DAFO, as if nothing


In the business realm, excessive simplification of processes can result in outcomes of little utility. A clear example of this is the implementation of a SWOT analysis (Strengths, Weaknesses, Opportunities, Threats) conducted through interviews with department heads without a clearly defined strategy beforehand. Often, the result of this approach is akin to a grocery list: a collection of commonplaces and confusion between what constitutes a weakness and what represents a threat. This mechanical and superficial methodology degrades a powerfully strategic tool to a mere amateur exercise.

The effectiveness of this process does not lie in simplification, but in deepening and personalizing the analysis to unravel truly valuable perspectives that support decision-making. It is crucial to understand that successful strategies emerge from a company’s ability to identify and leverage opportunities that align with its intrinsic capabilities. What presents itself as an opportunity for one organization may actually be a threat to another, depending on its characteristics and specific situation. This underscores the importance of meticulous and contextualized evaluation, considering the uniqueness of each company, for the formulation of strategies that are not only effective but also sustainable over time.