08 - 7 S' MODEL-F7-2

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MCKINSEY’S ‘7’ S MODEL

WIM 6- STRATEGY STRUCTURE

F0

7’S FRAMEWORK •CONCEPT •EVOLUTION •STRUCTURE (7S) • - RESPONSIVE/ ADOPTIVE

INITIATING CHANGES •INCREMENTAL •TRANSFORMATION •QUICKFIX •TINKENRING

08 - 7 S' MODEL-F7-2

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MCKINSEY’S ‘7’ S MODEL

WIM 6- STRATEGY STRUCTURE

F0

7’S FRAMEWORK CONCEPT EVOLUTION STRUCTURE (7S) - STRATEGY - STRUCTURE - SYSTEM - SKILLS - SHARE VALUES - STYLE - STAFF RESPONSIVE/ ADOPTIVE

INITIATING CHANGES •INCREMENTAL •TRANSFORMATION •QUICKFIX •TINKENRING

08 - 7 S' MODEL-F7-2

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MCKINSEY’S ‘7’ S MODEL CONCEPT EVOLUTION

F1

•STRATEGIC EXCELLENCE IS NOT ENOUGH- FOR ORGNIZA’AL SUCCESS• NEEDS SUPPORTING VARIABLES FOR- IMPLEMENT’N EXCELLENCE “SEARCH OF EXCELLENCE”- RESEARCH ON US BEST RUN COS. BY- TOM PETERS & WATERMAN •ELABORATED BYMCKINSEY’S AS- 7’S FRAMEWORK FOR ORG’AL SUCCESS. STAFF STYLE SHARED VALUES STRATEGY 7 ‘ S- VARIABLES MEANING/EFFECT •PLAN FOR RESOURCES ALLOCATION- TO REACH IDENTIFIED GOAL. •ORG’AL CHART– SEPARATE ENTITY &LINKAGE. •PROCEGERILISED REPORTS/ ROUTINISE PROCESS EX: HORIZONTAL/ TANGENTIAL REPORTS •ORGANISATION’S -LEARNING ABILITY •CONCEPT ORG’N IMBURSES WITHIN MEMBERS [ETHICS/ HONESTY/ EQUALITY/] •CHARACTERISATION OF KEY MGR WHILE ACHIEVING ORIGINAL GOALS. •DEMOGRAPHICS OF CATEGORIES WITHIN FIRM 08 - 7 S' MODEL-F7-2 •INFOSYS •INFOSYS -FANIS MURTHY EPISODE AUTOCRATIC- BAJAJ AUTO OPPORTUNIST- RELIANCE AVG. AGE – MUL LOWEST INFOSYS -KNOWLEDGE CAMPUS
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SKELETON SYSTEM SKILLS EX •TATA GOING GLOBAL-TETLEY TO KORUS TO FBIP. • LM.MITTAL –STEEL ACQUISITION •TATA EMPIRE-TATA SONS LINKAGE –BIRLA’S- TALLY P&L A/C DAILY

VARIABLE STRATEGY

SKELETON SYSTEM SKILLS SHARED VALUES STYLE STAFF

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ATTRIBUTES IN EXCELLENT INNOVATIVE CO’S
CENTRALISED/ DECENTRALISED LEAN SIMPLE FORM & STAFF STICK TO CORE COMPETANCY ATTRIBUTES BIAS FOR ACTION CUSTOMER PROXIMITY AUTONOMY/ ENTRE’SHIP PRODUCTIVITY VALUE DRIVEN LEAN ORG’AL FORM STICK CORE COMPETANCY CENTRALISED/ DECENTRALISED BIAS FOR ACTION CUSTOMER PROXIMITY AUTONOMY /ENTRE’SHIP PRODUCTIVITY EX •BAJAJ AUTO- PRODUCT MIX / PRODUCTIVITY

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ATTRIBUTES
VALUE DRIVEN MEANING

•DECISION-MAKING- ANALYTICAL IMPLEMENTATION- SWIFT/ FIRM •LEARN FROM- FAILURES/ COMPLAINTS/ •ENCOURAGE – INNOVAT’N & RISK TAKING •ROOT SOURCE OF- COST REDUCTION/ PRODUCT RELIABILITY •STRATEGIES FACTORS/ ACHIEVEMENT- WITHIN •SIMPLE FORM –ORG’NAL PHILOSOPHIES MIN LEVELS/ ACCESSIBILITY • FOCUS- ON CORE COMPETANCY •CENTRALISED – CORE VALUES/ STRATEGIES • DECENTRALISED- AUTONOMY DOWN THE LINE 08 - 7 S' MODEL-F7-2

•SONY/ MICROSOFT- UPDATES/ USER FRIENDLY /HELP LINE •HUL- INTRAPRE’SHIP •TOYOTA – SUGGESTION SCHEME •TATA – HONESTY/ ETHICS •TATA STEEL- RUSI MODI •LM MITTAL – STEEL • BP /ONGC– OIL & ALLIED •TATA /INFOSYS

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IMPLEMENTING CHANGES CHANGE MAGNITUDE QUICKFIX TINKERING CHANGE TRANSFORMATION / RADICAL CHANGE INCREMENTAL / RADICAL CHANGE

F

TIME SCALE (YRS) STEP INCREMENTAL / RADICAL CHANGE MEANING/EFFECT •PROCESS- CONTINUE - MODERATE/ LINKED STEPS • STEPS ADOPTS - CHANGE STRATEGY/ CONDITIONS. •CRITICALITIES • SATISFACTION- CONFIDENCE OF PAST SUCCESS • NO TIME LIMIT- CONTINUES TILL ORG’N EXISTS. •PROCESS • CHALLENGES- ALL EXISTING ASSUMPTIONS • PROFOUND CHANGES- BEYOND RECOGNITION •CRITICALITIES • SUITS IN - SEVERE CRISIS/ 3-5 YRS. • FUNDAMENTAL- STRATEGY CHANGE • CHANGES- PAINFUL / BLOOD BATH • PRACTICED IN- MGT CHANGE / BUYOUT • AFTER STABILITY- HAS TO CHANGE TO INCREMENTAL CHANGE EX •MANMOHAN SINGH – -1-2-3 NUCLEAR AGREEMENT. •REFORMS SINCE 90’S •CHINA- AFTER MAOISM-70S •JACK WELCH OF GE •RAHUL BAJAJ – BAJAJ AUTO TURN AROUND 96-97 ‘IACOCA’- OF CHRYSLER MOTORS.

TRANSFORMATION/ RADICAL CHANGE

08 - 7 S' MODEL-F7-2

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QUICKFIX

•APPROACH •PKGE WITH-LABEL- RESTRUCT’G/ REORGANISING/ INTEGRAT’N • BY- CONSULTANTS •CRITICALITIES • SHORT TIME-SPAN- 1/ 2YRS • EFFECTIVE FOR- LONG ESTABLISHED ORG’NL BEHAVIOUR • FOCUS ON ONLY ONE ASPECT AT TIME – ORG’NL – SYSTEM/ CULTURE/ STRUCTURE •APPROACH • OCCASSIONAL /UNRELATED- MINOR ORG’NAL CHANGES IN HOPE OF SUCCES CRITICALITIES • FREQUENTLY CHANGING/ CONFUSED FOCUS [VOLUME/ TQM/ ISO 9000/ COST/ GLOBAL]

•AJAY PIRAMAL GROUP
–VRS/ CLOSURES – TURNAROUND – ACQUISITIONS

TINKERING CHANGE

•MAHANAGAR PALIKA •GOVT.

END

08 - 7 S' MODEL-F7-2

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08 - 7 S' MODEL-F7-2

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