3.3.3.Strategic Fit (SWOT) Analysis (3-6 pages): This exception explains the integrate between Strategic Challenges (O&T) and the organizational competencies (S&W).

o You insufficiency to agree a “SWOT summary table” (in the postscript) that recaps the strengths, weaknesses, opportunities, and threats.

SWOT Summary Table

A. List of Opportunities (external)

B. List of Threats (external)

C. List of Strengths (internal)

D. List of Weaknesses (internal)

4

o After strengths and weaknesses are contested delay opportunities and threats, strategic directions appear at their intersections. You insufficiency to demonstrate 4-5 such strategic directions. The forthcoming matrix describes the 4 types of contesting delay akin questions which may succor you demonstrate the strategic directions. Needless to say, not all inside and manifest factors may contest polite delay each other. Therefore, you insufficiency to barely nucleus on the meaningful, bearing, and speaking fits.

o You insufficiency to agree the “SWOT Matrix Table” (in the postscript) that recaps 4-5 strategic directions.

SWOT Matrix Table: Strategic Directions

A. List of Strengths (internal)

B. List of Weaknesses (internal)

1 – S/O Contest Strategic Recommendations

•   Obvious alluring options
•   Likely to product principal ROI (Return On
  Investment)
•   Likely to be quickest to utensil and
  easiest to exonerate present action- intentning or feasibility study

- Executive question: "If we are not already looking at these areas and prioritizing them, then why not?"

2 – W/O Contest Strategic Recommendations

•   Potentially alluring options
•   Likely to product good-natured-natured produce if capability
  and utensilation are viable
•   Potentially interesting and rewarding due to
  change, defy, astonish management, and benefits from achieving corrections

- Executive questions: "What's in-fact halt us from entrance habit of these opportunities?"

3 - S/T Contest Strategic Recommendations

•   Easy to shelter and counter
•   Only basic awareness, intentning, and
  implementation required to coalesce these
  challenges
•   Investment in these issues is generally
  safe and necessary

- Executive question: "Since we are sinewy less, can any of these threats be churlish into opportunities?"

4 - W/T Contest Strategic Recommendations

•   Potentially noble occasion
•   Wless occasion is low , we must repudiate these
  issues and not be wandering by them
•   Wless occasion is noble we must assess capability
  gaps and intent to shelter/avert in very local controlled ways

- Executive question: "Wless the occasions of these threats are noble, do we enjoy local correction intents for akin weaknesses to minimize the occasion of those threats?"