Send the link below via email or IMCopy
Present to your audienceStart remote presentation
- Invited audience members will follow you as you navigate and present
- People invited to a presentation do not need a Prezi account
- This link expires 10 minutes after you close the presentation
- A maximum of 30 users can follow your presentation
- Learn more about this feature in our knowledge base article
Do you really want to delete this prezi?
Neither you, nor the coeditors you shared it with will be able to recover it again.
Make your likes visible on Facebook?
You can change this under Settings & Account at any time.
McKinsey’s 7s Model
Transcript of McKinsey’s 7s Model
STRUCTURE IS NOT ORGANIZATION
“Diagnosing and solving organizational problems mean looking not merely to structural reorganization for answers but to a framework that includes structure and several factors.”
Management consultants and co-leader of McKinsey’s Organizational Effectiveness practice, Robert H. Waterman and Thomas J. Peters developed the 7S Framework
“In the Search of Excellence”
They were also the ones who developed “Management by Walking Around”
Objective of the Model
To analyze how well an organization is positioned to achieve its intended objective
Improve the performance of a company by identifying the strengths and weaknesses of the organization.
Understand the core and most influential factors. Examine the likely effects of future changes within a company.
Align departments and processes
Determine how best to implement a proposed strategy
McKinsey’s 7s Model
The Hard S’s
The hard elements are factual and easy to identify. They can be found in strategy statements, corporate plans, organization charts, and other documentation
The Soft S’s
STYLE STAFF SKILLS SHARED VALUES
The soft elements are difficult to describe since they are continuously developing and changing. They are highly determined by the people at work in the organization.
Plans for the allocation of a firms scarce resources over time to reach identified goals
Plans of action an organization prepares in response to, or anticipation of, changes in its external environment
Represents how the company is organized
Refers to how organization's units relate to each other: centralized; decentralized; matrix, network
Refers to the formal and informal procedures that govern everyday activity, covering everything from management information systems, through to the systems at the point of contact with the customer (e.g. retail systems, call center systems)
Refers to the company's people resources and how they are developed, trained and motivated
Selection, reward, recognition, retention, motivation and assignment to appropriate work are all key issues here
Refers to the employees shared and common way of thinking and behaving - unwritten norms of behaviour and thought
Refers to the distinctive capabilities of personnel or of the organization as a whole which are needed to effectively execute the company’s vision, values, goals and strategies
Shared Values (Superordinate Goals)
The interconnecting center of McKinsey's model
Set of traits, behaviors, and characteristics that the organization believes in
Include the organization’s mission and vision
APPLICATION ON ST. IGNATIUS REALTY & DEV'T CORP