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Harvard executive change

Harvard executive change

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Published by Maria Vega

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Categories:Types, Reviews
Published by: Maria Vega on Apr 03, 2011
Copyright:Attribution Non-commercial

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04/22/2014

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In 1979 Mckinsey consultants released the 7sApproach which back then and still today hasbeen very controversial for managementthinking. Their model stated that Organizationaleffectiveness rests on the fit between structure,systems, style, skills, and superordinate goals.Fascinated by the 7s model Harvard BusinessSchool examined the model and created their own 7s model with different components. Thesewere Strategic Intent, substance, scale, scope,speed, sequence and style. Managers choosewhich type of change benefits their workingstructure depending on the circumstances eachcompany is in and the vision of the company.
This Case Study is an Overview of the Seven Components.
Strategic Intent
Strategic intent is the target of change. It can be precise or vague which makes a big difference in how the organizationsmembers direct themselves toward the change. Strategic intentgenerates a concept for the organization with a purpose to directmember’s collective actions to unify the organization. StrategicIntent creates a bias for action in the present while still allowingflexibility to take advantage of unforeseen opportunities as theyarise.

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