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Using
7
S
framework
We
are
in
a
age
where
• 1 Billion strong on face book – making it third largest country in
the world
long
here
3
Astonishing
Speed
Years To Reach
50 millions Users:
5
PALM
This firm's personal digital assistants (PDAs) took the market by
storm back in the late 1990s. But by 2001 several major
competitors had entered the market. Hewlett-Packard
introduced a new line of handhelds, as did Sony and Research in
Motion. Mobile phone companies even began integrating PDA-
like elements into their handsets. The result: Palm's product
quickly became a commodity, and the firm's growth soon
evaporated.
6
6
Wall Mart
The company controls so much retail space that it's
able to demand the lowest possible prices from
suppliers. Because it would take decades of successful
expansion for any firm to match Wal-Mart's tremendous
size and scale, the company enjoys a sustainable
advantage over its competition.
8
Top
5
wealth
creator
in
India
10
McKinsey
7-‐S
Framework
12
The
7S
Framework
Origin-‐
Ensuring
that
all
parts
of
your
organizaEon
work
in
harmony
your
organization
is
positioned
to
achieve
How
do
you
go
about
analyzing
how
well
its
intended
objective?
This
is
a
question
that
has
been
asked
for
many
years,
and
there
are
many
different
answers.
Some
approaches
look
at
internal
factors,
others
look
at
external
ones,
some
combine
these
perspectives,
and
others
look
for
congruence
between
various
aspects
of
the
organization
being
studied.
Ultimately,
the
issue
comes
down
to
which
factors
to
study.
While
some
models
of
organizational
effectiveness
go
in
and
out
of
fashion,
one
that
has
persisted
is
the
McKinsey
7S
framework.
Developed
in
the
early
1980s
by
Tom
Peters
and
Robert
Waterman,
two
consultants
working
at
the
McKinsey
&
Company
consulting
firm,
the
basic
premise
of
the
model
is
that
there
are
seven
internal
aspects
of
an
organization
that
need
to
be
aligned
if
it
is
to
be
successful.
13
Seven
S
model
14
7
S
Model
–
components
and
inter-‐linkages
The
model
depicts
the
interdependency
of
the
elements
and
indicates
how
a
change
in
one
affects
all
the
others.
15
7S
Framework
:
Key
elements
Shared
Values
in
the
middle
of
the
model
emphasizes
that
these
values
are
central
to
development
of
other
criEcal
elements
like
structure,
strategy,
systems,
style,
staff
and
skills.
As
the
values
change,
so
do
all
the
other
elements.
o "Hard"
elements
are
easier
to
define
or
idenEfy
and
management
can
directly
influence
them:
These
are
strategy
statements;
organizaEon
charts
and
reporEng
lines;
and
formal
processes
and
IT
systems.
o "SoQ"
elements,
on
the
other
hand,
can
be
more
difficult
to
describe,
and
are
less
tangible
and
more
influenced
by
culture.
However,
these
soQ
elements
are
as
important
as
the
hard
elements
if
the
organizaEon
is
going
to
be
successful.
16
7S
Framework
:
Hard
S’s
Strategy:
The direction and scope of the company over the long term.
– Like the plan devised to maintain and build competitive
advantage over the competition
Structure:
The basic organization structure of the company, its
departments, reporting lines, areas of expertise and
responsibility (and how they inter-relate).
Systems:
Formal and informal procedures that govern everyday
activity, covering everything from management information
systems, through to the systems at the point of contact with
the customer
17
7S
Framework
:
SoM
S’s
Skills:
The capabilities and competencies that exist within the
company. What it does best.
Shared values:
The values and beliefs of the company that are evidenced
in the corporate culture and the general work ethic.
Ultimately they guide employees towards 'valued' behavior.
Staff:
The company's people resources and how they are
developed, trained and motivated.
Style:
The leadership approach of top management and the
company's overall operating approach.
18
The
McKinsey
7S
Framework
:
How
to
use
The
model
is
based
on
the
theory
that,
for
an
organization
to
perform
well,
these
seven
elements
need
to
be
aligned
and
mutually
reinforcing.
So,
the
model
can
be
used
to
help
identify
what
needs
to
be
realigned
to
improve
performance,
or
to
maintain
alignment
(and
performance)
during
other
types
of
change.
Whatever
the
type
of
change
-‐
restructuring,
new
processes,
organizational
merger,
new
systems,
change
of
leadership,
and
so
on
-‐
the
model
can
be
used
to
understand
how
the
organizational
elements
are
interrelated,
and
so
ensure
that
the
wider
impact
of
changes
made
in
one
area
is
taken
into
consideration.
19
7S
matrix
–
points
of
impact
20
7S
matrix
–
balancing
the
impact
21
IllustraEon
:
Opening
of
new
branches
Strategy:
Opening
branches
at
places
with
complementary
customer
needs
and
new
market
penetration?
This
would
be
within
the
existing
value
proposition
of
FPD
for
remaining
Aam
Aadmi
focused.
Inter-‐linkages
New
product,
new
leadership
team,
new
market
penetration
activities,
new
MIS,
new
skill
development
activities
Staff,
Skills,
style,
system
Shared
value
Structure:
No
need
of
changing
organization
or
reporting
structure?
However
a
project
team
should
work
to
do
coordination
Inter-‐linkages
Staff
System
22
IllustraEon
:
Opening
of
new
branches
System
Marketing,
lead
management
and
pre-‐sales
process
need
refinement?
Would
involve
process
and
IT
changes
Vendor
appointment
and
logistic
requirement
would
be
key
Infrastructure
issues
at
new
locations
need
to
be
addressed
Financial
evaluation
and
branch
economics
would
be
essential
Need
a
checklist
of
activities
to
pursue
from
beginning
to
finish
with
well
coordinated
efforts
and
well
defined
line
of
authority
to
execute
Inter-‐linkages
Skill
Structure
Style
Style
Need
quick
decision
with
clear
line
of
authority
Key
decision
persons
need
to
be
in
a
position
to
evaluate
the
market
potential
and
business
feasibility
Inter-‐linkages
Structure
Strategy
Shared
values
23
IllustraEon
:
Opening
of
new
branches
Staff
Need
different
breed
of
people
to
tap
alternate
market
with
specific
market
oriented
skill.
Need
little
realignment
of
H
R
benefits
structure
Inter-‐linkages
Skill
Style
System
Skill
New
market
penetration
would
need
injection
of
specific
skill
set
Core
values
need
to
be
ensured
while
developing
skill
so
that
right
business
model
is
followed
Inter-‐linkages
Staff
Strategy
Shared
values
24
IllustraEon
:
Opening
of
new
branches:
Inter-‐
linkages
Staff
System
Staff
Skill
Skill
Structure
Style
Style
System
Shared
values
Structure
Staff
Strategy
Strategy
Shared
values
Shared
values
Skill
System
Style
25
7S
Framework
:
Proceed
to
ask
the
right
quesEon
Sounds
simple?
Well,
of
course
not:
Changing
your
organization
probably
will
not
be
simple
at
all!
7S
framework
is
not
intended
to
develop
organizational
strategy,
improving
performance
and
managing
change.
The
7S
model
is
a
good
framework
to
help
you
ask
the
right
questions
–
although
it
may
not
give
all
the
answers.
But
directs
attention
to
right
direction.
26
7S
Checklist
QuesEons
Here
are
some
of
the
questions
that
we
will
need
to
explore
to
understand
our
situation
in
terms
of
the
7S
framework.
Use
these
to
analyze
our
current
(Point
A)
situation
first,
and
then
repeat
the
exercise
for
proposed
situation
(Point
B).
Strategy:
What
is
our
strategy?
How
do
we
intend
to
achieve
our
objectives?
How
do
we
deal
with
competitive
pressure?
Have
we
captured
changes
in
customer
needs?
How
is
strategy
adjusted
for
business
environment
issues?
27
7S
Checklist
QuesEons
Structure:
How
is
the
company/team
divided?
What
is
the
hierarchy?
Who
reports
to
whom?
How
do
the
various
departments
coordinate
activities?
How
do
the
team
members
organize
and
align
themselves?
Is
decision
making
and
controlling
centralized
or
decentralized?
Is
this
as
it
should
be,
given
what
we're
doing?
Where
are
the
lines
of
communication?
Explicit
and
implicit?
28
7S
Checklist
QuesEons
Systems:
What
are
the
main
systems
that
run
the
organization?
Consider
financial,
business
processes
and
HR
systems
as
well
as
communications
and
document
storage
Where
are
the
controls
and
how
are
they
monitored
and
evaluated?
What
internal
rules
and
processes
does
the
team
use
to
keep
on
track?
Shared
Values:
What
are
the
core
value,
corporate/team
culture?
How
strong
are
the
values?
How
strategies
are
aligned
to
such
values
What
are
the
fundamental
values
that
are
offered
to
customers,
other
stakeholders
and
employees?
29
7S
Checklist
QuesEons
Style:
How
participative
is
the
management/leadership
style?
How
effective
is
that
leadership?
Do
employees/team
members
tend
to
be
competitive
or
cooperative?
Are
there
real
teams
functioning
within
the
organization
or
are
they
just
nominal
groups?
Staff:
What
positions
or
specializations
are
represented
within
the
team?
What
positions
need
to
be
filled?
Are
there
gaps
in
required
competencies?
Whether
the
HR
Policy
is
aligned
to
take
care
of
employee
needs
Skills:
What
are
the
strongest
skills
represented
within
the
company/team?
Are
there
any
skills
gaps?
What
is
the
company/team
known
for
doing
well?
Do
the
current
employees
have
the
ability
to
do
the
job?
How
are
skills
monitored
and
assessed?
30
7S
matrix
quesEons
Using
the
information
you
have
gathered,
now
examine
where
there
are
gaps
and
inconsistencies
between
elements.
Remember
you
can
use
this
to
look
at
either
your
current
or
your
desired
organization.
Start
with
your
Shared
Values:
Are
they
consistent
with
your
structure,
strategy,
and
systems?
If
not,
what
needs
to
change?
Then
look
at
the
hard
elements.
How
well
does
each
one
support
the
others?
Identify
where
changes
need
to
be
made.
Next
look
at
the
other
soft
elements.
Do
they
support
the
desired
hard
elements?
Do
they
support
one
another?
If
not,
what
needs
to
change?
31
Good
way
of
looking.
But
not
enough
to
lead
our
way
to
enduring
strategy
The
concept
is
useful
whenever
we
are
concerned
with
interdependencies
Meets
our
important
concern
whether
all
necessary
factors
have
been
evaluated.
Very
important
from
corporate
strategic
interface
with
all
key
elements
and
execution
of
strategy
But
the
concept
does
not
provide
answer
to
whether
the
strategy
is
right
Also
silent
on
whether
the
strategy
is
backed
by
competitive
advantage
Not
linked
to
bottom-‐line
impact.
32
Thanks
Developed by Kalyan Debnath
For
treatrisk@gmail.com
33