The 7 S’s in the Mckinsey’s Framework;

1. Superordinate goals – are the fundamental ideas around which a business is built
2. Structure – salient features of the units’s organizational chart and inter connections within
the office
3. Systems – procedures and routine processes, including how information moves around
the unit
4. Staff – personnel categories within the unit and the use to which staff are put, skill base,
etc
5. Style – characterization of how key managers behave in order to achieve the unit’s goals
6. Shared values strategy – the significant meanings or guiding concepts that the unit imbues
on its members
7. Skills – distinctive capabilities of key personnel and the unit as a whole

1. Skills – distinctive capabilities of key personnel and the unit as a whole

The Mckinsey’s 7S Framework can be used in two ways;

1. Considering the links between each of the S’s one can identify strengths and
weaknesses of an organization. No S is strength or a weakness in its own right, it is
only its degree of support, or otherwise, for the other S’s which is relevant. Any S’s
that harmonises with all the other S’s can be thought of as strength and weaknesses
2. The model highlights how a change made in any one of the S’s will have an impact on
all the others. Thus if a planned change is to be effective, then changes in one S must
be accompanied by complementary changes in the others.
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