowing (us to) capitalizing (on the) creating (our ability to) furthering (our ability to) Other Raleigh Quality Groups Dwindling Membership Complacency Of Members Inadequate Process Visibility Perception of Quality as Boring Fiscal Irresponsibility Dropping Membership Counts Disconnect With ASQ - HQ Numerous Venues Of Training Potential Weaker Economy External Commitments & Demands Job Outsourcing Causing Job Loss Open Board Positions promoting driving (the) necessitating (a) accelerating compelling initiating resulting (in) driving (the) necessitating (a) inspiring Communication (internal – board External – members) Coordination of Logistics during Program Events Volunteer Commitment Priority Setting Poor Communication Little Use of $$ Resources Member Communication Process Volunteers (not enough) Volunteers Are not Urgent Ability to Obtain Volunteers Lack of Membership Participation New Member Welcome Process restricting (in our) Low Board Membership Leaders Get Overwhelmed (Conflicting Priorities) Not Enough Networking New Members Quitting Not Meeting Deadlines resulting (in) creating (the situation where) (which is) deteriorating resulting (in our) adding (to) forcing contributing (to) resulting (in) inhibiting (execution of) challenging (effective) perpetuating (lack of) resulting (in) CSF #1 CSF #2 CSF #3 CSF #4

34. Case Study... But First How about a Drink and a Chat?