SWOT Analysis

A SWOT matrix to evaluate Strengths, Weaknesses, Opportunities and Threats — internal and external factors affecting success

Use this template in TeamRetro

Strengths

What advantages do we have over others?

Our cross-functional expertise allows us to solve problems quickly
We have strong relationships with key stakeholders
Our automated testing framework reduces deployment risks
Weaknesses

What weaknesses do we have relative to others?

We often underestimate project complexity during planning
Knowledge sharing between team members needs improvement
Our legacy system creates technical constraints
Opportunities

What could we do to exploit our advantages?

New client projects allow us to expand our skill set
Growing market demand for our expertise
Potential to automate routine tasks
Threats

What external forces could negatively impact us — competitive, market, regulatory, or resource threats?

Increasing competition for talented developers in our area
Rapid technology changes making our skills obsolete
Budget constraints affecting tool licenses and training

What is a SWOT Analysis?

SWOT Analysis is a structured planning method that helps teams evaluate four key areas: Strengths, Weaknesses, Opportunities, and Threats. Originally developed by Albert Humphrey at Stanford University, this powerful framework enables teams to identify internal and external factors that influence their success. During a SWOT analysis, teams collaboratively examine their internal capabilities (Strengths and Weaknesses) and external factors (Opportunities and Threats). This comprehensive approach helps teams leverage their advantages while addressing challenges proactively. The systematic nature of SWOT Analysis makes it particularly valuable for strategic planning, project evaluation, and team development. By considering both positive and negative aspects, teams can develop more balanced and effective action plans. The four quadrants split into two pairs. Strengths and Weaknesses are internal — they describe things inside your team or organisation that you control, such as skills, processes, resources, or reputation. Opportunities and Threats are external — they describe forces in the wider market or environment that you don't control but must respond to, such as competitors, regulation, customer trends, or new technology. Keeping internal and external factors separate is what stops a SWOT from collapsing into a single undifferentiated list. A common point of confusion is the line between a Strength and an Opportunity: a Strength is something you already have, while an Opportunity is an external opening you could take advantage of. The Threats quadrant is often the most overlooked and the most valuable. A useful threat analysis looks across several categories: competitive threats (a rival's new feature or lower price), market threats (shrinking demand or a shifting customer base), regulatory threats (new compliance requirements), and resource threats (key-person dependency, supplier risk, or budget cuts). For example, a SaaS team's SWOT might list "experienced engineering team" as a Strength, "no enterprise sales motion" as a Weakness, "growing demand for our category" as an Opportunity, and "a well-funded competitor moving into our niche" as a Threat. Naming threats early turns them from surprises into planned-for risks.

SWOT Analysis Retrospective Format

Strengths

What advantages do we have over others?

Focus on internal positive attributes and resources within the team's control. Encourage participants to think about technical capabilities, processes, culture, and human resources. Challenge the team to provide specific examples rather than general statements.

Weaknesses

What weaknesses do we have relative to others?

Address internal limitations and areas for improvement. Create a safe space for honest discussion about shortcomings. Focus on constructive identification of issues rather than blame, and encourage solutions-oriented thinking.

Opportunities

What could we do to exploit our advantages?

Explore external possibilities and potential areas for growth. Help the team think beyond immediate projects to identify broader opportunities. Consider market trends, technological advances, and organizational changes that could benefit the team.

Threats

What external forces could negatively impact us — competitive, market, regulatory, or resource threats?

Identify external challenges and potential risks to the team's success. Guide the discussion toward actionable threats rather than hypothetical scenarios. Help the team think about mitigation strategies while maintaining a constructive atmosphere.

When to use this retrospective

  • Before starting a new project or initiative to assess readiness and identify potential challenges
  • During strategic planning sessions to align team goals with organizational objectives
  • When facing significant changes or challenges to evaluate the team's position and options
  • Quarterly reviews to track progress and adjust team strategy

Suggested icebreaker questions

  • What's one unexpected strength you discovered about our team in the past month?
  • If you could instantly improve one aspect of our team, what would it be and why?

Ideas and tips for your retrospective meeting

  • Encourage specific, concrete examples rather than general statements
  • Keep the focus balanced across all four quadrants, spending equal time on each
  • Use dot voting to prioritize the most important items in each category
  • Create action items that leverage strengths to address weaknesses
  • Document and review previous SWOT analyses to track progress over time
  • Consider both short-term and long-term perspectives when identifying opportunities and threats

Frequently asked questions

What are examples of threats in a SWOT analysis?
Threats are external forces that could harm your team or organisation. Common examples fall into a few categories: competitive threats (a rival launching a similar product or undercutting your price), market threats (falling demand, a shifting customer base, or an economic downturn), regulatory threats (new laws or compliance requirements), and resource threats (losing a key person, a supplier problem, or a budget cut). The test for a threat is that it is external — something you respond to rather than directly control.
How do you do a threat analysis with SWOT?
Work through the Threats quadrant systematically rather than brainstorming at random. Go category by category — competitive, market, regulatory, and resource — and ask "what external change in this area could damage us?" for each. Then, for every threat you list, note how likely it is and how big the impact would be, and pair it with a Strength or an action that could counter it. This turns a list of worries into a concrete plan for the risks that matter most.
What is the difference between internal and external factors in SWOT?
Internal factors are things inside your team or organisation that you control — your Strengths and Weaknesses, such as skills, processes, resources, and reputation. External factors are forces in the wider market or environment that you don't control but must respond to — your Opportunities and Threats, such as competitors, regulation, customer trends, and new technology. Keeping the two separate is the core discipline of a good SWOT analysis.
Who created SWOT analysis?
SWOT analysis is generally credited to Albert Humphrey, who developed it during research at the Stanford Research Institute in the 1960s and 1970s. It has since become one of the most widely used strategic-planning frameworks in business, education, and team development.
When should you use a SWOT analysis?
Use a SWOT analysis before starting a new project or initiative, during strategic-planning sessions, when facing a significant change or challenge, or as a periodic (for example quarterly) review. It is most useful at decision points where you need a balanced, structured view of both your own position and the external landscape before committing to a plan.

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