An updated version of the classic McKinsey “7-S” model, this notice is to help the MBA students and practicing managers to understand the dynamic relationship between an organization’s overall goals, strategy, structure, systems, style, staff, skills and shared values ​​and offers appealing, modern examples at each level of analysis. The note extends the classic model to include a more detailed discussion of the connections between the external situation / stakeholders, internal Ss and different metrics o … Read more »

An updated version of the classic McKinsey “7-S” model, this notice is to help the MBA students and practicing managers to understand the dynamic relationship between an organization’s overall goals, strategy, structure, systems, style, staff, skills and shared values ​​and offers appealing, modern examples at each level of analysis. The note extends the classic model to include a more detailed discussion of the connections between the external situation / stakeholders, internal Ss and different organizational success metrics. The note calls students to for leadership in their influence level (eg, to understand and to promote corporate strategies in their business unit, function, or geography) to fix misaligned aspects of the organization, and change that would help the organization to realize promote its overall goals reaffirm their common values ​​and improve overall performance.
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Jack R Weber
21 pages.
Publication Date: Nov 23, 1998. Prod #: UV3148-PDF-ENG
Instructions for the manager to understand complex organizations: An extended “7-S” perspective HBR case solution