Strategy
The 7S framework (McKinsey)
McKinsey’s 7S Framework likewise stresses the need for harmony, but between seven different elements in a successful organisation.
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The 7S framework (McKinsey) 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.
Use it to diagnose a strategy or performance gap without limiting the discussion to structure and other visible ‘hard’ factors.
Diagnose and improve overall organisational performance.
Extracted signals
Strengths, limits, and pitfalls.
The 7S framework (McKinsey)
- Analyse the hard and soft elements together, then prioritise the few misalignments most likely to obstruct strategy execution.
- Review three relatively ‘hard’ elements:
- Strategy – the choices that define where and how the organisation intends to win.
Watch for
- The framework improves the questions, not the answers. Culture, values and capability usually change more slowly than a strategy document.
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 Program MandateProgram Mandate Purpose. Use the mandate to state why an approved programme belongs in the organization's portfolio and to carry its strategic intent into formal initiation. It summarizes the vision, objectives, benefits, boundaries, resources, exposure and governance expected before detailed definition begins. Application. The sponsor normally prepares the mandate after the business case, with inContract 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 applicabRisk Management Planning Meeting AgendaRisk Management Planning Meeting Agenda Purpose. Use this agenda to engage the right stakeholders in defining how the programme will identify, assess, respond to and monitor both threats and opportunities. Application. The meeting should produce the decisions and assignments needed to complete or update the programme risk management plan and risk register. Completion discipline. Circulate the agen