The SWOT analysis is subject to the interpretation of one’s own biased opinions regarding the outcome of strategic issues. An individual may fall into the complexity of definition between the elements that comprise the SWOT method instead of focusing on the actual issues. Having said this, there are many tools available described by Grant that will help “guide us to the questions we need to answer and by providing a framework for organizing the information gathered”.
What one team member perceives as a weakness, another manager would perceive the same thought as an opportunity relying “exclusively on experience and intuition” as Grant indicates. This would lead to a potential strategy that is acceptable to some who share the same opinions, and arbitrary to some who do not.
Even though a business has fully analyzed all of the internal and external factors resulting in a developed strategy and an implementation plan has been communicated, this does not necessarily mean that the decision was a correct one or the right path to follow for the success of the company. Only time will tell if this was the correct strategy.
In conclusion, what I truly believe to be a successful implemented strategy falls in line with one of Mintzberg’s points “that considers strategy formation to be rooted in the culture of the organization” which then the process “is viewed as fundamentally collective and cooperative”.
Grant, R. M. (2013). The Role of Analysis in Strategy Formulation. Contemporary Strategy Analysis Text and Cases (8th ed., p. 24). Chichester, West Sussex, UK: John Wiley & Sons Ltd.
Mintzberg, H., Ahlstrand, B., & Lampel, J. (1998). And over here, ladies and gentlemen: The strategic management beast. Strategy safari: A guided tour through the wilds of strategic management (Vol. 1, p. 1-21). New York, NY: The Free Press.