McKinsey 7S Framework - Revision history

User at 01:53, 26 April 2023

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CIO Desk Reference

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 == What is the McKinsey 7-S Framework ==
-The '''McKinsey 7-S Model''' is a change framework based on a company’s organizational design. It aims to depict how change leaders can effectively manage [[Organizational Change|organizational change]] by strategizing around the interactions of seven key elements: structure, strategy, system, shared values, skill, style, and staff.
+The '''McKinsey 7-S Model''' is a change framework based on a company’s organizational design. It aims to depict how change leaders can effectively manage organizational change by strategizing around the interactions of seven key elements: structure, strategy, system, shared values, skill, style, and staff.
 The model highlights that there exists a domino effect when any one element is transformed to restore effective balance. The central placement of shared values emphasizes that a strong change culture impacts all the other elements to drive change.<ref>[https://whatfix.com/blog/mckinsey-7s-model/ Defining the McKinsey 7S Model]</ref>
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 ==See Also==
+[[Organizational Change]]

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 == What is the McKinsey 7-S Framework ==
-The '''McKinsey 7-S Model''' is a change framework based on a company’s organizational design. It aims to depict how change leaders can effectively manage organizational change by strategizing around the interactions of seven key elements: structure, strategy, system, shared values, skill, style, and staff.
+The '''McKinsey 7-S Model''' is a change framework based on a company’s organizational design. It aims to depict how change leaders can effectively manage [[Organizational Change|organizational change]] by strategizing around the interactions of seven key elements: structure, strategy, system, shared values, skill, style, and staff.
 The model highlights that there exists a domino effect when any one element is transformed to restore effective balance. The central placement of shared values emphasizes that a strong change culture impacts all the other elements to drive change.<ref>[https://whatfix.com/blog/mckinsey-7s-model/ Defining the McKinsey 7S Model]</ref>

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-== Advantages and Disadvantages of the McKinsey 7S Framework<ref>[https://corporatefinanceinstitute.com/resources/management/mckinsey-7s-model/ Advantages and Disadvantages of the McKinsey 7S Framework] ==
+== Advantages and Disadvantages of the McKinsey 7S Framework <ref>[https://corporatefinanceinstitute.com/resources/management/mckinsey-7s-model/ Advantages and Disadvantages of the McKinsey 7S Framework]</ref> ==
 <u>''Advantages of the Model''</u><br />
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-===References===
+==See Also==
 <references/>

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 It is considered a longstanding theory, with numerous organizations adopting the model over time.
-<u>''Disadvantages of the Model''</u>
+<u>''Disadvantages of the Model''</u><br />
 It is considered a long-term model.
 With the changing nature of businesses, it remains to be seen how the model will adapt.

← Older revision		Revision as of 16:47, 29 November 2022
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	====Further Reading====		====Further Reading====
	[http://www.mckinsey.com/spContent/Enduring%20IdeasV2/index.html#2472097023001?sid={A33BD7BC-F25A-4E9B-A7FA-9317110C7B33}&pid={0AFB2116-2539-4238-A6DB-1AB7CC7C6E00} Enduring Ideas: The 7-S Framework]		[http://www.mckinsey.com/spContent/Enduring%20IdeasV2/index.html#2472097023001?sid={A33BD7BC-F25A-4E9B-A7FA-9317110C7B33}&pid={0AFB2116-2539-4238-A6DB-1AB7CC7C6E00} Enduring Ideas: The 7-S Framework]
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		+	__NOTOC__

← Older revision		Revision as of 00:17, 23 July 2022
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	====Further Reading====		====Further Reading====
	Enduring Ideas: The 7-S Framework [http://www.mckinsey.com/spContent/Enduring%20IdeasV2/index.html#2472097023001?sid={A33BD7BC-F25A-4E9B-A7FA-9317110C7B33}&pid={0AFB2116-2539-4238-A6DB-1AB7CC7C6E00} McKinsey&Company]		Enduring Ideas: The 7-S Framework [http://www.mckinsey.com/spContent/Enduring%20IdeasV2/index.html#2472097023001?sid={A33BD7BC-F25A-4E9B-A7FA-9317110C7B33}&pid={0AFB2116-2539-4238-A6DB-1AB7CC7C6E00} McKinsey&Company]
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−	*[http://www.cioindex.com/article/articleid/865/it-strategy-organisational-capability-analysis-frameworks IT Strategy: Organisational Capability Analysis Frameworks]

← Older revision		Revision as of 21:56, 25 April 2022
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−	~~===CIO Desk Reference===~~
−	~~(Relevant content on this topic in the CIO Toolkit on CIO Index)~~
	*[http://www.cioindex.com/article/articleid/865/it-strategy-organisational-capability-analysis-frameworks IT Strategy: Organisational Capability Analysis Frameworks]		*[http://www.cioindex.com/article/articleid/865/it-strategy-organisational-capability-analysis-frameworks IT Strategy: Organisational Capability Analysis Frameworks]

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 ===CIO Desk Reference===
 (Relevant content on this topic in the CIO Toolkit on CIO Index)
-*IT Strategy: Organisational Capability Analysis Frameworks [http://www.cioindex.com/article/articleid/865/it-strategy-organisational-capability-analysis-frameworks CIO Index]
+*[http://www.cioindex.com/article/articleid/865/it-strategy-organisational-capability-analysis-frameworks IT Strategy: Organisational Capability Analysis Frameworks]

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-Developed in the early 1980s by Tom Peters and Robert Waterman of McKinsey & Company, is a [[management]] [[model]] (7S [[Framework]]), the basic premise of which is that there are seven internal aspects of an [[organization]] that need to be aligned for it to be successful.
+Developed in the early 1980s by Tom Peters and Robert Waterman of McKinsey & Company, is a management model ('''7S Framework'''), the basic premise of which is that there are seven internal aspects of an [[organization]] that need to be aligned for it to be successful.
 The '''7S Model''' can be used in a wide variety of situations where an alignment perspective is useful, for example, to help you:
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 **Skills - The organization's core competencies and distinctive capabilities.
 **Staff - Organization's human resources, demographic, educational and attitudinal characteristics.
-**Style - Typical behaviour patterns of key groups, such as managers, and other professionals.
+**Style - Typical behavior patterns of key groups, such as managers, and other professionals.