The McKinsey 7s model is a tool that analyzes a firm's organizational design by looking at 7 key internal elements: strategy, structure, systems, shared values, style, staff and skills, to identify if they are effectively aligned and allow the organization to achieve its objectives.
The McKinsey 7s model was developed in the 1980s by McKinsey consultants Tom Peters, Robert Waterman and Julien Philips with help from Richard Pascale and Anthony G. Athos. Since its introduction, the model has been widely used by academics and practitioners and remains one of the most popular strategic planning tools. It sought to present an emphasis on human resources (Soft S), rather than the traditional mass production tangibles of capital, infrastructure and equipment, as a key to higher organizational performance.
The goal of the model was to show how 7 elements of the company: Structure, Strategy, Skills, Staff, Style, Systems, and Shared values, can be aligned together to achieve effectiveness in a company. The key point of the model is that all seven areas are interconnected and a change in one area requires a change in the rest of a firm for it to function effectively.
Below you can find the McKinsey model, which represents the connections between seven areas and divides them into ‘Soft Ss’ and ‘Hard Ss’. The shape of the model emphasizes the interconnectedness of the elements.
The model can be applied to many situations and is a valuable tool when the organizational design is a question. The most common uses of the framework are:
To facilitate organizational change.
To help implement a new strategy.
To identify how each area may change in the future.
To facilitate the merger of organizations.
7s factors
In the McKinsey model, the seven areas of the organization are divided into the ‘soft’ and ‘hard’ areas. Strategy, structure and systems are hard elements that are much easier to identify and manage when compared to soft elements. On the other hand, soft areas, although harder to manage, are the foundation of the organization and are more likely to create a sustained competitive advantage.
Strategy is a plan developed by a firm to achieve sustained competitive advantage and successfully compete in the market. What does a well-aligned strategy mean in the 7s McKinsey model? In general, a sound strategy is one that’s clearly articulated, long-term, helps to achieve competitive advantage and is reinforced by a strong vision, mission and values. But it’s hard to tell if such a strategy is well-aligned with other elements when analyzed alone. So the key in the 7s model is not to look at your company to find the great strategy, structure, systems etc. but to look if it's aligned with other elements. For example, a short-term strategy is usually a poor choice for a company but if it's aligned with the other 6 elements, then it may provide strong results.
The structure represents the way business divisions and units are organized and includes information on who is accountable to whom. In other words, the structure is the organizational chart of the firm. It is also one of the most visible and easy-to-change elements of the framework.
Systems are the processes and procedures of the company, which reveal the business’ daily activities and how decisions are made. Systems are the area of the firm that determines how business is done and it should be the main focus for managers during organizational change.
Skills are the abilities that a firm's employees perform very well. They also include capabilities and competencies. During organizational change, the question often arises of what skills the company will really need to reinforce its new strategy or new structure.
The staff element is concerned with what type and how many employees an organization will need and how they will be recruited, trained, motivated and rewarded.
Style represents the way the company is managed by top-level managers, how they interact, what actions they take and their symbolic value. In other words, it is the management style of the company's leaders.
Shared Values are at the core of McKinsey's 7s model. They are the norms and standards that guide employee behaviour and company actions and thus, are the foundation of every organization.
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