The document discusses the McKinsey 7S framework, which analyzes organizational effectiveness using seven key elements: strategy, structure, systems, shared values, style, staff, and skills. It provides descriptions of each element, including hard elements like strategy, structure, and systems that define the organization, and softer elements like shared values, style, staff, and skills that define the organizational culture. Checklist questions are also provided for each element to help assess how well an organization is utilizing the 7S framework.

1. McKinsey 7S
model in
marketing
Your Company Name

2. genda
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Agenda
A

3. ckinsey 7S Model
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Shared
Values
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Style
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Strategy
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Structure
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Systems
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Staff
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Skills
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4. ckinsey 7S Model- Seven Elements
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1. Strategy
2. Structure
3. Systems
Hard Elements01.
1. Shared Values
2. Skills
3. Style
4. Staff
Soft Elements02.
M

5. verview – Hard S’s
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O
Shared
Values
Structure
Systems
Style
Staff
Skill
Strategy
McKinsey developed a new framework for analyzing
and improving organizational effectiveness,
the 7S model.
The 3Ss across the top of the model are described
as ‘Hard Ss’:
Strategy: The direction and scope of the company over
the long term.
Structure: The basic organization of the company, its
departments, reporting lines, areas of expertise, and
responsibility (and how they inter-relate).
Systems: Formal and informal procedure that govern
everyday activity, covering everything form management
information systems, through to the systems at the point of
contact with the customer (retail systems, call center
systems, online systems, etc).

6. www.company.com
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Checklist
Questions
S1 Strategy
What is our strategy?01.
How do we intend to achieve our objectives?02.
How do we deal with competitive pressure?03.
How are changes in customer demands dealt with?04.
How is strategy adjusted for environmental issues?05.

7. usiness Strategy Template
www.company.com
7
STRATEGIC PLAN
Purpose
To be recognized as the absolute best pressure regulation supplier to the process control industry.
2016 Focus = Growing Sales Revenues
Key Objectives
Market development Process Improvement People Development Product Development
Initiatives
▪ Expand regulator market reach
▪ Increase customer visits by
engineers
▪ Review distribution strategy
▪ Implement lean process
▪ Development/Implement supply
chain strategy
▪ Implement personal planning
process
▪ Improve communication
▪ Increase teamwork
▪ Increase quick-change regulator
line
▪ Expand range of QPRO line
Key Performance Indicators
▪ Revenue/Distributor
▪ Revenue/Month
▪ Cash to Cash Days
▪ First- Time Through%/Month
▪ % Turnover/Month
▪ % Absenteeism Month
▪ New Product Revenue/Month
B

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Checklist
Questions
S2 Structure
How is the company/team divided?01.
What is the hierarchy?02.
How do the various departments coordinate activities?03.
How do the team members organize and align
themselves?04.
Is decision making and controlling centralized or
decentralized? Is this as it should be, given what we're
doing?05.
Where are the lines of communication? Explicit and
implicit?06.

9. rganization Chart Template
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O
Peter Clark
CEO
Anita Albert
Engineer
Julie Parker
Programmer
Riya Finder
Marketing
Jasmin Carter
Editor
Jeff Smith
Manager
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Checklist
Questions
S3 System
What are the main systems that run the organization?
Consider financial and HR systems as well as
communications and document storage.01.
Where are the controls and how are they monitored
and evaluated?02.
What internal rules and processes does the team use
to keep on track?03.

11. usiness System Template
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B
01
02
03
04
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12. verview – Soft S’s
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O
Shared
Values
Strategy
Structure
Systems
Staff
Style
Skills
The 4Ss across the bottom of the model are less
tangible, more cultural in nature, and were termed
‘Soft Ss’ by McKinsey:
Skills: The capabilities and competencies that exist
within the company. What it does best.
Shared Values: The values and beliefs of the company.
Ultimately they guide employees towards ‘valued’
behavior.
Staff: The Company’s people resources and how they
are developed, trained, and motivated.
Style: The leadership approach of top management and
the company’s overall operating approach.
In combination they provide another effective
framework for analyzing the organization and its
activities.

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Checklist
Questions
S4 Shared Values
What are the core values?01.
What is the corporate/team culture?02.
How strong are the values?03.
What are the fundamental values that the company/team
was built on?04.

14. hared Values
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S
Trust and
Consideration
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Professionalism
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Cultural
Diversity
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Environmental
Consciousness
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Team
Spirits
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Customer
Satisfaction
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Checklist
Questions
S5 Style
How participative is the management/leadership style?01.
How effective is that leadership?02.
Do employees/team members tend to be
competitive or cooperative?03.
Are there real teams functioning within the organization or
are they just nominal groups?04.

16. eadership Style Template
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L
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Checklist
Questions
S6 Staff
What positions or specializations are
represented within the team?01.
What positions need to be filled?02.
Are there gaps in required competencies?03.

18. esource GAP Analysis Template
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R
RESOURCE GAP ANALYSIS
Date Of Resource Gap Analysis:
Version:
Project Name: Project Id:
Objectives Of Project:
Scope Of Project (If Defined):
Description Of Target Project
Resource Requirements
Current Available
Resources For
This Project
Gaps Identified Implications
Actions To
Address
Gaps/Next Steps
Timeline
Skills:
Tools/Equipment:
Software:
Alliances:
Process:
Practices:
Other
Considerations:

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Checklist
Questions
S7 Skills
What are the strongest skills represented within the
company/team?01.
Are there any skills gaps?02.
What is the company/team known for doing well?03.
Do the current employees/team members have
the ability to do the job?04.
How are skills monitored and assessed?05.

20. kills GAP Analysis Template
www.company.com
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Competency Behavioral
Description
Lack
Need To
Improve
Competent
Planning
Organizing
Leading/Coordinating
Controlling
S

21. ummary- Your Company's 7Ss
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Shared
Values
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Strategy
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Structure
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Systems
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Staff
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Style
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Skills
S

22. 7-S Framework
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Strategy Structure Systems
Shared
values
Style Skills Staff
Staff
Skills
Style
Shared
values
Systems
Structure
Strategy
S

23. www.company.com
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Additional
Slides

24. www.company.com
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O ur Mission

25. ur Team
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O
Marry Willis
CEO
Anita Graves
Web Designer
John Smith
Editor
Peter Arnold
Graphic Designer

26. www.company.com
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A bout Us

27. tacked Bar
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0 10 20 30 40 50 60 70 80 90 100
Jan
Feb
Mar
Apr
May
Jun
July
Product 1 Product 2 Product 3
Months
Unit Count (In Percentage)
S

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01 02 03 04
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T

29. omparison
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C
Female
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Male
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75% 55%

30. inancial
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F
15%
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Minimum
30%
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Medium
55%
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Maximum

31. www.company.com
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Quotes
A winner is a
dreamer who
never gives up
-Nelson Mandela

32. ashboard
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D
0
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100
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33. ie Chart
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P
58%23%
10%
9%
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10%
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23%
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58%
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9%

34. catter Chart
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SInPercentage%
$ (In Billions)
0
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$0 $10 $20 $30 $40 $50 $60
90

35. ocation
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L
South America
32% Asia
17%
Africa
51%

36. imeline
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T
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2014
2017
2016
2015

37. ost It Notes
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38. NEWSPAPER
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ewspaper
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N

39. uzzle
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40. tacked Column
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SProfit(Milliondollars)
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32 36 39 44
12
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2009 2010 2011 2012 2013 2014 2015 2016 2017
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Years
Product 1 Product 2

41. arget
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T
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01
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04

42. ircular
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01
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06
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43. enn
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44. ind Map
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M
0201
03
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45. atrix
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M
High Low
HighLow
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46. ego
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L
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47. taked Line With Markers
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S
Year (2017)
Profit(indollars)
$0
$1,000
$2,000
$3,000
$4,000
$5,000
DecNovOctSepAugJulJunMayAprMarFebJan

48. dea
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I
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49. ierarchy
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H
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Miller Bails
Engineer
Peter Clark
CEO
Jane Doe
Graphic Designer
Carol Parker
Editor
Marry Carol
Sales & Marketing

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Time 11:15 to 11:30 a.m.
offee BreakC

51. ine Chart
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Profit(inPercentage)
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52. agnifying Glass
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53. ar graphB
0
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2014 2015 2016 2017
Years
Sale(inPercentage)
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Product 1 Product 2

54. www.company.com
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01
02
03
04
05
40%
27%
8%
10%
15%
F unnel

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Thank You
Address
# street number, city, state
Contact Numbers:
0123456789
Email Address:
emailaddress@123.com