The McKinsey 7S Framework is a management model developed by well-known business consultants Robert H. Waterman, Jr. and Tom Peters in the 1980s. This was a strategic vision for groups, to include businesses, business units, and teams.

1. How 7S Mckinsey Model related to
Organization Culture?
Guided By: Prof. Vijayan P
Managing Groups for Organizational Performance
PPT-2

2. HISTORY
• Developed in the early 1980s by Tom Peters and Robert Waterman
• The basic premise of the model is that there are seven internal aspects of an
organization that need to be aligned if it wats to be successful.
Source:Wikipedia

3. Where 7S model can be
used?
• To improve the performance of a company.
• To examine the likely effects of future changes within a company.
• To align departments and processes.
• To determine what is the best way to implement a proposed strategy.
Source:Wikipedia

4. Visual Representation of the Model
Source:Getty Image

5. The Seven Elements
Hard elements Soft elements
Strategy Shared values
Structure Skills
Systems Style
Staff
"Hard" elements are easier to define or identify and management can directly
influence them: These are strategy statements; organization charts and
reporting lines; and formal processes and IT systems.
"Soft" elements, on the other hand, can be more difficult to describe, and are
less tangible and more influenced by culture. However, these soft elements are
as important as the hard elements if the organization is going to be successful.

6. 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.
Source:Wikipedia

7. SOFT ELEMENTS
 Shared Values: these are the 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
Source:Wikipedia

8. WHY SHARED VALUE IN THE MIDDLE OF THE
MODEL?
• Emphasizes that values are central to the development
of all other critical elements.
• The company’s structure, strategy,systems, style,
staff,skills all stem from why the organisation was
originally created,and what it stands for.
• The original vision of the company was formed from the
values of the creators. As the values change, so do all
the other elements.

9. 7S
&
ORGANIZATION
CULTURE

10. Hard Elements
Strategy –
What is the organization’s strategy seeking to accomplish?
How does the organization plan to use its resources and capabilities to deliver that?
What is distinct about this organization?
How does the organization compete?
How does the organization adapt to changing market conditions?
Structure –
How is the organization organized?
What are the reporting and working relationships ?
How do the employees align themselves to the strategy?
How are decisions made? Is it based off of centralization, empowerment, decentralization or other
approaches?
How is information shared (formal and informal channels) across the organization?
Systems –
What are the primary business and technical systems that drive the organization?
What and where are the system controls?
How is progress and evolution tracked?
What internal rules and processes does the team utilize to maintain course?
Source: Whitt Blog.

11. Staff
Number of Employees
Recruitment & Training
Motivation & Reward
Skills
Abilities
Capabilities
Competencies
1.
• What positions are represented within
the team?
2.
• What positions need to be filled?
3.
• Are there gaps in required
competencies?
1.
• What are the strongest skills represented within
the company?
2.
• What is the company known for doing well?
3.
• Do the current employees have the ability to
do the job?
Staff Skills
Source: Whitt Blog.

12. 7-s Framework of TATA steel
 System used for completion of
work in TATA steel limited
 Simplified and easy application one
window concept (high customer
focus)
 Timely payment
 Evaluate performance, Personal
feedback
 Nomination form for the nominee
given to employee in advance to
avoid any hassle of payment to
family members in the event of death
 Strategy
 Strengthen Indian operations
 Seek and maintain control over raw
material
 Focus on high growth in emerging
markets and pricing stability in
developed markets
 Increasing focus on High value
added steel products
Source: Mindtools Website

13. 7-s Framework of TATA steel
 Skills in TATA steel limited
 Open and collaborative leadership
 Develop climate of trust and
openness
 Making employees aware of
business
 Educate employees on investment
plans/ housing plans/post retiremet
life style plans
 Shared values
 Excellence
 Understanding
 Responsibility
 Integrity
 Unity
Source: Mindtools Website

14. ADVANTAGES & DISADVANTAGES
ADVANTAGES
 Determines how best to implement a proposed startegy.
 Guides organisational change
 Combines rational and hard elements with emotional and soft
elements.
DISADVANTAGES
 The external environment is not mentioned in the model.
 The notion of performance or effectiveness is not made explicit in the
model.

15. Presented By:-
 Rachna Kumari
 Vaibhav Gaikwad
 Harshal Lande
 Tapender Kumar
 Aakash Mutkule
 Preetesh Bhandari