TOWS Is The New SWOT: How To Apply It?
Most strategy work stops too early: teams diagnose well (SWOT) but struggle to convert insights into clear choices, trade-offs, and priorities.
This program teaches a practical bridge from analysis to decisions: SWOT as synthesis → TOWS as option generation → prioritisation → action plans with KPIs
This program teaches a practical bridge from analysis to decisions: SWOT as synthesis → TOWS as option generation → prioritisation → action plans with KPIs
Led by: Pedro Nunes
- PhD economist and business strategist (Doctorate in Economic Analysis and Business Strategy, cum laude, University of Santiago de Compostela.
- Professor of Economics, Management, and Tourism and Doctoral Chair for several programs in Europe and the United States.
- Former Managing Director in technology, coffee, wine and services companies, leading large teams, budgets and turnaround projects.
- Integrated researcher at OSEAN (Outermost Regions Sustainable Ecosystem) and author of peer-reviewed work on circular economy, financial literacy, digital marketing, and geotourism.
When, where and how?
- One-hour Zoom-based online session
- 05.03 | 10:00-11:00 (Riga Time) GMT+2
- Language - English
- Participation - free
During the event you will explore:
- Stratgies in modern business: why is it important to have an honest conversation about it;
- Case-study: how it usually goes in real life;
- What can we do to mitigate risks;
- Experience-sharing and Q&A session.
An organisation completes a SWOT workshop and ends up with 4 boxes full of points, but leadership still can’t answer the key question: “So what do we do first - and what do we stop doing?” This happens because SWOT is treated as a descriptive checklist, not a decision tool, and the link to execution is missing.
What’s the problem?
What’s the problem?
- Too many initiatives and no clear prioritisation (everything feels urgent).
- Strategy discussions produce lists, not choices, trade-offs, and priorities.
- The organisation has insight (diagnosis) but lacks a structured way to turn it into strategic options (prescription).
- Use SWOT as synthesis (not the final output): clarify and consolidate the key factors into a clean snapshot.
- Convert SWOT into TOWS strategic alternatives: explicitly combine elements into SO / ST / WO / WT strategies (options), instead of just listing them.
- Prioritise options with simple filters: rank strategies by impact, feasibility, and urgency (often visualised in an impact vs feasibility grid).
- Translate the selected strategies into execution: define specific actions, assign responsibilities (RACI logic), set milestones, allocate resources, and define KPIs.
Common symptoms you see in leadership meetings:
- Different departments interpret the SWOT differently (no shared “so what”).
- Projects are approved without a clear logic connecting internal factors (strengths/weaknesses) to external realities (opportunities/threats).
- Priorities shift often because options were never compared using consistent criteria.
A Real Life Case from Expert's Experience
problem to be solved
action plan
identifying the problem
Alignment: faster agreement in leadership because options are structured and comparable.
key results & impact
Focus: reduce initiative overload (e.g., moving from “many parallel projects” to a small set of strategic priorities).
Execution quality: clearer accountability and measurable progress once strategies are converted into actions + owners + KPIs.
Sounds interesting? Sign up!
Important Notice:
Please make sure to attend the event, as we are planning based on confirmed participants. If you find that you’re unable to join, kindly nominate a colleague from your team to attend in your place. We appreciate your understanding and cooperation!
Please make sure to attend the event, as we are planning based on confirmed participants. If you find that you’re unable to join, kindly nominate a colleague from your team to attend in your place. We appreciate your understanding and cooperation!