Quarterly Strategy Session (SWOT That Leads Somewhere)

Facilitate a strategy analysis for the business below. The failure mode of SWOT is producing four lists and stopping — your job is to produce the lists AND force them into decisions. Business context: {{company_context}} Current numbers/trajectory: {{key_metrics}} What changed recently (market, competitors, team): {{recent_changes}} **Step 1 — SWOT, but disciplined:** - Strengths/Weaknesses: internal, present-tense, evidenced by something in my context (no generic "passionate team"). - Opportunities/Threats: external, things that would exist even if we didn't. Max 5 per quadrant, ranked by impact. - For every item: one line of evidence from my inputs. If you must assume, mark [ASSUMPTION]. **Step 2 — Cross-matching (this is the real work):** - S×O: which strength, aimed at which opportunity, creates the most valuable move? Top 3 candidate moves. - S×T: which threats do our strengths neutralize — and which threats have no counter (these are the scary ones, say so)? - W×O: which single weakness, if fixed this quarter, unlocks the biggest opportunity? - W×T: where a weakness meets a threat = existential row. Anything here gets priority zero. **Step 3 — Three bets for the quarter:** For each: the bet (one sentence), why now, what we stop doing to fund it, the number that tells us in 6 weeks whether it's working, and the pre-agreed kill criterion. **Step 4 — What you'd challenge:** End with the 2 hardest questions a skeptical board member would ask about this plan — and don't answer them.