Other analysts would reach different conclusions. For example Jacqueline may have done the analysis as follows, based on her suggested mission:
To ensure that all pharmaceuticals leaving this pharmacy are formulated accurately and safely as instructed, for the protection of patients and staff.
■ SWOT analysis
Table 1.14: Strengths of Pharmacy Department as seen by Jacqueline
Table 1.15: Weaknesses as seen by Jacqueline
Which features may be weaknesses?
Shortage of staff
Poor computer system
Anne’s poor interpersonal skills
How is this a weakness?
Cannot offer the service and services we would like to
Cannot provide the information we are asked to
She causes friction wherever she goes, and that makes it more difficult for us to be seen to offer a good service
What are the underlying factors?
Trust won’t give us any more resources
Trust won’t listen to us and give us more resources
She’s just like that Which features may be
strengths?
Committed staff
Excellent dispensary manager
Good systems controlled by pharmacy, e.g. I/V additives
How is this a strength?
Work hard in spite of pressures
Dispensary staff withstand pressures of difficult patients
We control accuracy and safety
What are the underlying factors?
Good support from me and from Penny
As above
We have been proactive in identifying areas where we can support other staff in this way
■ SWOT analysis
Table 1.16: Opportunities as seen by Jacqueline
Table 1.17: Threats as seen by Jacqueline
Critical issues 1-4, as identified by Jacqueline
1. ‘We are trying hard but are short of staff and resources, we will have to ask for more. In the meantime, Penny and I must keep on supporting them and not allowing them to get burnt out.’
2. ‘Other health care professionals have unrealistic expectations of us, we must keep telling them how busy we are.’
3. ‘Patients’ expectations have risen so much they think they can have a prescription filled in the time it would take to be served a burger. We must educate them so they know how long they can expect to wait, and make sure our frontline staff know they are supported and that they must still take their time and check everything carefully.’
4. ‘The government/Trust/profession are setting more and more onerous targets without giving us the resources. I must protect my staff from this by resisting these pressures.’
Which external factor may be a threat?
Patients’ expectations are increasing
Money is getting tighter and tighter
Other professionals seem to want more and more from us
How is this a threat?
They can be difficult about the waiting times
We cannot obtain the resources we need to offer a good service
We cannot satisfy their expectations and that makes us look weak
What must we do about this?
Educate them
Complain
Educate them about our role and get them to respect it Which external factor may
be an opportunity?
New pharmaceutical team at the PCT
How is this an opportunity?
May be an opportunity to secure more resources
What must we do about this?
Lobby them
■ SWOT analysis
Someone else in Ashok’s position, even working with a similar mission may reason as follows:
Mission: ‘Working with other health care professionals to ensure that people receive the pharmaceuticals they need in a safe and timely way, and use them appropriately.’
Table 1.18: Strengths of Pharmacy Department as seen by a different incoming Head
Table 1.19: Weaknesses as seen by a different incoming Head Possible strengths
Some good skills: medicines information, manufacturing
Some good systems, e.g. I/V additives
How is this a strength?
We will need these
We have a credibility that will help us with the new mission
What are the underlying factors?
Jacqueline clearly valued these and appointed people with good technical and clinical skills
Jacqueline’s desire for safety and accuracy was valuable here
Possible weaknesses
Lots of the staff are not up-to-date
Many systems are antiquated
How is this a weakness?
They are whinging about resources instead of reviewing their systems
We cannot offer a good service with these in place, we are not credible, and we are wasting resources we could use much better
What are the underlying factors?
They haven’t been exposed to new thinking
They are designed to protect staff more than patients
Table 1.20: Opportunities as seen by a different incoming Head
Table 1.21: Threats as seen by a different incoming Head Which external factor may
be an opportunity?
The new computer system
All the new pharmacy systems in operation elsewhere
Audit Commission report on Pharmacy
How is this an opportunity?
This will allow us to integrate our information with the rest of the Trust and be much more effective
These are just what we need to deliver the mission
Lots of authority behind our new mission
What must we do about this?
Write a specification as soon as possible, get onto the committee, make sure we respond to all requests for input
Implement them as soon as possible
Look at what they suggest in the way of new systems and practices. Be able to quote from whenever needed.
Which external factor may be a threat?
PCT pharmacy team
Paul, our Director of Clinical Support Services
How is this a threat?
May take the most interesting bits of our business and leave us the rest
He doesn’t see pharmacy as a priority and won’t support any bids for new resources
What must we do about this?
Make sure we are credible by implementing new systems and being seen to deliver a good service
Implement the new systems and then show him how effective we can be
■ SWOT analysis
Critical issues 1-4, as identified by a different incoming head of department:
1. ‘These staff are behind the times, so I must provide them with lots of opportunities to catch up – suggesting they go to look at my last department for example.’
2. ‘We need to implement lots of new systems and quickly, so I must draw up a plan for doing so very soon, and let my staff know as soon as possible so they know what is going on.’
3. ‘Once we have set our own house in order we will be in a good position to argue for more resources, so the sooner we get started on these new systems and the new training, the sooner we will be able to make credible bids.’
4. ‘We have to act quickly to be able to compete with the pharmacy
department who are more exciting and state of the art than us, otherwise we will lose our ability to recruit good staff.’
What are the differences between these second and third SWOT analyses, and between these and the first one?
• Jacqueline is behaving in a reactive manner, seeing herself and her department as victims of other people.
• The different incoming head of department is behaving more proactively by taking responsibility for moving the department forward, but is concentrating almost entirely on changes within the department, and not on relationships outside.
• In our analysis, on Ashok’s behalf, we suggest that although these internal changes are vital, they must accompany efforts to focus the department outwards and working together with the wider organisation.