After reading this article you will understand the basics of this powerful and effective management tool. What is the McKinsey 7S Framework? In order to be successful it is useful for every organization to have a good understanding of the internal organization and to find out how work can be done more effectively and efficiently. According to Tom PetersRichard Pascale and Robert Waterman jrthe condition is that the internal relationships between these elements are well-organized and that the elements steer the organization in the same direction.
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? Do key elements of its strategy span or fall between multiple decisions makers at the senior level, or are accountabilities clearly established?
Consider also Porter's categorisation of group structures, distinguishing between those which are efficient allocators of capital, those which are efficient allocators of resources and skills, and those which are structured around the sharing of capabilities. Systems Systems include both computer systems, manually systems and informal practices.
The decision-making systems within the organisation can range from management intuition to manual policies and procedures, to structured computer systems, to complex expert systems and artificial intelligence.
The level of rigour of systems can range from rigid and bureaucratic, to more laissez-faire and flexible. Are the systems modern and efficient or out of date? Are they fit for purposes? To what extent are systems formally controlled by a central IT department or reliant on end-user-computing?
Are systems bespoke or off-the-shelf? If bespoke is the development in-house or outsourced. If off-the-shelf, how heavily are the systems customised? What are the licensing and support arrangements? Can they easily adapt to changes in the environment and strategy?
What is the quality, in terms of errors, exceptions and downtime, etc? Style Style refers to the employees' shared and common way of thinking and behaving - unwritten norms of behaviour and thought.Welcome. Anti Essays offers essay examples to help students with their essay writing.
Our collection includes thousands of sample research papers so you can find almost any essay you want. McKinsey 7s model is a tool that analyzes firm’s organizational design by looking at 7 key internal elements: strategy, structure, systems, shared values, style, staff and skills, in order to identify if they are effectively aligned and allow organization to achieve its objectives.
"Sample Analysis 7S Model" Essays and Research Papers Sample Analysis 7S Model extremely important to every company, since its architecture will determine the path that the company will go through to reach their goals. Shared Values are at the core of McKinsey 7s model. They are the norms and standards that guide employee behavior and company actions and thus, are the foundation of every organization.
We will write a custom essay sample on 7s McKinsey model specifically for you. The McKinsey 7S model is a useful framework for reviewing an organisation’s marketing capabilities from different viewpoints. The power of the McKinsey 7S model is that it covers the key organisation capabilities needed to implement strategy successfully, whether you're reviewing a business.
Starbucks Corporation Report contains a full analysis of Starbucks McKinsey 7S Model. The report illustrates the application of the major analytical strategic frameworks in business studies such as SWOT, PESTEL, Porter’s Five Forces and Value Chain analysis on Starbucks.