Strategy

Official · updated Nov 4, 2026 · v1.0.0

Builds an evidence-backed SWOT, external factors first, then pairs the items into SO, WO, ST, and WT strategies and picks 3 to 5 with owners, first steps, and dates.

When to use it

• Before a planning cycle, offsite, or board meeting
• When an earlier SWOT led to no action
• When a market change needs a structured response

What you give it

• The unit, the decision, and the horizon
• Named competitors
• Facts and sources for each item
• Who can own actions

What you get

A SWOT with evidence per item, a TOWS matrix with SO/WO/ST/WT strategies tied to item pairs, chosen strategies with owners, first steps, dates, and measures, and a review date.

Changelog

• v1.0.0 · Nov 4, 2026 · First release.

Sources

1. Weihrich, The TOWS Matrix: A Tool for Situational Analysis (author's copy, University of San Francisco, archived) (2026-11-04)
2. Weihrich (1982), The TOWS matrix, Long Range Planning 15(2), 54-66 (2026-11-04)
3. Puyt, Lie and Wilderom (2023), The origins of SWOT analysis, Long Range Planning 56(3) (2026-11-04)
4. Puyt et al. (2020), Origins of SWOT Analysis, Academy of Management Proceedings (2026-11-04)
5. 5.2 SWOT Framework - Strategic Management (Virginia Tech open textbook) (2026-11-04)
6. SWOT analysis - Wikipedia (history section) (2026-11-04)

Related skills

• VRIO resource analysis Tests each resource and capability for Value, Rarity, Imitability, and Organization with evidence, gives each a competitive implication, and turns the verdicts into owned actions.
• Five forces industry analysis Runs Porter's five forces on a defined industry: rates each force with evidence, names the forces that set its profit level, and ends with where to compete and what to change.
• Growth options matrix Lays out growth options on Ansoff's product-market matrix, with evidence, what is new to the firm, and risk for each, then a shortlist and a first test per option.
• Quarterly planning pack Builds a quarterly plan: last quarter's review, real capacity, a ranked priority list with a cut line, dependencies, risks, and commitments vs stretch.
• Choose a strategy approach Asks about the decision, horizon, environment, and main unknown, then recommends one or two strategy frameworks in order, with what to bring, or says none fits.

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