The 7S model and change: It is based around seven key elements of any organisation, with the view that in order for it to operate successfully, all the elements in this model must align synergistically together.
The McKinsey Consulting Firm identified strategy as only one of seven elements exhibited by the best-managed companies. The 7Ses can be divided into two categories: Companies, in which these elements are present and aligned are usually more successful at the implementation of strategy.
Does the firm have a clear strategy? Is there a clear, logical and understood connection between and understanding of the firm's strengths and weaknesses, environmental context, strategic intent, strategic and business plans, and management information and control systems?
Is the strategy known to and understood by the staff in the organisation? Is it communicated to everyone as appropriate in a way that accords it the right amount of attention?
Is everyone aligned behind the strategy? Is the strategy acted on and implemented? Is it actively applied in the making of decisions on a day to day basis? All too often, a strategy is a document which sits on an executive shelf while the organisation continues to act as it would have done, regardless.
Do key individuals continue to pursue their own strategies and agendas, contrary to the strategy? Is the organisation opportunistic or is it inclined to develop detailed plans and stick to them?
Is strategy formulated by an elite group strategic planning group or senior executives and handed down from the top, or using an inclusive, participative bottom-up process? Is the strategy transformative large and structural changes to the firm or industry or incremental smaller adjustments?
Is the strategy reviewed and cast in stone once a year, or more regularly or even continuously? The 5 Levels of Strategic Orientation. It is a truism of strategy that " structure follows strategy ", and the structure of an organisation, along with its policies and processes, has a direct bearing on how well it will perform.
There are a number of dimensions to consider. Is it flat and broad or deep and hierarchical? How many layers are there between the CEO and the front line? What are the typical spans of control for managers? Is it organised around brand, products, channels, customer segments, geographic or functional lines?
How well does the organisation's structure map onto its value chain? Is decision-making authority devolved or highly centralised? Are there clear lines of accountability?World Macro Industry Meso Company Micro Situation Analysis The McKinsey 7S Framework is a useful structure for initial company level analysis.
A starting point for most cases is a situation.
The McKinsey 7-S Framework is a business model developed by Tom Peters and Robert Waterman of McKinsey & Company. Since its introduction, the framework has been widely used by academics and practitioners and remains one of the most popular strategic planning tools. McKinsey 7S Framework developed by Tom Peters and Robert Waterman that defines 7 internal aspects of an organization that needs to be aligned, if it want to succeed.
Characteristics of 7S Framework This model can be used in a broad array of situations where the alignment is essential. McKinsey 7S Framework Visual representation of the model  The McKinsey 7S Framework is a management model developed by well-known business consultants Robert H.
Waterman, Jr. and Tom Peters (who also developed the MBWA-- "Management By Walking Around" motif, and authored In Search of Excellence) in the s.
Strategic implementation through 7S McKinsey framework.
There is a lot of strategic interest for both private and public organizations to make these models a . McKinsey 7S framework is a famous management model.
The model is used to assess changes in the internal situation of an organization. The model is used to assess changes in .