CIMA E2 Syllabus B. Managing people performance - McKinsey’s 7s model - Notes 17 / 19
McKinsey’s 7s model
Like the cultural web, the McKinsey’s 7s model is a useful way of looking at organisations facing organisational change.
The model represents the organisation as a set of interconnected and interdependent sub-systems, some of which are seen as:
hard' (quantifiable or easily defined)
'soft' (more subjective and less easily defined.)
Although the model was designed to show how the various aspects of a business relate to one another, it can also illustrate how a change will affect both the organisation as a whole and individual people and functions within it.
The organisation's structure determines the division of tasks in the organisation and the hierarchy of authority from the most senior to junior.
Strategy is the way in which the organisation plans to outperform its competitors, or how it intends to achieve its objectives.
Systems include the technical systems of accounting, personnel, and management information.
Staff are the people in the organisation (who have their own complex concerns and priorities)
Skills are those things that the organisation does well.
Shared values are the guiding beliefs of people in the organisation about why it exists
Style includes the shared assumptions, ways of working and attitudes of management (especially senior management).