To identified the used of 7S MC Kinsey in the organization. This will discuss about the soft and the hard factor inside management.

1. Samini Ferdous a/p Sandrakantham
Peunding Latihan Kanan
Kluster Pengajian Pembangunan dan Inovasi
samini@intanbk.intan.my
INTAN JALAN ELMU
7’S MCKINSEY
MODEL
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KURSUS MANAGEMENT
DIAGNOSTIC TOOLS

2. SCOPE
• Introduction
• Purpose of using 7’S McKinsey Framework in
strategic planning in an organisation
• Hard elements of 7’S McKinsey Framework
• Soft elements of 7’S McKinsey Framework
• Conclusion
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3. OBJECTIVE
At the end of the session :
• To be able to explain the seven elements in 7’S
McKinsey Framework
• To distinguish the hard elements and soft elements
in an organisation based on 7’S McKinsey
Framework
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4. INTORDUCTION
• It was first mentioned in "The Art Of Japanese
Management" by Richard Pascale & Anthony Athos in
1981
• Taken up as Organizational Analysis Tool by the global
management consultancy company McKinsey.
• Monitor changes in the internal situation of the
organization
• It describes how one can holistically and effectively
organize a company. Together these factors determine
the way in which a corporation operates
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5. MCKINSEY'S 7S FRAMEWORK
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6. PURSPOSE OF 7’S MCKINSEY TOOL
IMPROVE
EXAMINE
ALLIGN
DETERMINE
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7. THE HARD SS & SOFT SS
Strategy
Structure
System
Shared Values
Skills
Staff
Style
HARD Ss SOFT Ss
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8. STRATEGY
 ..Best marketing strategy ever! Steve Jobs Think different - Crazy ones speech (with real subtitles)(1).mp4
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9. STRATEGY
 Plans or course of action for the allocation of a
firms scarce resources, over time, to reach
identified goals , eg. environment, competition,
customers
Searching Questions :
 What are our strategic objectives?
 Do we really understand our strategies?
 How can we compete? (niche, making ourselves be
more competitive)
 How to satisfy our customers/stakeholders ?
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10. STRUCTURE
 Organization’s structure, hierarchy and coordination,
including division and integration of tasks and activities
- centralized;
- functional divisions (top-down);
- decentralized (the trend in larger organizations);
- matrix
Searching Questions :
 What is the organisation structure?
 How do the teams work together ?
 What is the quality of communication?
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11. SYSTEMS
 Primary and secondary processes that the
organization employs to get things done
 The procedures, processes and routines that
characterize how important work is to be done:
- Operational system
- Computer system
- Human Resource System
- Financial System
Searching Questions :
 What are the main systems used ?
 How do we monitor and measure the systems?
 What are the process used ?
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12. SHARED VALUES
 ..Creating Shared Value - One Day Worldwide.mp4
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13. SHARED VALUES
 Is the interconnecting center of McKinsey's
model
 Core beliefs and expectations that people have
in the organization
 Organisation culture practice and attitudes.
Searching Questions :
 What are the values we keep to within the
organisation?
 What is the corporate culture?
 What is the strength of the culture?
 How are we communicating those values? 13

14. STYLE
 Unwritten yet intangible evidence of how management
really sets priorities and spends its time
 Cultural style of the organization and how key managers
behave in achieving the organization’s goals.
 Management Styles
Searching Questions :
 What style does the management team adopt?
 How effective it is?
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15. STAFF
 Numbers and types of personnel within the organization.
 Collective presence of the people in the organization &
their general capabilities
Searching Questions :
 How staffs play their roles and support the
organization?
 The right people in the right places?
 What development do they need?
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16. SKILLS
 Organizational capabilities; credibility, image, influence
 Distinctive capabilities of personnel or of the
organization as a whole. Core Competencies
Searching Questions :
 What are the strongest skill we have in the
organisation?
 What skill gaps are there?
 Do we have staffs who do the job competently?
 How do we measure and reward success?
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17. Determines how best to study the strengths and
weaknesses of an organisation
Can be applied to almost any organizational or team
effectiveness issue
Guides organizational change or improvement in
terms of the strategies, structure & system
The hard and soft elements are interdependent – if
each aspects support each other, then the
organisation can be said to be ‘effective’
CONCLUSION
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18. CASE STUDY
DISCUSSION

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