The McKinsey 7S Framework is a management model developed by well-known business consultants Waterman and Peters (who also developed the MBWA-- "Management By Walking Around" motif, and authored "In Search of Excellence") in the 1980s. This was a strategic vision for groups, to include businesses, business units, and teams. The 7S are structure, strategy, systems, skills, style, staff and shared values. The model is most often used as a tool to assess and monitor changes in the internal situation of an organisation. The model is based on the theory that, for an organization to perform well, these seven elements need to be aligned and mutually reinforcing. 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. 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. You can use the 7S model to help analyze the current situation (Point A), a proposed future situation (Point B) and to identify gaps and inconsistencies between them. It's then a question of adjusting and tuning the elements of the 7S model to ensure that your organization works effectively and well once you reach the desired endpoint. Sounds simple? Well, of course not: Changing your organization probably will not be simple at all! Whole books and methodologies are dedicated to analyzing organizational strategy, improving performance and managing change. The 7S model is a good framework to help you ask the right questions – but it won't give you all the answers. For that you'll need to bring together the right knowledge, skills and experience. When it comes to asking the right questions, we've developed a Mind Tools checklist and a matrix to keep track of how the seven elements align with each other. Supplement these with your own questions, based on your organization's specific circumstances and accumulated wisdom.
Bloomsbury Business Library - Business & Management Dictionary; 2007, p4719-4719, 1p Abstract:
A definition of the term McKinsey 7-S framework is presented. It refers to a model for identifying and exploiting an organization's human resources in order to create competitive advantage. The McKinsey 7-S framework was developed by McKinsey consultants, including Tom Peters and Robert H. Waterman, with the academic partnership of Richard Pascale and Anthony G. Athos in the early 1980s. general management
a model for identifying and exploiting an organization's human resources in order to create competitive advantage. The McKinsey 7-S framework was developed by McKinsey consultants, including Tom Peters and Robert H. Waterman, with the academic partnership of Richard Pascale and Anthony G. Athos in the early 1980s. It sought to present an emphasis on human resources, rather than the traditional mass production tangibles of capital, infrastructure, and equipment. The 7-Ss are: Structure, Strategy, Skills, Staff, Style, Systems, and Shared values core values . Source:
McKinsey Quarterly; 2008, Issue 1, p112-112, 1p
Classic McKinsey frameworks that continue to inform management thinking When introduced in the late 1970s, the 7-S framework was a watershed in thinking about organizational effectiveness. A previous focus of managers was on organization as structure--who does what, who reports to whom, and the like. As organizations grew in size and complexity, the more critical question became one of coordination. Featured in the book In Search of Excellence, by former McKinsey consultants Thomas J. Peters and Robert H. Waterman, the framework maps a constellation of interrelated factors that influence an organization's ability to...