MC Kinsey'S 7S Framework: Seminar Report ON
MC Kinsey'S 7S Framework: Seminar Report ON
MC Kinsey'S 7S Framework: Seminar Report ON
ON
MC KINSEY’S 7S FRAMEWORK
SUBMITTED TO
DR. P. MOHAN
PROFESSOR
DCMS
SUBMITTED BY
NEETHU BALAKRISHNAN
VIJILA P.J.
DCMS
CONTENTS
PAGE
SL.NO: PARTICULARS
NO:
1. ABSTRACT 1
2. INTRODUCTION 2
3. LITERATURE REVIEW 3
6. REFERENCES 12
ABSTRACT
McKinsey's 7S Model was created by the consulting company McKinsey and
Company in the early 1980s. Since then it has been widely used by practitioners
each of the seven components of the model and the links between them. It also
includes practical guidance and advice to analyze organizations using this model.
The McKinsey 7S model was named after a consulting company, McKinsey and
business. The seven variables, which the authors term "levers", all begin with the
letter "S".
INTRODUCTION
The McKinsey 7S model can be applied to elements of a team or a project as well.
The alignment issues apply, regardless of how you decide to define the scope of
The 7 s model is useful for three purposes, firstly, as an expository device, it helps
along each of the seven dimensions, thereby identifying organizations strength and
managers change the attributes of the corporate culture which they consider vital to
LITERATURE REVIEW
Developed in the early 1980s by Tom Peters and Robert Waterman, two
consultants working at the McKinsey & Company consulting firm, the basic
premise of the model is that there are seven internal aspects of an organization 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
strategies. Peters and Waterman (1982) call strategy and structure the “hardware”
of organization and suggest that the software, style, systems, staff, skills and
shared value are often ignored by the corporate strategists. Athos and Pascale
(1981) call structure, strategy and systems “the hard S “and staff, skill, style and
shared value the “soft S”.They argue that “the four soft” elements can no, longer
be regarded as frosting on the corporate cake. They are indispensable parts of any
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. Whatever the type of change - restructuring, new processes,
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.
Structure Skills
Systems Style
Staff
"Hard" elements are easier to define or identify and management can directly
influence them: These are strategy statements; organization charts and reporting
"Soft" elements, on the other hand, can be more difficult to describe, and are less
tangible and more influenced by culture. However, these soft elements are as
The way the model is presented in Figure 1 below depicts the interdependency of
the elements and indicates how a change in one affects all the others.
6
Let's look at each of the elements specifically:
Strategy:
well thought through and often practically rehearsed. Thus, strategy is designed to
transform the firm from the present position to the new position described by
7
Structure:
It’s the way the organization is structured and who reports to whom
the company often dictates the way it operates and performs. Traditionally,
structure where the work is done in teams of specialists rather than fixed
departments. The idea is to make the organization more flexible and devolve
management layers.
Systems:
It’s the daily activities and procedures that staff members engage in to get
the job done. Every organization has some systems or internal processes to
8
Support and implement the strategy and run day-to-day affairs. For example,
higher management level and there are various and sometimes unnecessary
their process by innovation and use of new technology to make the decision-
possible.
Style/Culture:
It’s the style of leadership adopted All organizations have their own distinct
culture and management style. It includes the dominant values, beliefs and
norms which develop over time and become relatively enduring features of
the organizational life. It also entails the way managers interact with the
employees and the way they spend their time. The businesses have
9
traditionally been influenced by the military style of management and
culture where strict adherence to the upper management and procedures was
Staff:
made up of humans and it's the people who make the real difference to the
importance of human resources has thus got the central position in the
strategy of the organization, away from the traditional model of capital and
land. All leading organizations such as IBM, Microsoft, Cisco, etc put
extraordinary emphasis on hiring the best staff, providing them with rigorous
training and mentoring support, and pushing their staff to limits in achieving
10
important for the organization to instill confidence among the employees
When the model was first developed, these are the core values of the
company that are evidenced in the corporate culture and the general work
ideas or guiding concepts around which the business is built. This may be to
as a coherent team and are important to keep the team spirit alive. The
organizations with weak values and common goals often find their
employees.
Skills:
It refers to the actual skills and competencies of the employees working for
the company.
11
SUMMARY AND SUGGESTION
The McKinsey 7Ss model is one that can be applied to almost any organizational
identified by this classic model. Once these inconsistencies are revealed, you can
work to align the internal elements to make sure they are all contributing to the
The process of analyzing where you are right now in terms of these elements is
worthwhile in and of itself. But by taking this analysis to the next level and
determining the ultimate state for each of the factors, you can really move your
It is noted that the softer components of the model are difficult to change and are
culture and overcoming the staff resistance to changes, especially the one that
alters the power structure in the organization and the inherent values of the
12
REFERENCES
1. http://www.mindtools.com/pages/article/newSTR_91.htm
PUBLICATIONS ,1985
3. http://www.valuebasedmanagement.net/methods_7S.html
4. http://university-essays.tripod.com/mckinsey_7s_framework.html
5. http://www.mckinseyquarterly.com/Enduring_ideas_The_7-
S_Framework_2123
6. http://en.wikipedia.org/wiki/McKinsey_7S_Framework