Organizational performance is the result of the company's interaction with its internal and external environment (Houben, Lenie & Vanhoof, 1999). There are various internal and external forces that drive or undermine the organization's performance in achieving its goals (Houben et al., 1999). An analysis can identify and evaluate areas within or outside organizations to provide insights to leadership. The analysis can be carried out by internal staff or external experts. Experts are often used to identify, monitor, predict, and evaluate environmental trends (Swayne, Duncan, & Ginther, 2008). SWOT analysis is often used to examine the internal and external areas of the four components; strengths, weaknesses, opportunities and threats. SWOT analysis indicates that strengths and weaknesses are internal. Strengths are organizational competitive advantages and distinctive skills (Houben, et.al, 1999). Weaknesses hinder the organization's progress in a certain direction (Houben, et.al, 1999). Weaknesses can be seen as areas of opportunity. Collecting data from employees and customer surveys as well as financial information can indicate strengths and weaknesses. Opportunities and threats are seen more as external forces. Opportunities are investments or changes that organizations can consider. Threats may be competitors or other known factors that the organization should identify. This article will review a SWOT analysis conducted by an external exporter on the healthcare organization, Kaiser Permanente. The external expert is Datamonitor and is familiar with non-profit organizations. Datamonitor (2011) states "that Kaiser Permanente (KP) is one of ...... middle of paper ......amonitor (2011)." Kaiser Permanente., Kaiser Foundation Health Plan, Inc. SWOT Analysis; December 2011, p1-9, 9pDATAMONITOR (2010). Kaiser Foundation Health Plan, Inc. Kaiser Foundation Health Plan, Inc. SWOT Analysis; November 2010, p1-8, 8pHardwick, Pl (2005). Want a better business? Invest in SWOTing. Mississippi Business Journal, 01/31/2005, Vol. 27 Issue 5, pA5-A5, 3/5pHouben, G. Lenie, K. Vanhoof, K. (1999). A knowledge-based SWOT analysis system as an instrument for strategic planning in small and medium-sized enterprises. Retrieved from. http://www.cuaed.unam.mx/puel_cursos/cursos/d_gcfe_m_dos/modulo/modulo_2/m2-10.pdf Weisman, S (2008). SWOT analysis is no longer the best approach to planning for success. Hudson Valley Business Journal, 10/27/2008, Vol. 19 Issue 43, p11-11, 1/3pSwayne, LE, Duncan, WJ and Ginter, PM (2008). Strategic