7s model final

7/31/2019 7S Model Final

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evolving your business

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Developed in the early 1980s by Tom Peters and RobertWaterman, two consultants working at the McKinsey &

Company consulting firm.

The McKinsey 7S Framework helps to ensure that all parts of

your organization work in harmony.

Basic premise of the model is that there are seven internalaspects of an organization that need to be aligned if it is 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:

Improve the performance of a company. Examine the likely effects of future changes within a

company.

Align departments and processes during a merger or

acquisition.

Determine how best to implement a proposed strategy.

7S Model


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Continue

Example :

Business objective of CEO:30% of market share in ePay Business.

80% of resources should be Expertise in ePay Platform.

50% of my business to be in ePay Product.

Build a core competency practice for ePay Solution.

Structure: Strategy:

Dedicatedteam ePay Market Capitalization.

E & U

Oracle

J2EE

Cuecent

ePay


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Hard Ss

Soft Ss

The 7-S Framework


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Shared values

The values and beliefs of the company. Ultimately they

guide employees towards 'valued' behavior.

What are the core values?

What is the corporate/team culture?

How strong are the values?

What are the fundamental valuesthat the company/team was built on?


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What is our strategy?

How do we intend to achieve ourobjectives?

How do we deal with competitivepressure?

How are changes in customerdemands dealt with?

How is strategy adjusted forenvironmental issues?

Strategy

The direction and scope of the

company over the long term.


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The basic organization of the company, its

departments,reporting lines, areas of expertise andresponsibility (and how they inter-relate).

How is the company/teamdivided?

What is the hierarchy?

How do the various departmentscoordinate activities?

How do the team membersorganize and align themselves?

Is decision making and controllingcentralized or decentralized? Isthis as it should be, given whatwe're doing?

Where are the lines ofcommunication? Explicit andimplicit?

Structure


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formal and informal procedures that govern everyday

activity, covering everything from management ,information systems, through to the systems at thepoint of contact with the customer (retail systems, callcenter systems,online systems, etc).

What are the main systems that run theorganization?

Where are the controls and how are theymonitored and evaluated?

What internal rules and processes does the

team use to keep on track?.

Systems


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The capabilities and competencies that exist within the

company. What it does best.

What are the strongest skills represented withinthe company/team?

Are there any skills gaps?

What is the company/team known for doing well?

Do the current employees/team members have theability to do the job?

How are skills monitored and assessed?

Skills:


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The company's people resources and how they are

developed, trained and motivated.

What positions or specializations are represented within the team?

What positions need to be filled?

Are there gaps in required competencies?

Staff


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the leadership approach of top management and the

company's overall operating approach.

How participative is the management/leadership style?

How effective is that leadership?

Do employees/team members tend to be competitive or cooperative?

Are there real teams functioning within the organization or are they justnominal groups?

Style


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7S Matrix

SharedValue

Strategy Structure System Style Staff Skills

SharedValue

Strategy

Structure

System

Style

Staff

Skills


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Orgnizational Logical Levels 7S Matrix


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7s model final

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