Mc Kinsey 7s Framework

By
Rimjhim Singh & Amit Kumar

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 Outlines
☺ Introduction
☺ Mc Kinsey 7s
☺ Hard S’s
☺ Soft S’s

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Mc Kinsey 7s Framework
Also known as 7-S-Model or Diagnostic Model
for Organizational Effectiveness.

It was given by two consultants: Tom

Peters and Robert Waterman of McKinsey &
Co. in 1980.

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The model describes that how one can
holistically(functional relation between parts and
the whole) and effectively organize a
company.
The model starts on the premise that an
organization is not just Structure, but
consists of seven elements which are
distinguished in Hard S’s and Soft S’s.

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Mc Kinsey 7s

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 Hard S’s
 The hard elements are feasible and
easy to identify. These are:
• Strategy;
• Structure;&
• System.

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DERIVED FROM LATIN WORD: Strata.
Means: Course of action.

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 Structure
• The way the organization's units relate to each other:
• centralized,
• Functional divisions (top-down);
• Decentralized
(the trend in larger organizations);
• Matrix, network, holding, etc.

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System
 The procedures, processes and routines that
characterize how important work is to be done:
• Financial systems;
• Hiring, promotion;
• Performance appraisal systems;
• Information systems.

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 Soft S’s
The four soft S’s are hardly feasible & difficult
to describe
Continuously developing & changing.
Due to the people of the organization.
Difficult to plan/influence their characteristics.
Have a great impact of the hard ones.

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 Shared Value
• The interconnecting centers of the
organization.

• Goal congruence.

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Skills
• Distinctive capabilities of personnel or of
the organization as a whole.
• Core Competences: the key areas of
expertise which provide the organization
the sustainable competitive advantage.

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 Staff
 Numbers and types of personnel
within the organization.
• Skilled
• Semi-skilled
• Unskilled

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Style
• Cultural style of the organization and how
key managers behave in achieving the
organization’s goals.
• Management Styles

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THE END
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