{"id":15440,"date":"2024-08-31T16:58:15","date_gmt":"2024-08-31T14:58:15","guid":{"rendered":"https:\/\/strate9y.com\/?p=15440"},"modified":"2026-07-08T21:06:50","modified_gmt":"2026-07-08T19:06:50","slug":"ako-vznikla-analyza-swot","status":"publish","type":"post","link":"https:\/\/strate9y.com\/sk\/ako-vznikla-analyza-swot\/","title":{"rendered":"Ako vznikla SWOT anal\u00fdza: skuto\u010dn\u00fd v\u00fdvoj od SOFT k SWOT"},"content":{"rendered":"\n<!-- STRATE9Y\u00ae \u010cL\u00c1NOK: AKO VZNIKLA SWOT ANAL\u00ddZA \/ SK \/ 11-10 -->\n<section class=\"s9-history-swot\">\n  <style>\n    @import url('https:\/\/fonts.googleapis.com\/css2?family=Manrope:wght@400;500;600;700;800;900&display=swap');\n\n    .s9-history-swot,\n    .s9-history-swot * {\n      box-sizing: border-box;\n      font-family: 'Manrope', system-ui, sans-serif !important;\n    }\n\n    .s9-history-swot {\n      --red:#e8080f;\n      --text:#171717;\n      --soft:#f7f7f7;\n      --line:rgba(0,0,0,.09);\n      max-width: 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.s9-toc ol {\n        grid-template-columns: 1fr !important;\n      }\n\n      .s9-history-swot p {\n        font-size: 16.2px;\n      }\n\n      .s9-history-swot li {\n        font-size: 16px;\n      }\n    }\n  <\/style>\n\n  <header class=\"s9-hero\">\n    <span class=\"s9-kicker\">Hist\u00f3ria strategick\u00e9ho myslenia<\/span>\n    \n    <p>\n      SWOT anal\u00fdza sa dnes pou\u017e\u00edva tak samozrejme, \u017ee sa \u010dasto zab\u00fada na jej p\u00f4vod. Jej hist\u00f3ria pritom nie je pr\u00edbehom jedn\u00e9ho autora a jednej skratky, ale v\u00fdvojom strategick\u00e9ho pl\u00e1novania v obdob\u00ed neistoty, rastu a \u010doraz zlo\u017eitej\u0161ieho rozhodovania.\n    <\/p>\n  <\/header>\n\n  <div class=\"s9-answer\">\n    <span class=\"s9-label\">Kr\u00e1tka odpove\u010f<\/span>\n    <p>\n      <strong>SWOT anal\u00fdza nevznikla v jedinom okamihu a nem\u00e1 jedn\u00e9ho nesporn\u00e9ho autora.<\/strong> Nov\u0161\u00ed historick\u00fd v\u00fdskum sleduje jej korene k dlhodob\u00e9mu pl\u00e1novaniu v spolo\u010dnosti Lockheed od roku 1952, k pr\u00e1ci Roberta Franklina Stewarta a k neskor\u0161iemu v\u00fdvoju v Stanford Research Institute. D\u00f4le\u017eit\u00fdm predchodcom dne\u0161nej SWOT bol r\u00e1mec <strong>SOFT<\/strong>\n      (<a href=\"https:\/\/www.sciencedirect.com\/science\/article\/pii\/S0024630123000110\" target=\"_blank\" rel=\"noopener noreferrer\">Puyt, 2023<\/a>).\n    <\/p>\n  <\/div>\n\n  <p>\n    Tento \u010dl\u00e1nok preto nevn\u00edma hist\u00f3riu SWOT ako jednoduch\u00fa legendu. Namiesto toho ukazuje, ako sa z praktick\u00fdch potrieb ve\u013ek\u00fdch organiz\u00e1ci\u00ed, dlhodob\u00e9ho pl\u00e1novania a postupne sa vyv\u00edjaj\u00faceho jazyka strat\u00e9gie zrodil r\u00e1mec, ktor\u00fd sa nesk\u00f4r ust\u00e1lil ako <a href=\"https:\/\/strate9y.com\/glossary\/swot\/\">SWOT anal\u00fdza<\/a>.\n  <\/p>\n\n  <section class=\"s9-links\" aria-label=\"R\u00e1zcestn\u00edk SWOT\">\n    <span class=\"s9-label\">STRATE9Y Knowledge Hub<\/span>\n    <h2>Nadv\u00e4zuj\u00face poh\u013eady na SWOT anal\u00fdzu<\/h2>\n    <p>\n      \u010c\u00edtate historick\u00fd \u010dl\u00e1nok. Ak h\u013ead\u00e1te v\u00fdznam pojmu, praktick\u00fd n\u00e1vod alebo n\u00e1stroj, pokra\u010dujte na spr\u00e1vnu str\u00e1nku.\n    <\/p>\n\n    <div class=\"s9-link-grid\">\n      <a class=\"s9-link-card\" href=\"https:\/\/strate9y.com\/glossary\/swot\/\">\n        <strong>\u010co je SWOT anal\u00fdza<\/strong>\n        <span>Defin\u00edcia, v\u00fdznam a z\u00e1kladn\u00e1 logika met\u00f3dy.<\/span>\n      <\/a>\n\n      <a class=\"s9-link-card\" href=\"https:\/\/strate9y.com\/swot-analyza-firmy\/\">\n        <strong>SWOT anal\u00fdza firmy<\/strong>\n        <span>Praktick\u00fd n\u00e1vod krok za krokom pre firemn\u00e9 pou\u017eitie.<\/span>\n      <\/a>\n\n      <a class=\"s9-link-card\" href=\"https:\/\/strate9y.com\/osobni-swot-analyza-pro-podnikatele\/\">\n        <strong>Osobn\u00e1 SWOT anal\u00fdza<\/strong>\n        <span>Pou\u017eitie SWOT na sebareflexiu a osobn\u00e9 rozhodovanie.<\/span>\n      <\/a>\n\n      <a class=\"s9-link-card\" href=\"https:\/\/strate9y.com\/strategicke-nastroje\/swot-analyza\/\">\n        <strong>SWOT anal\u00fdza online<\/strong>\n        <span>Interakt\u00edvny n\u00e1stroj na vytvorenie a vyhodnotenie SWOT.<\/span>\n      <\/a>\n    <\/div>\n  <\/section>\n\n  <nav class=\"s9-toc\" aria-label=\"Obsah \u010dl\u00e1nku\">\n    <h2>V tomto \u010dl\u00e1nku<\/h2>\n    <ol>\n      <li><a href=\"#proc-vznikla\">Pre\u010do SWOT anal\u00fdza vznikla<\/a><\/li>\n      <li><a href=\"#lockheed\">1952: Lockheed a dlhodob\u00e9 pl\u00e1novanie<\/a><\/li>\n      <li><a href=\"#stewart\">Robert F. Stewart a pl\u00e1novac\u00ed pr\u00edstup<\/a><\/li>\n      <li><a href=\"#sri\">Stanford Research Institute a \u010fal\u0161\u00ed v\u00fdvoj<\/a><\/li>\n      <li><a href=\"#soft-swot\">Od SOFT k SWOT<\/a><\/li>\n      <li><a href=\"#autor\">Kto vytvoril SWOT anal\u00fdzu?<\/a><\/li>\n      <li><a href=\"#timeline\">\u010casov\u00e1 os v\u00fdvoja SWOT<\/a><\/li>\n      <li><a href=\"#proc-je-dulezita\">Pre\u010do sa SWOT udr\u017eala dodnes<\/a><\/li>\n      <li><a href=\"#faq\">FAQ<\/a><\/li>\n    <\/ol>\n  <\/nav>\n\n  <h2 id=\"proc-vznikla\">Pre\u010do SWOT anal\u00fdza vznikla<\/h2>\n\n  <div class=\"s9-answer\">\n    <span class=\"s9-label\">Odpove\u010f<\/span>\n    <p>\n      SWOT anal\u00fdza vznikala ako reakcia na potrebu lep\u0161ie \u0161trukt\u00farova\u0165 strategick\u00e9 pl\u00e1novanie v prostred\u00ed neistoty. Firmy potrebovali prepoji\u0165 poh\u013ead na vlastn\u00e9 schopnosti a obmedzenia s vonkaj\u0161\u00edmi zmenami, ktor\u00e9 mohli ovplyvni\u0165 ich bud\u00facnos\u0165.\n    <\/p>\n  <\/div>\n\n  <p>\n    Po druhej svetovej vojne sa podnikate\u013esk\u00e9 prostredie r\u00fdchlo menilo. R\u00e1stli ve\u013ek\u00e9 korpor\u00e1cie, rozv\u00edjali sa technol\u00f3gie, menila sa konkurencia a mana\u017e\u00e9ri potrebovali n\u00e1stroje, ktor\u00e9 by im pomohli pl\u00e1nova\u0165 nielen prev\u00e1dzku, ale aj dlhodob\u00fd smer.\n  <\/p>\n\n  <p>\n    Strategick\u00e9 pl\u00e1novanie v tom \u010dase nebolo iba akademickou t\u00e9mou. Bola to praktick\u00e1 potreba. Ve\u013ek\u00e9 organiz\u00e1cie museli h\u013eada\u0165 sp\u00f4soby, ako zapoji\u0165 viac \u013eud\u00ed do pl\u00e1novania, zachyti\u0165 relevantn\u00e9 inform\u00e1cie z r\u00f4znych \u010dast\u00ed firmy a previes\u0165 ich do n\u00e1vrhov pre vedenie.\n  <\/p>\n\n  <h2 id=\"lockheed\">1952: Lockheed a dlhodob\u00e9 pl\u00e1novanie<\/h2>\n\n  <p>\n    Nov\u0161ia historick\u00e1 rekon\u0161trukcia sleduje empirick\u00e9 korene SWOT k roku <strong>1952<\/strong> a k pl\u00e1novacej pr\u00e1ci v spolo\u010dnosti <strong>Lockheed<\/strong>\n    (<a href=\"https:\/\/www.sciencedirect.com\/science\/article\/pii\/S0024630123000110\" target=\"_blank\" rel=\"noopener noreferrer\">Puyt, 2023<\/a>).\n  <\/p>\n\n  <p>\n    D\u00f4le\u017eit\u00e9 je, \u017ee ne\u0161lo o vznik jednoduchej \u0161tvorpo\u013enej tabu\u013eky. I\u0161lo o \u0161ir\u0161\u00ed proces dlhodob\u00e9ho pl\u00e1novania, v ktorom bolo potrebn\u00e9 \u0161trukt\u00farova\u0165 vstupy od mana\u017e\u00e9rov, diskutova\u0165 o bud\u00facom smerovan\u00ed organiz\u00e1cie a vytv\u00e1ra\u0165 n\u00e1vrhy pre strategick\u00e9 rozhodnutia.\n  <\/p>\n\n  <div class=\"s9-note\">\n    <span class=\"s9-label\">Pre\u010do je to d\u00f4le\u017eit\u00e9<\/span>\n    <p>\n      SWOT sa dnes \u010dasto pou\u017e\u00edva ako jednoduch\u00e1 matica. Jej historick\u00e9 korene v\u0161ak s\u00favisia sk\u00f4r s participat\u00edvnym pl\u00e1novan\u00edm, diskusiou a tvorbou strategick\u00fdch n\u00e1vrhov ne\u017e s mechanick\u00fdm vyplnen\u00edm \u0161tyroch pol\u00ed.\n    <\/p>\n  <\/div>\n\n  <h2 id=\"stewart\">Robert F. Stewart a pl\u00e1novac\u00ed pr\u00edstup<\/h2>\n\n  <p>\n    K\u013e\u00fa\u010dovou postavou modernej\u0161ej rekon\u0161trukcie p\u00f4vodu SWOT je <strong>Robert Franklin Stewart<\/strong>. V\u00fdskum publikovan\u00fd v \u010dasopise <em>Long Range Planning<\/em> ho ozna\u010duje za d\u00f4le\u017eit\u00e9ho inici\u00e1tora pr\u00edstupu, ktor\u00fd sa nesk\u00f4r vyvinul smerom k SOFT\/SWOT\n    (<a href=\"https:\/\/www.sciencedirect.com\/science\/article\/pii\/S0024630123000110\" target=\"_blank\" rel=\"noopener noreferrer\">Puyt, 2023<\/a>).\n  <\/p>\n\n  <p>\n    Stewartov pr\u00ednos nespo\u010d\u00edval v tom, \u017ee by iba vytvoril skratku. Podstatnej\u0161ia bola jeho pr\u00e1ca s pl\u00e1novac\u00edm procesom: ako zhroma\u017e\u010fova\u0165 vstupy, ako podporova\u0165 kreativitu v pl\u00e1novan\u00ed a ako premie\u0148a\u0165 poznatky na strategick\u00e9 n\u00e1vrhy.\n  <\/p>\n\n  <div class=\"s9-warning\">\n    <span class=\"s9-label\">Odborn\u00e1 pozn\u00e1mka<\/span>\n    <p>\n      V popul\u00e1rnych \u010dl\u00e1nkoch sa SWOT \u010dasto pripisuje Albertovi Humphreymu alebo skupine autorov okolo knihy <em>Business Policy: Text and Cases<\/em>. Nov\u0161ie historick\u00e9 rekon\u0161trukcie v\u0161ak ukazuj\u00fa zlo\u017eitej\u0161\u00ed v\u00fdvoj: od dlhodob\u00e9ho pl\u00e1novania v Lockheede cez Roberta F. Stewarta a r\u00e1mec SOFT a\u017e po neskor\u0161ie ust\u00e1lenie skratky SWOT\n      (<a href=\"https:\/\/www.sciencedirect.com\/science\/article\/pii\/S0024630123000110\" target=\"_blank\" rel=\"noopener noreferrer\">Puyt, 2023<\/a>;\n      <a href=\"https:\/\/www.emerald.com\/jmh\/article\/31\/2\/333\/1239245\/From-SOFT-approach-to-SWOT-analysis-a-historical\" target=\"_blank\" rel=\"noopener noreferrer\">Puyt, Lie &amp; Madsen, 2025<\/a>).\n    <\/p>\n  <\/div>\n\n  <h2 id=\"sri\">Stanford Research Institute a \u010fal\u0161\u00ed v\u00fdvoj<\/h2>\n\n  <p>\n    D\u00f4le\u017eit\u00fa \u00falohu v \u010fal\u0161om v\u00fdvoji zohral aj <strong>Stanford Research Institute<\/strong>. Stewart sa pod\u013ea dostupn\u00fdch historick\u00fdch rekon\u0161trukci\u00ed v roku 1962 dostal do prostredia SRI, kde pokra\u010doval v\u00fdvoj pl\u00e1novacieho pr\u00edstupu\n    (<a href=\"https:\/\/research.utwente.nl\/en\/publications\/the-origins-of-swot-analysis\/\" target=\"_blank\" rel=\"noopener noreferrer\">University of Twente \u2013 research profile<\/a>).\n  <\/p>\n\n  <p>\n    Pr\u00e1ve preto je zjednodu\u0161uj\u00face tvrdi\u0165, \u017ee SWOT jednoducho \u201evznikla v Stanforde\u201c alebo \u017ee ju vytvoril iba jeden \u010dlovek. Stanford Research Institute bol d\u00f4le\u017eit\u00fdm prostred\u00edm \u010fal\u0161ieho rozvoja, ale historick\u00fd v\u00fdvoj sa za\u010d\u00edna sk\u00f4r a je zlo\u017eitej\u0161\u00ed.\n  <\/p>\n\n  <h2 id=\"soft-swot\">Od SOFT k SWOT<\/h2>\n\n  <div class=\"s9-answer\">\n    <span class=\"s9-label\">Kr\u00e1tke vysvetlenie<\/span>\n    <p>\n      Jedn\u00fdm z d\u00f4le\u017eit\u00fdch predchodcov dne\u0161nej SWOT bol r\u00e1mec <strong>SOFT<\/strong>, ktor\u00fd pracoval s kateg\u00f3riami <strong>Satisfactory<\/strong>, <strong>Opportunity<\/strong>, <strong>Fault<\/strong> a <strong>Threat<\/strong>. Nesk\u00f4r sa v r\u00e1mci v\u00fdvoja strategick\u00e9ho pl\u00e1novania ust\u00e1lila zn\u00e1mej\u0161ia podoba SWOT: Strengths, Weaknesses, Opportunities, Threats.\n    <\/p>\n  <\/div>\n\n  <p>\n    Prechod od SOFT k SWOT nie je vhodn\u00e9 opisova\u0165 ako jednoduch\u00e9 premenovanie jednej polo\u017eky. Nov\u0161ie historick\u00e9 \u0161t\u00fadie sa venuj\u00fa pr\u00e1ve tomu, ako sa menil jazyk strategick\u00e9ho mana\u017ementu, ak\u00fa \u00falohu zohr\u00e1vali akademici, konzultanti aj mana\u017e\u00e9ri a ako sa z pr\u00edstupov k pl\u00e1novaniu postupne formoval r\u00e1mec SWOT\n    (<a href=\"https:\/\/www.emerald.com\/jmh\/article\/31\/2\/333\/1239245\/From-SOFT-approach-to-SWOT-analysis-a-historical\" target=\"_blank\" rel=\"noopener noreferrer\">Puyt, Lie &amp; Madsen, 2025<\/a>).\n  <\/p>\n\n  <div class=\"s9-grid\">\n    <article class=\"s9-card\">\n      <h3>SOFT<\/h3>\n      <ul>\n        <li>Satisfactory<\/li>\n        <li>Opportunity<\/li>\n        <li>Fault<\/li>\n        <li>Threat<\/li>\n      <\/ul>\n    <\/article>\n\n    <article class=\"s9-card\">\n      <h3>SWOT<\/h3>\n      <ul>\n        <li>Strengths<\/li>\n        <li>Weaknesses<\/li>\n        <li>Opportunities<\/li>\n        <li>Threats<\/li>\n      <\/ul>\n    <\/article>\n  <\/div>\n\n  <h2 id=\"autor\">Kto vytvoril SWOT anal\u00fdzu?<\/h2>\n\n  <div class=\"s9-answer\">\n    <span class=\"s9-label\">AEO odpove\u010f<\/span>\n    <p>\n      <strong>SWOT anal\u00fdzu nemo\u017eno presved\u010divo prip\u00edsa\u0165 jedn\u00e9mu jedin\u00e9mu autorovi.<\/strong> \u010casto sa uv\u00e1dza Albert Humphrey a Stanford Research Institute, ale nov\u0161\u00ed historick\u00fd v\u00fdskum zd\u00f4raz\u0148uje skor\u0161ie korene v pl\u00e1novan\u00ed spolo\u010dnosti Lockheed a v\u00fdznamn\u00fa \u00falohu Roberta Franklina Stewarta. Preto je presnej\u0161ie hovori\u0165 o postupnom v\u00fdvoji r\u00e1mca SOFT\/SWOT ne\u017e o jednorazovom vyn\u00e1leze.\n    <\/p>\n  <\/div>\n\n  <p>\n    Albert Humphrey sa v popul\u00e1rnych zdrojoch so SWOT \u010dasto sp\u00e1ja. T\u00e1to l\u00ednia vych\u00e1dza najm\u00e4 z neskor\u0161\u00edch zmienok spojen\u00fdch so Stanford Research Institute. Probl\u00e9mom je, \u017ee historick\u00e9 doklady nie s\u00fa nato\u013eko jednozna\u010dn\u00e9, aby bolo mo\u017en\u00e9 tvrdi\u0165, \u017ee Humphrey bol jedin\u00fdm alebo nesporn\u00fdm autorom SWOT.\n  <\/p>\n\n  <p>\n    Presnej\u0161ia formul\u00e1cia pre odborn\u00fd text preto znie: <strong>SWOT sa vyv\u00edjala postupne<\/strong>. Jej korene s\u00favisia s dlhodob\u00fdm pl\u00e1novan\u00edm v Lockheede, pr\u00e1cou Roberta F. Stewarta, prostred\u00edm Stanford Research Institute a \u0161ir\u0161\u00edm v\u00fdvojom strategick\u00e9ho mana\u017ementu.\n  <\/p>\n\n  <h2 id=\"timeline\">\u010casov\u00e1 os v\u00fdvoja SWOT anal\u00fdzy<\/h2>\n\n  <div class=\"s9-timeline\">\n    <div class=\"s9-time-item\">\n      <span class=\"s9-year\">1952<\/span>\n      <h3>Korene v dlhodobom pl\u00e1novan\u00ed Lockheedu<\/h3>\n      <p>Empirick\u00e9 po\u010diatky pr\u00edstupu sp\u00e1jan\u00e9ho so SWOT sleduj\u00fa nov\u0161ie \u0161t\u00fadie k pl\u00e1novacej pr\u00e1ci v spolo\u010dnosti Lockheed.<\/p>\n    <\/div>\n\n    <div class=\"s9-time-item\">\n      <span class=\"s9-year\">60. roky<\/span>\n      <h3>Rozvoj pl\u00e1novac\u00edch met\u00f3d a r\u00e1mca SOFT<\/h3>\n      <p>V prostred\u00ed dlhodob\u00e9ho pl\u00e1novania a poradenskej pr\u00e1ce sa rozv\u00edjali r\u00e1mce, ktor\u00e9 predch\u00e1dzaj\u00fa dne\u0161nej SWOT.<\/p>\n    <\/div>\n\n    <div class=\"s9-time-item\">\n      <span class=\"s9-year\">1962<\/span>\n      <h3>Robert F. Stewart v Stanford Research Institute<\/h3>\n      <p>Stewart sa pod\u013ea historick\u00fdch rekon\u0161trukci\u00ed dost\u00e1va do prostredia SRI, kde pokra\u010duje v\u00fdvoj pl\u00e1novacieho pr\u00edstupu.<\/p>\n    <\/div>\n\n    <div class=\"s9-time-item\">\n      <span class=\"s9-year\">60.\u201380. roky<\/span>\n      <h3>Od SOFT k SWOT<\/h3>\n      <p>R\u00e1mec sa postupne premie\u0148a na podobu zn\u00e1mu ako SWOT. V\u00fdvoj ovplyv\u0148uj\u00fa akademici, konzultanti aj mana\u017e\u00e9ri.<\/p>\n    <\/div>\n\n    <div class=\"s9-time-item\">\n      <span class=\"s9-year\">Dnes<\/span>\n      <h3>SWOT ako be\u017en\u00fd r\u00e1mec strategick\u00e9ho myslenia<\/h3>\n      <p>SWOT sa pou\u017e\u00edva vo firm\u00e1ch, projektoch, marketingu, vzdel\u00e1van\u00ed aj osobnom rozvoji, hoci jej hodnota z\u00e1vis\u00ed od kvality ot\u00e1zok, d\u00e1t a n\u00e1sledn\u00e9ho rozhodnutia.<\/p>\n    <\/div>\n  <\/div>\n\n  <h2 id=\"proc-je-dulezita\">Pre\u010do sa SWOT anal\u00fdza udr\u017eala dodnes<\/h2>\n\n  <p>\n    SWOT anal\u00fdza sa udr\u017eala predov\u0161etk\u00fdm preto, \u017ee je jednoduch\u00e1, zrozumite\u013en\u00e1 a dobre pou\u017eite\u013en\u00e1 ako spolo\u010dn\u00fd jazyk na diskusiu. Umo\u017e\u0148uje r\u00fdchlo oddeli\u0165 intern\u00e9 faktory od extern\u00fdch a otvori\u0165 strategick\u00fa debatu aj tam, kde \u013eudia nemaj\u00fa rovnak\u00e9 odborn\u00e9 z\u00e1zemie.\n  <\/p>\n\n  <p>\n    Jej jednoduchos\u0165 je v\u0161ak z\u00e1rove\u0148 rizikom. Ak sa SWOT pou\u017e\u00edva mechanicky, \u013eahko skon\u010d\u00ed ako zoznam v\u0161eobecn\u00fdch tvrden\u00ed. Hist\u00f3ria met\u00f3dy pripom\u00edna, \u017ee p\u00f4vodne ne\u0161lo iba o tabu\u013eku, ale o sp\u00f4sob, ako lep\u0161ie \u0161trukt\u00farova\u0165 prem\u00fd\u0161\u013eanie a zapoji\u0165 r\u00f4zne poh\u013eady do rozhodovania.\n  <\/p>\n\n  <div class=\"s9-note\">\n    <span class=\"s9-label\">Poh\u013ead STRATE9Y<\/span>\n    <p>\n      SWOT anal\u00fdza nie je siln\u00e1 preto, \u017ee m\u00e1 \u0161tyri pol\u00ed\u010dka. Siln\u00e1 je vtedy, ke\u010f pom\u00f4\u017ee pomenova\u0165 realitu, otvori\u0165 kvalitn\u00e9 ot\u00e1zky a pripravi\u0165 lep\u0161ie rozhodnutie.\n    <\/p>\n  <\/div>\n\n  <h2>Z\u00e1ver<\/h2>\n\n  <p>\n    Hist\u00f3ria SWOT anal\u00fdzy ukazuje, \u017ee strategick\u00e9 n\u00e1stroje nevznikaj\u00fa vo v\u00e1kuu. Vznikaj\u00fa ako odpove\u010f na konkr\u00e9tne probl\u00e9my doby: neistotu, zlo\u017eitos\u0165, rast organiz\u00e1ci\u00ed a potrebu zapoji\u0165 viac poh\u013eadov do pl\u00e1novania.\n  <\/p>\n\n  <p>\n    Preto je presnej\u0161ie ch\u00e1pa\u0165 SWOT nie ako vyn\u00e1lez jednej osoby, ale ako v\u00fdsledok postupn\u00e9ho v\u00fdvoja strategick\u00e9ho pl\u00e1novania. Pr\u00e1ve toto pochopenie pom\u00e1ha pou\u017e\u00edva\u0165 ju lep\u0161ie aj dnes.\n  <\/p>\n\n  <p>\n    Ak chcete pochopi\u0165 samotn\u00fd pojem a jeho \u0161tyri \u010dasti, pokra\u010dujte na <a href=\"https:\/\/strate9y.com\/glossary\/swot\/\">SWOT anal\u00fdza<\/a>. Ak chcete met\u00f3du rovno pou\u017ei\u0165 vo firme, nadv\u00e4zuje \u010dl\u00e1nok <a href=\"https:\/\/strate9y.com\/swot-analyza-firmy\/\">SWOT anal\u00fdza firmy krok za krokom<\/a>.\n  <\/p>\n\n  <h2 id=\"faq\">Naj\u010dastej\u0161ie ot\u00e1zky k hist\u00f3rii SWOT anal\u00fdzy<\/h2>\n\n  <div class=\"s9-faq\">\n    <h3>Kto vytvoril SWOT anal\u00fdzu?<\/h3>\n    <p>SWOT anal\u00fdzu nemo\u017eno presved\u010divo prip\u00edsa\u0165 jedn\u00e9mu jedin\u00e9mu autorovi. \u010casto sa uv\u00e1dza Albert Humphrey a Stanford Research Institute, ale nov\u0161\u00ed v\u00fdskum zd\u00f4raz\u0148uje skor\u0161ie korene v pl\u00e1novan\u00ed Lockheedu a \u00falohu Roberta F. Stewarta.<\/p>\n\n    <h3>Vznikla SWOT anal\u00fdza v Stanford Research Institute?<\/h3>\n    <p>Stanford Research Institute zohral d\u00f4le\u017eit\u00fa \u00falohu v \u010fal\u0161om v\u00fdvoji pl\u00e1novacieho pr\u00edstupu, ale s\u00fa\u010dasn\u00fd historick\u00fd v\u00fdskum sleduje korene SOFT\/SWOT u\u017e k pl\u00e1novaniu v spolo\u010dnosti Lockheed od roku 1952.<\/p>\n\n    <h3>Ak\u00fd bol predchodca SWOT anal\u00fdzy?<\/h3>\n    <p>D\u00f4le\u017eit\u00fdm predchodcom dne\u0161nej SWOT bol r\u00e1mec SOFT, ktor\u00fd pracoval s kateg\u00f3riami Satisfactory, Opportunity, Fault a Threat. Nesk\u00f4r sa ust\u00e1lila zn\u00e1mej\u0161ia terminol\u00f3gia Strengths, Weaknesses, Opportunities a Threats.<\/p>\n\n    <h3>Pre\u010do sa o p\u00f4vode SWOT ved\u00fa spory?<\/h3>\n    <p>P\u00f4vod SWOT je sporn\u00fd preto, \u017ee sa met\u00f3da vyv\u00edjala postupne a ovplyvnilo ju viac \u013eud\u00ed, in\u0161tit\u00faci\u00ed a pl\u00e1novac\u00edch pr\u00edstupov. Popul\u00e1rne zdroje \u010dasto zjednodu\u0161uj\u00fa hist\u00f3riu na jedn\u00e9ho autora.<\/p>\n\n    <h3>Pre\u010do je hist\u00f3ria SWOT d\u00f4le\u017eit\u00e1?<\/h3>\n    <p>Hist\u00f3ria SWOT ukazuje, \u017ee p\u00f4vodne ne\u0161lo iba o vyplnenie \u0161tyroch pol\u00ed, ale o \u0161trukt\u00farovan\u00fd sp\u00f4sob pl\u00e1novania a rozhodovania.<\/p>\n  <\/div>\n\n  <section class=\"s9-links\" aria-label=\"Kam pokra\u010dova\u0165 \u010falej\">\n    <span class=\"s9-label\">Kam pokra\u010dova\u0165 \u010falej<\/span>\n    <h2>\u010eal\u0161\u00ed s\u00favisiaci obsah<\/h2>\n\n    <div class=\"s9-link-grid\">\n      <a class=\"s9-link-card\" href=\"https:\/\/strate9y.com\/glossary\/swot\/\">\n        <strong>SWOT anal\u00fdza<\/strong>\n        <span>V\u00fdznam pojmu, princ\u00edp a \u0161tyri z\u00e1kladn\u00e9 oblasti SWOT.<\/span>\n      <\/a>\n\n      <a class=\"s9-link-card\" href=\"https:\/\/strate9y.com\/swot-analyza-firmy\/\">\n        <strong>SWOT anal\u00fdza firmy<\/strong>\n        <span>Praktick\u00fd n\u00e1vod krok za krokom pre firemn\u00e9 pou\u017eitie.<\/span>\n      <\/a>\n\n      <a class=\"s9-link-card\" href=\"https:\/\/strate9y.com\/strategicke-nastroje\/swot-analyza\/\">\n        <strong>SWOT online n\u00e1stroj<\/strong>\n        <span>Vytvorte a vyhodno\u0165te SWOT v interakt\u00edvnom n\u00e1stroji.<\/span>\n      <\/a>\n\n      <a class=\"s9-link-card\" href=\"https:\/\/strate9y.com\/spectrum-swot-analyza\/\">\n        <strong>SPECTRUM SWOT<\/strong>\n        <span>Pokro\u010dilej\u0161ia pr\u00e1ca so vz\u0165ahmi medzi SWOT faktormi.<\/span>\n      <\/a>\n    <\/div>\n  <\/section>\n\n  <section class=\"s9-sources\" aria-label=\"Literat\u00fara a odborn\u00e9 zdroje\">\n    <h2>Literat\u00fara a odborn\u00e9 zdroje<\/h2>\n\n    <p>\n      Hist\u00f3ria SWOT anal\u00fdzy sa v popul\u00e1rnych zdrojoch \u010dasto zjednodu\u0161uje. Preto tento \u010dl\u00e1nok vych\u00e1dza z nov\u0161\u00edch historick\u00fdch rekon\u0161trukci\u00ed aj z klasick\u00fdch textov strategick\u00e9ho mana\u017ementu.\n    <\/p>\n\n    <ol>\n      <li>\n        <strong>Puyt, R. W. (2023).<\/strong>\n        <em>The origins of SWOT analysis.<\/em>\n        Long Range Planning.\n        <br>\n        <a href=\"https:\/\/www.sciencedirect.com\/science\/article\/pii\/S0024630123000110\" target=\"_blank\" rel=\"noopener noreferrer\">Otvori\u0165 zdroj na ScienceDirect \u2192<\/a>\n      <\/li>\n\n      <li>\n        <strong>Puyt, R. W., Lie, F. B., &amp; Madsen, D. \u00d8. (2025).<\/strong>\n        <em>From SOFT approach to SWOT analysis: a historical reconstruction.<\/em>\n        Journal of Management History.\n        <br>\n        <a href=\"https:\/\/www.emerald.com\/jmh\/article\/31\/2\/333\/1239245\/From-SOFT-approach-to-SWOT-analysis-a-historical\" target=\"_blank\" rel=\"noopener noreferrer\">Otvori\u0165 zdroj na Emerald \u2192<\/a>\n      <\/li>\n\n      <li>\n        <strong>Pickton, D. W., &amp; Wright, S. (1998).<\/strong>\n        <em>What\u2019s SWOT in strategic analysis?<\/em>\n        Strategic Change, 7(2), 101\u2013109.\n        <br>\n        <a href=\"https:\/\/onlinelibrary.wiley.com\/doi\/10.1002\/%28SICI%291099-1697%28199803\/04%297%3A2%3C101%3A%3AAID-JSC332%3E3.0.CO%3B2-6\" target=\"_blank\" rel=\"noopener noreferrer\">Otvori\u0165 zdroj na Wiley Online Library \u2192<\/a>\n      <\/li>\n\n      <li>\n        <strong>Weihrich, H. (1982).<\/strong>\n        <em>The TOWS Matrix\u2014A Tool for Situational Analysis.<\/em>\n        Long Range Planning, 15(2), 54\u201366.\n        <br>\n        <a href=\"https:\/\/www.sciencedirect.com\/science\/article\/pii\/0024630182901200\" target=\"_blank\" rel=\"noopener noreferrer\">Otvori\u0165 zdroj na ScienceDirect \u2192<\/a>\n      <\/li>\n\n      <li>\n        <strong>Learned, E. P., Christensen, C. R., Andrews, K. R., &amp; Guth, W. D. (1965).<\/strong>\n        <em>Business Policy: Text and Cases.<\/em>\n        Irwin.\n        <br>\n        <a href=\"https:\/\/archive.org\/details\/businesspolicyte0000edmu\" target=\"_blank\" rel=\"noopener noreferrer\">Otvori\u0165 bibliografick\u00fd z\u00e1znam na Internet Archive \u2192<\/a>\n      <\/li>\n\n      <li>\n        <strong>Puyt, R. W. (2023).<\/strong>\n        <em>The origins of SWOT analysis.<\/em>\n        University of Twente research profile.\n        <br>\n        <a href=\"https:\/\/research.utwente.nl\/en\/publications\/the-origins-of-swot-analysis\/\" target=\"_blank\" rel=\"noopener noreferrer\">Otvori\u0165 z\u00e1znam University of Twente \u2192<\/a>\n      <\/li>\n    <\/ol>\n  <\/section>\n\n  <script type=\"application\/ld+json\">\n{\n  \"@context\": \"https:\/\/schema.org\",\n  \"@type\": \"Article\",\n  \"headline\": \"Ako vznikla SWOT anal\u00fdza: skuto\u010dn\u00fd v\u00fdvoj od SOFT k SWOT\",\n  \"description\": \"Hist\u00f3ria SWOT anal\u00fdzy: korene v dlhodobom pl\u00e1novan\u00ed, Lockheed, Robert F. Stewart, Stanford Research Institute a v\u00fdvoj od SOFT k SWOT.\",\n  \"author\": {\n    \"@type\": \"Person\",\n    \"name\": \"Ing. Hana Krchov\u00e1, Ph.D., MBA\"\n  },\n  \"publisher\": {\n    \"@type\": \"Organization\",\n    \"name\": \"STRATE9Y\"\n  },\n  \"mainEntityOfPage\": {\n    \"@type\": \"WebPage\",\n    \"@id\": \"https:\/\/strate9y.com\/sk\/ako-vznikla-analyza-swot\/\"\n  },\n  \"inLanguage\": \"sk\"\n}\n  <\/script>\n\n  <script type=\"application\/ld+json\">\n{\n  \"@context\": \"https:\/\/schema.org\",\n  \"@type\": \"FAQPage\",\n  \"mainEntity\": [\n    {\n      \"@type\": \"Question\",\n      \"name\": \"Kto vytvoril SWOT anal\u00fdzu?\",\n      \"acceptedAnswer\": {\n        \"@type\": \"Answer\",\n        \"text\": \"SWOT anal\u00fdzu nemo\u017eno presved\u010divo prip\u00edsa\u0165 jedn\u00e9mu jedin\u00e9mu autorovi. \u010casto sa uv\u00e1dza Albert Humphrey a Stanford Research Institute, ale nov\u0161\u00ed v\u00fdskum zd\u00f4raz\u0148uje skor\u0161ie korene v pl\u00e1novan\u00ed Lockheedu a \u00falohu Roberta F. 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Jej hist\u00f3ria pritom [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":15844,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_uag_custom_page_level_css":"","site-sidebar-layout":"default","site-content-layout":"","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"footnotes":""},"categories":[633],"tags":[648,677,655],"class_list":["post-15440","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-strategicke-modely-a-analyzy-sk","tag-marketing-sk","tag-strategie-sk-2","tag-swot-sk"],"acf":[],"uagb_featured_image_src":{"full":["https:\/\/strate9y.com\/wp-content\/uploads\/swot_analyza.jpg",960,540,false],"thumbnail":["https:\/\/strate9y.com\/wp-content\/uploads\/swot_analyza-150x150.jpg",150,150,true],"medium":["https:\/\/strate9y.com\/wp-content\/uploads\/swot_analyza-300x169.jpg",300,169,true],"medium_large":["https:\/\/strate9y.com\/wp-content\/uploads\/swot_analyza-768x432.jpg",768,432,true],"large":["https:\/\/strate9y.com\/wp-content\/uploads\/swot_analyza-700x394.jpg",700,394,true],"1536x1536":["https:\/\/strate9y.com\/wp-content\/uploads\/swot_analyza.jpg",960,540,false],"2048x2048":["https:\/\/strate9y.com\/wp-content\/uploads\/swot_analyza.jpg",960,540,false]},"uagb_author_info":{"display_name":"Hana Krchov\u00e1","author_link":"https:\/\/strate9y.com\/sk\/autor\/admin\/"},"uagb_comment_info":0,"uagb_excerpt":"Hist\u00f3ria strategick\u00e9ho myslenia SWOT anal\u00fdza sa dnes pou\u017e\u00edva tak samozrejme, \u017ee sa \u010dasto zab\u00fada na jej p\u00f4vod. 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