In my old company, the Sales Director used to be full of bullshit cliches.
We used to play "cliche bingo" at the main sales conferences/updates we had to suffer go to.
One of his favourites was "punching above our weight", which I've not yet seen on this thread (admittedly only skimmed). This thread has reminded me that "granularity" was another of his favourites.
As a sales force, we had to spend more time on "corporate governance", filling in various (different) spreadsheets/databases on where we were in each the sales cycle of each of our opportunites, how much we expected to be bringing in, by month, exactly when we expected each deal to close than on actually getting out there on selling. We were then judged on how well we had forecast everything - and bollocked if we got it wrong.
All that happened was that you "hid" prospects and then only "forecast" them once you had already won them......
When I worked in the health service, they used to make a great thing about setting up "diagonal slice" meetings 
By that, they meant a meeting where different levels and functions were involved, beacsue the NHS is so fragmented and hierarchical, they could only get relevant opinions if they consciously setting up working groups to do so.
Where I had worked before (ICI) we just called it a working party and were not bothered by which levels of people were involved as long as they had something appropriate to contribute.
I have to admit that I do use and like SWOT analyses. However, that is because my background is Marketing (note: that does not equal "promotion", which is only one element of marketing) and I also get pissed off at the misuse and incorrect use of SWOT analyses.