How to SOAR
Conduct a SOAR Analysis as a Team

How is a SOAR Analysis useful?

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Step 1. Establish the Focus of your SOAR Analysis

To start, it’s important to note that existing businesses or businesses under development can benefit from conducting a SOAR Analysis. Understanding the purpose (growth focus, continuous improvement, etc.) of your SOAR analysis is critical to establishing an appropriate starting point. Also, having access to as much information as you can find about the company is essential to formulating a reality-based SOAR Analysis. Having access to decision-makers, managers, and leaders throughout the business is also critical to the success of the SOAR Analysis.  By focussing on the creation of goals and objectives, the SOAR Analysis helps to position a business with a focus on achieving an ambitious vision through the realization of opportunities and results driven strategic initiatives. Developing situational awareness is critical in establishing a focus for your SOAR Analysis.  

Step 2. Identify the Team

Establishing a team of diverse professionals that represent various functional areas of the business. 


Further building on an organisation’s strengths will yield better results than spending time on improving weaknesses. Every element of the SOAR Analysis is described in further detail below, with several example questions:


Within the SOAR Analysis, this concerns the most powerful strengths of an organisation. It refers to all capacities, skills and achievements (whether big or small). The following example questions apply:

  • At what does the organisation excel?
  • What have been the greatest achievements so far?
  • What is the organisation most proud of?
  • What makes the organisation unique?
  • What makes the organisation valuable to purchasers?
  • What does the organisation do better than its competitors?


These are aimed at possibilities and chances the organisation has. It concerns external conditions that could improve the profit or that focus on unfulfilled needs of customers.

Opportunities can also lead to a larger market share or improve the competitive advantage. Possible organisational threats or weaknesses can be reformulated into opportunities. All opportunities that emerge will eventually lead to success. Here too, example questions can be useful:

  • Which collaborations could increase the chance of success?
  • Which changes and market trends match with the current strengths of the organisation?
  • Which threats could the organisation embrace and convert into opportunities?
  • Which needs and wishes does the organisation not yet fulfil for internal stakeholders?
  • Which needs and wishes does the organisation not yet fulfil for external stakeholders?
  • Which gaps could the organisation fill in the market?


Within the SOAR Analysis, these concern the ambitions an organisation has; what does the organisation aspire to be and what can it realise? Which aspirations does the organisation have for the future, what is their vision? Within this vision, an organisation would do well to build on its current strengths. With sufficient inspiration, the aspirations could be clarified and the following example questions can be helpful:

  • What does the organisation hope to achieve in the future?
  • What will the future organisation look like?
  • How can the organisation make a difference in the market?
  • What is the organisation’s passion?
  • Which strategies and actions could support the future ambitions?


This refers to the tangible and measurable results that indicate when the goals and aspirations have been achieved. The following example questions can be useful for this:

  • Which measures ensure that the organisation is on the right track for success?
  • How does the organisation translate the vision of success into tangible results?
  • When does the organisation know the goals have been achieved?

To start your own SOAR Analysis, download this editable SOAR Analysis PowerPoint template

When you lead your team through this activity together,


the collaboration and diversity in thinking


will help you to land on a better strategy.


Plus, people are more likely to commit to the goals


and objectives when they help to create them.


Starting at the top left quadrant,

input your product’s strengths.


This is what makes your product stand out among competitors.

Questions to ask yourself and your team include:


What is our unique selling proposition


or what makes our product desirable to customers?


Let’s look at the strengths of Lyft,


the ride sharing app that launched


when Uber was already a well-established competitor.


Keep in mind that Lyft had to compete

in both the recruiting of drivers and selling to riders.


For drivers, Lyft stood out from Uber


because they created a system


where the drivers could make more money per hour.


And for the riders, Lyft chose to be more transparent


about the pricing of rides and put the pricing up front.


At the time, it was something Uber riders complained about


when stung by Uber’s unexpected surge pricing.


While both Lyft and Uber are very similar product services,


identifying their strengths helped Lyft to launch


and better operate in a crowded marketplace.


Moving to the top right quadrant,


fill out your product’s opportunities.


Launching a brand new product


has some built-in opportunities.


For example, leverage early adopters and influencers.


They love to be the first to try out


the new hottest thing.


To fill out this section ask something like:


What trends or partnerships might we capitalize on?


Productivity and messaging app Slack


did a beautiful job of capitalizing


on a partnership to create new opportunities.

To build the software used to control the Mars Rover,


NASA’s jet propulsion lab used Slack


as their communication and collaboration tool.


Slack made an opportunity out of this client


and created a clever campaign on their homepage.


The use case subtly implied


that if Slack was good enough for large teams of scientists


at NASA, the people putting robots on Mars,


then it’s good enough for anyone.


At the lower left section there are aspirations.


This is a space for expressing what you want to happen


and goals you plan to achieve in the future.


Great questions to ask include:


How can we make a difference?


And what are we passionate about?


The final quadrant on the lower right


is the results section for measurable outcomes


that can demonstrate you’ve achieved


your goals and aspirations.

You can ask questions like: What measures


and tangible outcomes will tell us


we’re on track toward success?


The SOAR framework is a great tool


to go beyond where your product is today.


It allows you and your team to be forward thinking


and address the potential of your product.


The analysis will inform many of the moving pieces


involved in your product launch.


When done right, it can make the difference


between taking a stab in the dark


or launching your product in harmony with the marketplace.


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