Taiwan Textile Research Institute (TTRI), a government-sponsored R&D institute in Taiwan, has conducted a technology strategic planning in September, 2009, to find its future R&D directions from 2011 to 2015. The Cross-SWOT methodology, which is analogous to TOWS, developed by IBM was adopted to arrange a series of educational seminars and brainstorming workshops for the TTRI managing team. The information of global opportunities and threats (O/T) was collected from five aspects, i.e. social, technological, economic, ecological, and political (STEEP), whereas, the strengths and weaknesses (S/W) were identified by comparing TTRI with its three benchmarking organizations based on organizational capabilities. Twenty four people from TTRIs managing team were divided into 4 groups. Each group consisted of three functional departmental heads and three project leaders. Through rational discussions and debates by providing proven data or reasons, five strategic areas (SA) and strategies were pinpointed: two attack strategies by maximizing TTRI strengths and external opportunities; two market creation strategies by utilizing TTRI strengths to avoid the threats; one transformation strategy by improving TTRI weaknesses to grab external opportunities.