The document discusses the McKinsey 7S framework, which is a management model that describes 7 factors to organize a company effectively: strategy, structure, systems, shared values, skills, staff, and style. It was first mentioned in a 1981 book and developed by McKinsey consultants. The model asserts that all seven factors are interdependent and managers must consider all factors simultaneously to successfully implement strategies. The document provides definitions for each of the 7 factors and notes some limitations of the framework.

1. Presented by:-
HARSHIT KUMAR BADAL
MBA 1st Sem.(2012-14)
University:- PTU
Sub. :- PPM

2. • It was first mentioned in "The Art Of Japanese
Management" by Richard Pascale & Anthony
Athos in 1981.
• At around the same time, Tom Peters & Robert
Waterman were exploring what made a company
excellent. The 7 S model was born at a meeting of
these four authors in 1978.
• It was taken up as a basic tool by the global
management consultancy company McKinsey.

3. It is a management model that describes 7 factors to
organize a company in an holistic and effective way.
Together these factors determine the way in which a
corporation operates. Managers should take into
account all seven of these factors, to be sure of
successful implementation of a strategy. Large or
small. They're all interdependent, so if you fail to pay
proper attention to one of them, this may effect all
others as well. On top of that, the relative importance
of each factor may vary over time.

5. HARD Ss
Strategy
Structure
System
Shared Values
Skills
Staff
Style
SOFT Ss

6.  Strategy:- It is the plan or course of
action in allocating resources to
achieve identified goals over time.
 Structure:- The way people & work/
tasks are organized.
Systems:- All the processes &
information flows that links the
organization together.

7.  Shared Values:- These are the core values of
the company that are evidenced in the
corporate culture & the general work ethic.
 Style:- The way the managers behave.
 Staff:- The employees & their general
capabilities.
 Skills:- The actual skills & competencies of
the employees working for the company

8. Determines how best to implement a
proposed strategy.
Guides organizational change.
Combines rational and hard elements with
emotional and soft elements.
Managers must act on all Ss in parallel and all
Ss are interrelated.

9. The external environment is not mentioned in the
McKinsey 7S Framework.
The notion of performance or effectiveness is not
made explicit in the model.

10.  The McKinsey 7Ss model is one that can
be applied to almost any organizational or
team effectiveness issue. Inconsistency
between some of the elements can be
identified by this classic model.

11.  Conclusion The McKinsey 7S model
can be applied to elements of a team or
a project as well. The alignment issues
apply, regardless of how you decide to
define the scope of the areas you study.

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