Organisational behaviour
McKinsey 7S
A company ‘health check’ audit tool.
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McKinsey 7S vs The McKinsey 7S framework
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Strategy
The McKinsey 7S framework
The McKinsey 7S framework is a simple but powerful way of describing the key elements of a business organisation.
Read articleChoice logic
Use this when.
To conduct an organisational health and alignment review.
Diagnose and improve overall organisational performance.
Extracted signals
Strengths, limits, and pitfalls.
McKinsey 7S
- Focus on the connections between elements. The strongest insight is usually not that one element is weak, but that a strategic promise is contradicted by structure, systems, skills or leadership behaviour.
- Apply the framework to a defined strategic outcome, not to the organisation in the abstract.
Watch for
- Do not reduce the exercise to seven independent checklists or assume internal alignment guarantees success. Strategy must also fit customers, competitors and the wider environment.
The McKinsey 7S framework
- Use 7S as an alignment checklist at the beginning and end of a change plan, then investigate the few elements and dependencies that matter most.
- Define the seven elements with evidence:
- Strategy: the choices and actions intended to build and sustain advantage.
Watch for
- Do not launch simultaneous initiatives for every element. Maintain a whole system view while phasing change into a sequence people can execute.
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Application bridge
Related templates.
Change Planning ChecklistChange Planning Checklist Purpose. Use this checklist to design a change around three conditions: people must understand what to do, care enough to begin and continue, and operate in an environment that supports the new behaviour. Application. Complete all three sections before selecting the smallest coherent set of actions to implement. Completion discipline. Complete the prompts with the people Change Request FormChange Request Form Purpose. Use this form to capture a proposed programme-level change before evaluation and decision. Application. Submit one form for each distinct request, assign a unique identifier and connect it with the change request log. Component teams should follow their own control process and escalate changes whose effects extend to programme strategy, benefits, scope, schedule, cost,Contract Closeout ReportContract Closeout Report Purpose. Use this report to consolidate the evidence needed for a programme contract's formal closeout. It brings together deliverable decisions, schedule and budget results, changes, issues, risks, resource constraints, final performance-review conclusions and procurement lessons in one retrievable record. Application. Supplier performance reports and the programme team'sContract Closure ProcedureContract Closure Procedure Purpose. Use this procedure to close a programme contract only after confirming that contractual duties, deliverable decisions, financial obligations, unresolved matters and records have been addressed. The signed closeout record should show what was accepted or rejected, what remains subject to follow-up and who authorised closure. Application. The contract and applicab