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Question 2:

Among the models of change management, the McKinsey 7s model is one of the most useful

tools that measure organisational structure to identify effective alignment and achieve its goal

(Razmi et al., 2020). This model was developed by Tom Peters and Robert Waterman in 1982s.

This model starts with five steps. The first is identify those elements which are not align

properly. It also builds relation with other elements. Next step is designing the organisational

structure optimally which is based on different organisation. The third step is taking the

decision of changing system which can be afford to implement and fourth is apply the

implementation and fifth and final step is feedback of the framework.

According to Liu (2020), behind the successful business, McKinsey model is interrelated. any

kind of business can be gotten highest success for this model. The 7 factor of McKinsey model

cover every sector for changing the management system. But Helmold (2019), telling that this is

wrong idea of this model. This model only uses for internal perspective and most important fact

that its not key to success only use of McKinsey Model. On the other hand, the 7s model not

only focus on strategic management also consider the other factor of this model. It means

business can be succeed with combination of 7 factors.

When the 7s model practically used, it shows that success and development are depend on 7

factors of the model. So that, the result explained that connection and interrelation of all the

factors each other evaluated and all-inclusive system. The 7s model measure facilitation of

effective utilisation by enables system created. It also used in business assessment. Each
element of the model relates with business report and compared with the outcome of business

engagement.

Within the writing, it has been seen that the 7S McKinsey demonstrate has been utilized in

different contexts and objectives. Keum (2020), utilized the McKinsey 7S show to constitute a

profitable ward round. The items are used for physician in South East of England and all the

doctors view point the components was gave an analytical percentage. This model also used in

Iranian bank which was determined as a new assessment and evaluate the organisation for

confirmatory factor.

Figure 2: McKinsey Model

Source: Keum (2020)

This model can be used when an organisation needs to be changed and may affect the shared

values. For example, if a company takes the decision that they will merge with another

company, this will affect the organisational structure and strategic decision-making. So, in that

time company can use the McKinsey 7S model to change the management system.

According to De Kock (2019), the McKinsey 7s model can divide organisations into different

parts to act in a logical and synchronized manner. For this, every employee can work with

efficiency and confidence and quickly work for company development. On the other hand, Faria

2020) said, this separation can be going for a long-term period. If a company takes a long time

to change its working structure it will lose the marketplace where other competencies are going

far away. The company should focus on people what they need. So, this model can’t help with

changes.

According to Hall (2019), this model can be useful for its 7 elements which can be considered in

an organisation for better output and can give 7 different perception results. However, Ford

(2019), explains that each element conducts more time to give feedback and further

suggestion. Each sector can’t take decisions altogether, they have to collaborate all the gaps

and can take further instruction. So, it may take long time to take a decision. Some factors can

be changed short time which are staff, strategy, and structure other remaining 3s- style, skills,

and shared values are the long-term factors to affect an organisation.

For key elements, the company allows for effective tracking for impact whether it runs properly

or not (De Kock, 2019). So that, the company must have a high level of internal alignment

between the 7s factor to reinforce one another. But the problem is, it seems only to depend on
internal factors which are disadvantages for any company and it creates a gap between internal

and external employees and this creates discrimination from other company which is bad for

the reputation of the organisation (Ford, 2019).

Conclusion

This model showed the simple way to apply McKinsey 7s Model. It is vital to get it that the

seven elements are much more complex in reality (Scerri et al., 2020). This model shows that

how 7 elements effectively maintain the company structure, behaviours, and staff and you'll

gather a part of data on each of them to form any fitting choice. This report also shows the

strength and weakness of the McKinsey 7s model. Despite of the weakness, this model is useful

in various circumstances and achieve the organisational goal.

References

De Kock, P., 2019. Visual creases in urban topology: High streets as visual markers of our

social. Urbana: Urban Affairs and Public Policy, 20, pp.34-53.

Faria, O., 2020. Internet of Torment: The Governance of Smart Home Technologies Against

Technology-Facilitated Violence (Doctoral dissertation, Carleton University).

Ford, D.H., 2019. Humans as self-constructing living systems: A developmental perspective on

behavior and personality. Routledge.

Hall, C.M., 2019. Constructing sustainable tourism development: The 2030 agenda and the

managerial ecology of sustainable tourism. Journal of Sustainable Tourism, 27(7), pp.1044-

1060.

Helmold, M., 2019. Tools in PM. In Progress in Performance Management (pp. 111-122).

Springer, Cham.

Keum, D.D., 2020. Cog in the wheel: Resource release and the scope of interdependencies in

corporate adjustment activities. Strategic Management Journal, 41(2), pp.175-197.

Liu, H., 2020, March. Research on Library Data Management Reform: Discussion on McKinsey

7S System Thinking Model. In 2020 6th International Conference on Information Management

(ICIM) (pp. 295-298). IEEE.

Razmi, J., Mehrvar, M. and Hassani, A., 2020. An Assessment Model of McKinsey 7S Model-

Based Framework for Knowledge Management Maturity in Agility Promotion. Journal of

Information & Knowledge Management, p.2050036.

Scerri, A., Innes, A. and Scerri, C., 2020. Dementia care in acute hospitals—a qualitative study

on nurse managers’ perceived challenges and solutions. Journal of nursing management, 28(2),

pp.399-406.