A firm’s strategy undergoes regular updates, whereby the understanding of firm internals or its environment changes. In this sense, strategic management consists of analyses, decisions, and actions undertaken by organizations to create or sustain a competitive advantage [1]. Strategies are assumed to be responsive and not static, as they include a feedback loop to monitor progress and adapt subsequent planning to it [2]. For this reason, it is key to have accurate knowledge of what occurs in both the internal environment and the external environment. To facilitate the task of strategic analysis, academics and practitioners have devised a variety of management tools [3, 4], each with a different objective [1]. We list a few illustrative examples. In terms of an external perspective, the PESTLE framework performs a macroanalysis of political, economic, social, technological, legal, and environmental factors. Analogously, the growth-share matrix facilitates resource allocation by visualizing products or business units in terms of market shares and growth rates. As an internal analysis, the balanced scorecard provides a semistructured report tracking the progress with which activities are executed. Both the internal view and the external view are taken into account by SWOT analysis to identify current and future performance. Accordingly, it derives key factors for accomplishing a strategic goal, grouped by strengths, weaknesses, opportunities, and threats. Since in this work we are interested in a holistic assessment involving both internal and external factors, we later delve into the ideas of SWOT analysis and draw on dimensions related to both risk and performance outlook.