What is your inconsistency?

I've been watching the trends over the last year, and I've noticed a growing disparity between what individuals claim they believe and what they actually do. Organizational objectives are higher than ever before, with goals that include not only change but systemic change, disruptive innovation, and making change a priority rather than an emergency. Although more individuals believe that flying is detrimental for the environment, more people will travel next year.

People are shooting more images of people together rather than selfies, and they are more reflective of varied beauty norms, ages, and types of emotion. People, on the other hand, prefer restaurants based on how the food looks rather than how it tastes.

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We still look for heroic individuals, despite the fact that people are rebelling against the ways that social media measures someone's self-worth, such as the World Record Egg campaign or the more purposeful "Tank Man" campaign against the platform taking investment from a Chinese censorship powerhouse. People desire to be free of monopolistic firms' manipulative practises, but they nevertheless sign agreements that convert us into "walking barcodes" in exchange for the ability to design our own digital experiences and even become digital twins!

People are eating more vegetarian and vegan cuisine than ever before, yet they are depending more on firms who exploit people by driving us a few kilometers to our rooms because we're too lazy to walk out and buy, much less prepare our own food. People are evaluating their purchasing habits and attempting to shop more locally as well as online.

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Limits of possibility and context signals

In Dublin, a friend of mine inquired about directions. 'Can I walk there?' he said after receiving them.

'I suppose you could walk anywhere,' says the narrator.

Our options are shaped by how we comprehend the context of our actions.

You'll see context cues everywhere after you've learned about them.

And there are significant ramifications.

A 'context cue,' also known as a context marker, is something in the environment that informs you of *what the context expects of you,* or what is suitable behavior.

> Dogs 'bow' to each other to indicate that they are simply having fun.

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> When you go to a prominent court, you normally have to walk up steep steps into a building that dwarfs human scale; it's like a lowly supplicant looking up to God.

> To see my doctor, I must first call his servants; be offered an appointment within his schedule; arrive on time, present the proper papers to his gatekeepers; wait in the waiting room for his pleasure and availability; be called (at his convenience); approach the audience chamber; knock on it; be granted entrance; and be asked to take my place upon the secondary seat before his throne, where I see he has the proper Doctorly clothing, the bigge

The annual review, according to Peter Block, is "that courtly ceremony where I see my underlings and tell them two things: I own you, and you're insufficient."

> I had to matriculate to become a student at Oxford University, which required me to attend a ceremony where I had to wear'subfusc' to verify my conformity with their rites and language (white shirt and white bowtie, dark suit, black trousers, gown and mortar-board hat). My hair was dyed pillarbox red...

Other examples include taking a placebo, an air raid alarm, and a handshake before a boxing match; people react differently to a scene on the street and in the theatre (but your framing changes if you suddenly realise you've been watching street theatre); and taking a placebo, an air raid alarm, and a handshake before a boxing match.

Winston Churchill observed, "We shape our buildings, and then our buildings shape us," while succeeding generations remember, "We shape our tools, and then our tools shape us." My mother regularly used the expression "settings have plans for their occupants" in her work as a special education teacher and adviser.

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You gain strength by being mindful of context cues. It discloses power dynamics and expectations, as well as how to behave and the expected limitations of behaviour.

It depicts weathered trails and tracks, as well as the intended framing. What you do with it is entirely up to you. The most common inquiry in online garden discussion groups is a photo with the text "is this a weed?"

And the response is usually the same: "it depends."

SWOT Analysis should be consigned to the ashbin of strategy history.

I'm fed up with reading SWOT analysis. My irritation stems from the amount of time I waste reading them, which is considerable. It's about the amount of time some unfortunate folks squandered putting them together. That is why my 28th Playing to Win Practitioner Insights post, It's Time to Toss SWOT Analysis into the Ashbin of Strategy History, is titled It's Time to Toss SWOT Analysis into the Ashbin of Strategy History. (You can find links to the rest of the PTW/PI series here.)

A Little Backstory

The Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis, which was created at the same time as the concept of business strategy, is arguably the most venerable and widely used analytical tool in all of strategy. Surprisingly, considering its popularity, there is debate about how it came to be. According to one school of thinking, SWOT was developed in the mid-1950s by a group of Harvard Business School (HBS) professors, including C. Roland Christensen, Kenneth Andrews, and George Smith Jr., who all taught the long-running capstone Business Policy course. The other school of thought claims that SWOT was invented in the early 1960s by a Stanford Research International (SRI) consultant called Albert Humphrey, and that this is the one that is most often taken up and repeated online.

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It amazes me that no article on the contested origins of SWOT mentions Humphrey's coincidence (or not) that he was an MBA student at HBS in the mid-1950s and would have taken the necessary Business Policy course, most likely from one of Christensen, Andrews, or Smith. My guess is that he learnt it at HBS and then commercialised it at SRI, or that he learned the basics of the tool at HBS and then improved it in his consulting firm.

In any case, SWOT was developed during the critical era of 1955 to 1965, when researchers and practitioners were striving to define the novel concept of business strategy and engage in the untested practise of strategic planning. Unsurprisingly, strategy swiftly devolved into a planning exercise, as formal business planning had been taught and practised since the dawn of business education at the turn of the twentieth century, and managers were comfortable with it. Now, planning had to become more "strategic," but what did that entail? SWOT turned out to be the initial response. To be strategic, one had to take a step back and consider the following general questions: What are our strengths, weaknesses, opportunities, and threats?

SWOT, like any other practise that establishes an early mindshare lead, maintained and expanded that lead to the point that, half a century later, a strategic planning process is more than likely to begin with a SWOT analysis.

The Issue with SWOT Analysis

When I deliver a strategy presentation, I frequently question the audience, "Who here has done or received a SWOT analysis?" Everyone in the audience raised their hands since SWOT is such a widely used tool that everyone has conducted and evaluated several SWOT studies. Then I ask, "Who can tell me a single blinding insight that came out of a SWOT analysis?" On the second question, I'm still waiting for my first hand. No one in the audience has raised their hand to inform me about a pivotal finding from a SWOT analysis. Given the millions of person-hours spent completing and analysing SWOT analyses each year, this is quite devastating. A SWOT analysis produced no non-intuitive strengths. There was not a single intriguing flaw discovered. There was not a single fantastic possibility brought to light. There was no way to know if there would be any serious threats.

It isn't due to a lack of detailed SWOT analyses. They're usually massive, with hundreds of pages of graphs, charts, and tables. The issue is that the task is designed in such a way that it is intrinsically impossible to complete.

Consider the analysis of strengths. To examine one's strengths, one must first define what is included in the category of'strengths,' as well as a method of quantifying what is included. A strength, on the other hand, is only a strength in the context of a certain Where-to-Play/How-to-Win (WTP/HTW) decision. If your HTW states that you would win based on having the largest product line, then having a large product line should be listed as a strength in your SWOT. If, on the other hand, having the most reliable and consistent delivery is your HTW, then having a broad product selection may be a weakness rather than a strength. You just don't know what WTP/HTW option you'll make at the outset of a process to select strategy, thus you can't determine anything particularly insightful about your abilities. That is why the SWOT analysis' strengths section is so bland, generic, and undifferentiating.

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The same can be said of flaws. A flaw is just a flaw in the context of a specific WTP/HTW option. The same may be said for opportunities and threats. It's a danger if a new player joins a WTP, but only if you want to play there. As a result, there is a uniformity to SWOT evaluations. You can't be particular about strengths and weaknesses before deciding on a WTP/HTW. At the start of a strategy process, it's difficult to tell what is and isn't an opportunity or a threat. As a result, SWOT studies are a mile broad and an inch deep by design, resulting in a lot of work and a lot of pages but little insight.

A Better Approach

The better way is to do an analysis only once you have a firm understanding of the specific aim, allowing you to dig a mile deep and an inch wide. That is, you don't do it right away, as with the SWOT, and you don't try to make it too broad, as with the four-pronged SWOT. Wait for the results of the analysis. Patience is required. Don't do anything unless you've given it some thought.

Begin by outlining the strategy issue you're attempting to resolve. That is, what is the gap between your goals and the results you desire? Then, using a 'how might we' query, specify the solution's shape. That is, how may we close the current gap that has been identified? Then consider what WTP/HTW options might be available to address the how might we query and close the gap between ambitions and outcomes. Then, for each possibility, consider what would have to be true for it to create the desired result (WWHTBT). Then determine which WWHTBT aspects you believe are the least likely to be true and, as a result, are the impediments to you pursuing that possibility.

Then, and only then, after you have a firm grasp on both the question you're trying to answer and the level of proof you need, create particular tests for the parts that are crucial to your decision. Your patience will be rewarded with significantly more detailed studies that yield far more compelling results.

Data mining vs. science

The SWOT problem is just one example of a larger problem of science being misused in data analytics. Analysts can crunch large datasets, spreadsheets with limitless rows and columns, to hunt for patterns and correlations, thanks to ever-increasing computational capacity. It has a scientific vibe to it because it incorporates numbers and analysis. But it isn't the case. It's simply data mining, and if you abuse data long enough, you'll get something! It will provide you with correlations that have no underlying explanation, trends that have no relevance, and so on.

Only a scientific analysis begins with a specific hypothesis. This excludes implicit ones, such as "I believe x, but I'll keep my thoughts to myself until I see what the data says." The hypothesis will direct the analysis with scientific precision: what data should be crunched, how should it be crunched, and what standard of proof should be used.

Unfortunately, SWOT is just another form of data mining. It gathers large amounts of data with no theory (other than these four ambiguously titled categories) in the hopes that something valuable emerges, which my audience inquiry demonstrates does not. Worse yet, the SWOT participants may have theories, but they are kept hidden. As a result, they impose their views on data gathering and analysis while claiming to be conducting an objective analysis while guiding it to the desired conclusion.

SWOT was developed in the early days of strategy when early practitioners needed tools desperately. But it's turned into a massive time-sink with little or no payoff. It's time to consign it to the ashbin of strategy history.

Perspectives from a Practitioner

This is a no-brainer: never conduct a SWOT analysis. Also, never listen to a SWOT analysis that you happen to get. It is, at the very least, a waste of time. In the worst-case scenario, it will divert your attention away from developing and rigorously validating your strategic thinking.

In general, never do research without first formulating a hypothesis. Otherwise, you'll be wasting your time with pointless data mining. Some people worry that having a hypothesis before testing it would lead to bias, such as anchoring on the hypothesis's suggested solution. It's a difficult task. Anchoring is a real thing. However, having no hypothesis is worse because you can't rigorously improve your thinking without forming and testing hypotheses. On this front, my advise is a modest variation of the instruction to have a strong but shaky opinion. I believe that having a strong opinion can offend people. I feel that you should constantly have a strong yet loosely held opinion. It implies that you take the time to formulate a clear hypothesis that will guide your actions. That will allow you to continually increase your grasp of the world around you, making you a better strategist!