The McKinsey 7S Framework is a management model developed by business consultants Robert Waterman Jr. and Tom Peters in the 1980s. The 7 S’s are Structure, Strategy, Structures, Skills, Style, Staff and Shared values.
Most commonly, the model is used as an organizational analysis tool to analyze and track changes in an organization's internal situation. The model is based on the premise that these seven components need to be balanced and mutually reinforcing for an organization to function well.
The model can also be used to assess what needs to be realigned in order to boost performance or preserve alignment (and performance) during other forms of transition.
- 7s Factors
- What is McKinsey 7s Model used for
- When to use McKinsey 7s Model
- Using the Tool
- Example of McKinsey 7s Model
- McKinsey 7s Model tips
- Benefits and Limitations of McKinsey 7s Model
The McKinsey 7s model was developed with the aid of Richard Pascale and Anthony G. Athos by McKinsey consultants Tom Peters, Robert Waterman and Julien Philips in the 1980s.
The model has been widely used by practitioners and scholars since its introduction and remains one of the most influential strategic planning methods. It sought to present a focus on human resources (Soft S), as a key to higher organizational efficiency, rather than the conventional mass production tangibles of money, facilities and equipment.
The purpose of the model was to illustrate how the company's seven elements: structure, strategy, skills, staff, style, systems, and shared values can be aligned together to achieve productivity in a company.
The key point of the model is that all seven areas are interconnected, and for the rest of an organization to work efficiently, a change in one area needs change.