When it comes to strategic planning, SWOT analysis is as old as the hills.  But what differentiates a good SWOT analysis from a great SWOT analysis?  The answer lies in the analysis part of the equation.  Too often, planners overlook the two additional steps capable of adding true value to SWOT, namely: (1) articulating the benefits, impacts and implications of each strength, weakness, opportunity and threat respectively; and (2) initiating and sustaining a dialogue capable of linking the analysis with other aspects of the planning process, including visioning and goal setting.  Going the extra mile on both fronts ensures that management remains engaged, informed and forward-focused on organizational outcomes.