The McKinsey 7S framework outlines seven internal aspects of an organization that need to be aligned for it to be successful. The seven factors are grouped into "hard" elements - strategy, structure, and systems, and "soft" elements - shared values, style, staff, and skills. Strategy refers to the organization's plan to gain competitive advantage. Structure outlines reporting relationships. Systems are daily processes. Shared values are core cultural values. Style is leadership approach. Staff are employee capabilities. Skills are employee competencies. The framework can be used to improve performance, implement strategies, and determine organizational alignment.

1. THE MCKINSEY’S 7S FRAMEWORK

2. Introduction
• Seven internal aspects of an organization that
need to be aligned if it is to be successful.
• Improve the performance of a company.
• Determine how best to implement a proposed
strategy.

3. The Model

4. The Model
Hard Elements Soft Elements
Strategy Shared Values
Style
Structure
Staff
Systems Skills

5. Hard Elements
• Strategy: the plan devised to maintain and
build competitive advantage over the
competition.
• Structure: the way the organization is
structured and who reports to whom.
• Systems: the daily activities and procedures
that staff members engage in to get the job
done.

6. Soft Elements
• Shared Values: core values of the company
that are evidenced in the corporate culture
and the general work ethic.
• Style: the style of leadership adopted.
• Staff: the employees and their general
capabilities.
• Skills: the actual skills and competencies of
the employees working for the company.

7. Strategy
• What is our strategy?
• How do we intend to achieve our objectives?
• How do we deal with competitive pressure?
• How is strategy adjusted for environmental
issues?

8. DABUR INDIA LTD -BUSINESS DIVISIONS

9. CCD –HAIR OILS CATEGORY

10. CCD –SHAMPOO CATEGORY

11. CCD –ORAL CARE CATEGORY

12. CONSUMER HEALTH DIVISION

13. FOODS BUSINESS DIVISION

14. Growth Strategy

15. Structure
• What is the hierarchy?
• How do the various departments coordinate
activities?

16. Organizational structure in a Sales
Organization

17. Systems
• Where are the controls and how are they
monitored and evaluated?
• What internal rules and processes does the
team use to keep on track?

18. Misconducts on the job (to be dealt
with seriously)
• Sleeping on the job
• Using another person's identity card or permitting another
person to use your identity card to enter company premises
• Bribery
• Theft of company property and/or a fellow employee's
property
• Willful damage to property in the employer's charge
• Consumption of liquor or alcoholic beverage or habit
forming drugs on company premises
• Absence from work without permission or without
reasonable cause

19. Shared Values
• What are the core & fundamental values ?
• What is the corporate/team culture?

20. Shared Values @
• OWNERSHIP
This is our company. We accept personal responsibility, and accountability to meet
business needs.
• PASSION FOR WINNING
We are determined to be the best at doing what matters most.
• CONSUMER NEEDS
We have superior understanding of consumer needs and develop products to fulfill them
better.
• TEAM WORK
We work together on the principle of mutual trust & transparency in a boundary-less
organization.
• INTEGRITY
We are honest with consumers, with business partners and with each other.

21. Style:
• How participative is the
management/leadership style?
• How effective is that leadership?

22. Leadership Styles

23. Staff
• What positions or specializations are
represented within the team?
• What positions need to be filled?
• Are there gaps in required competencies?

24. Skills
• Do the current employees/team members
have the ability to do the job?
• Are there any skills gaps?
• How are skills monitored and assessed?

25. Young Managers
Development Programme (YMDP)
• OBJECTIVES
• 1. To groom managers of tomorrow.
• 2. To instill a sense of camaraderie and
develop a vibrant and progressive culture

26. SALES & MARKETING
TRAINEES
• Preparation of sales plan
• Fundamental understanding of sales structure
and systems
• Leadership skills
• Team development
• Communication
• Motivation
• Implementing brand plan
• Understand working of Ad agency

27. ENGINEER TRAINEES
• Knowledge of production process
• Understanding logistics and its complexities
• Wastage identification in distribution system
• Inter-departmental coordination
• Written and verbal communication skills
• Negotiation skills

28. CONCEPT OF MARKETING WARFARE
STRATEGIES

29. Marketing Warfare
• Simply think of competitors as the enemy .
• Attack or keep innovating depending on your
position in the strategic square.
• Never hesitate to destroy competition or else
U will be a part of history.

30. Marketing Warfare
Defensive Warfare Offensive Warfare
Is what market leaders wage Is strategy for No.2 or No.3 in a
category
Flanking Warfare Guerilla Warfare
Smaller or new players that Is often the land of smaller
are trying to get a foothold companies
in a category by avoiding
the main battle.

31. Objectives
• Number 1 firm: market domination
• Number 2 & 3 firm: increased market share
• Number 4 to 6 firm: profitable survival
• Rest: survival

32. Principles of DEFENSIVE Warfare
Defensive Principle No. 1
• Only the market leader should consider playing
defense
Defensive Principle No. 2
• The best defensive strategy is the courage to attack
yourself
• Strengthen your position by introducing new
products & services that obsolete your existing ones

33. Principles of DEFENSIVE Warfare
Defensive Principle No. 3
• Strong competitive moves should always be
blocked.
• It’s better to take business away from yourself
than have someone else do it for you.

34. Principles of OFFENSIVE Warfare
Offensive Principle No. 1
• The main consideration is the strength of the leader’s
position
Offensive Principle No. 2
• Find a weakness in the leader’s strength and attack at that
point

35. Principles of FLANKING Warfare
Flanking Principle No. 1
• A good flanking move must be made into an
uncontested area
Flanking Principle No. 2
• Tactical surprise ought to be an important element
of the plan

36. Principles of GUERRILLA Warfare
• Appropriate for the other 96 organizations in an 100
organization market
Guerrilla Principle No. 1
• Find a segment of the market small enough to defend
• It could be small in volume or small geographically or in
some other aspect difficult for a larger company to attack

37. Principles of GUERRILLA Warfare
Guerrilla Principle No. 2
• No matter how successful you become, never act like
the leader
Guerrilla Principle No. 3
• Be prepared to bug out at a moment’s notice

38. THANK YOU