After developing a strategy with a vision and strategic goals, there was a need for a
strategic management system to be able to accomplish this strategy. The BSC is an
instrument to achieve the strategy, but not to develop it (Kaplan and Norton, 1996).
Therefore to revise the strategy, the top management of the TIB used the SWOT
analysis to find out, which strengths, weaknesses, opportunities, and threats
characterize the library. SWOT analysis is specifically recommended for strategy
development and – revision in public organizations, as long as the special requirement
of the public environment is accounted for (Horva´th & Partner, 2001). During a
two-day-workshop with the top management of the TIB there were several strengths,
weaknesses, opportunities, and threats identified. After this process the top
management decided on the most relevant topics. In the revised strategy you can
find the strengths that need to be expanded, which risks are to be avoided, which
chances the TIB should use to fulfil the strategy, and which risks are so significant that
they need to be tackled actively. The results of the SWOT analysis led to nine strategic
areas for action (see Figure 1) as the basis of developing the strategic goals.