7S model

7S model
See also
Information resources Strategic information system Organizational diagnostics Learning organization Knowledge management Change management model Strategic priorities Process owner Structure follows strategy

7S model for strategic planning and analysis was created by the McKinsey & Company. This model was proposed by Peters and Waterman in 1984, and takes into account following intangible characteristics of the organization:

• Shared values - the rules of conduct and philosophy widely known in the organization, which all employees are driven by,
• Strategy - followed by the organization,
• Structure - the formal relationship between the parts that make up the organization. It relates to the relations between business levels, branches and departments,
• Systems - that carry out specific activities, processes, or are used to solve problems in a company,
• Staffing - which means the recruitment of new employees, requirements planning and competences of already employed workers,
• Skills - capabilities of the organization and the skill level presented by members of the organization,
• Style - the treatment of members of the organization in mutual contacts and above all management style.

7S model is not a recipe for building a perfect strategy, but it is a stimulus to rethink the internal activities of the company that affect its future development.

References

• Waterman, R. H., Peters, T. J., & Phillips, J. R. (1980). The 7-S framework. Chapter, 6, 309-314.
• Waterman Jr, R. H. (1982). The seven elements of strategic fit. The Journal of Business Strategy, 2(3), 69.
• Kaplan, R. S. (2005). How the balanced scorecard complements the McKinsey 7-S model. Strategy & Leadership, 33(3), 41-46.
• Hanafizadeh, P., & Ravasan, A. Z. (2011). A McKinsey 7S model-based framework for ERP readiness assessment. International Journal of Enterprise Information Systems (IJEIS), 7(4), 23-63.