The McKinsey 7S framework is an organizational analysis model developed in the late 1970s by consultants at McKinsey & Company, including Robert Waterman and Tom Peters, that identifies seven interdependent internal elements a company must align to be effective: strategy, structure, systems, shared values, skills, style, and staff. The framework distinguishes between three so-called hard elements, strategy, structure, and systems, and four soft elements, shared values, skills, style, and staff, and argues that shared values sit at the center, connecting and shaping the other six. It is commonly used in organizational change and management consulting to diagnose why a company's elements are misaligned and to plan how a change in one element will affect the others.
Facts
Core ClaimThe McKinsey 7S Framework holds that seven internal elements (structure, strategy, systems, skills, style, staff and shared values) must be aligned and mutually reinforcing for an organization to perform well. 1 Cross-Tradition Connections
Sources
1. Wikipedia, McKinsey 7S Framework
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The model is based on the theory that, for an organization to perform well, these seven elements need to be aligned and mutually reinforcing.
1. Wikipedia, McKinsey 7S Framework
WikipediaWikipedia, McKinsey 7S Framework History sectionQuote, Wikipedia, McKinsey 7S Framework History section
In 1977, McKinsey director Ron Daniel launched two projects.
1. Wikipedia, McKinsey 7S Framework
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