For many, traditional approaches to strategy development begin with an analysis of external and internal factors, followed by some visioning, then planning. Typically this involves a “SWOT” analysis, a thorough examination of internal Strengths and Weaknesses, as well as external Opportunities and Threats. SWOTs are praised for capturing both the positive and negative - a ‘balanced’ analysis - of the organization, inside and out.

A focus on weaknesses and threats, resulting from a SWOT analysis, can create a downward spiral of thought, action, and behavior in reaction to the perceived problems. This can lead to finger-pointing, blame allocation and other negative group dynamics. Not a very inspiring place to start if you want a creative vision and a top-notch strategy!

It is exactly at this point that we need more possibility focus and inspiration. IPI’s model helps you articulate a compelling vision of a most desired future, strategies to propel the business forward, and innovative programs, services, and products to guide your strategic and operational activities.

IPI starts with a positively reframed SWOT analysis, called SOAR¹ (Strengths, Opportunities, Aspirations, and Results). This creates an upward spiral of thought, action, and behavior from the get go – ensuring creativity, out-of-the-box thinking, innovation, and collaboration – guide your strategy development and implementation process.

SOAR is a strength-based analytical framework we use for the up-front analysis aspect of strategic planning. This framework helps identify and tap into your internal assets, core strengths, aspirations, and opportunities for achieving measurable results and impact. SOAR fosters a constructive, growth oriented and possibility focused understanding of the organization’s potential.

 
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¹Stavros, J; Cooperrider, D.; Kelly, D. (2003). “Strategic Inquiry & Appreciative Intent”