Use them to analyze your current Point A situation first, and then repeat the exercise for your proposed situation Point B. How do we intend to achieve our objectives?
The model is based on the theory that, for an organization to perform well, these seven elements need to be aligned and mutually reinforcing. Are there real teams functioning within the organization or are they just nominal groups? How do the team members organize and align themselves?
Start with your Shared Values: Consider financial and HR systems as well as communications and document storage. Is decision making and controlling centralized or decentralized?
What are the main systems that run the organization? How is strategy adjusted for environmental issues? Placing Shared Values in the middle of the model emphasizes that these values are central to the development of all the other critical elements.
How to Use the Model Now you know what the model covers, how can you use it? Where are the lines of communication? So, the model can be used to help identify what needs to be realigned to improve performance, or to maintain alignment and performance during other types of change.
The end result of better performance will be worth it. Are they consistent with your structure, strategy, and systems? Click here to download our McKinsey 7-S Worksheet, which contains a matrix that you can use to check off alignment between each of the elements as you go through the following steps: Style Staff "Hard" elements are easier to define or identify and management can directly influence them: The original vision of the company was formed from the values of the creators.
How do the various departments coordinate activities? Do they support one another? For similar approaches to this, see our articles on the Burke-Litwin Change Model.
What positions or specializations are represented within the team? What internal rules and processes does the team use to keep on track? Whatever the type of change — restructuring, new processes, organizational merger, new systems, change of leadership, and so on — the model can be used to understand how the organizational elements are interrelated, and so ensure that the wider impact of changes made in one area is taken into consideration.
Then look at the hard elements. If not, what needs to change? Changing your organization probably will not be simple at all!The McKinsey 7-S model shows why you can't change any one aspect of an organization in isolation.
Find out what the Ss stand for, and how to use the model. Use the 7S Framework when things aren't quite working in harmony.
one that has persisted is the McKinsey 7-S framework. Developed in the early s by Tom Peters and Robert Waterman.
7S Mckinsey Walmart. since its architecture will determine the path that the company will go through to reach their goals. Many ways to do this kind of analysis exist and are used world widely, but the ones that are able to give the best results are, in my opinion.
Walmart McKinsey 7S framework illustrates the ways in which seven elements of businesses can be aligned to increase effectiveness. According to the framework strategy, structure and systems represent hard elements, whereas shared values, skills, style and staff are soft elements. The McKinsey 7S framework if fallowed then Wal-Mart would continue to dominate the market.
Recommendations for when I would choose this model to address organizational change- I.
For organizational alignment or performance improvement II.Download