The McKinsey 7S Model
The McKinsey 7S model, developed in the 1980s by consultants Thomas J. Peters and Robert H. Waterman, is a widely used strategic planning tool. It helps organisations identify how they operate and highlights areas for change, ensuring that those changes align effectively with each other for improved performance.
Technique Overview
The McKinsey 7S Model Definition
The McKinsey 7S Model is a framework used to analyse and align seven key internal elements of an organisation: strategy, structure, systems, shared values, style, staff, and skills. These elements are grouped into Hard S’s (strategy, structure, systems) and Soft S’s (shared values, style, staff, skills). The model emphasises the need for these elements to be aligned for an organisation to achieve its objectives and successfully implement change. The alignment of the 7S elements is crucial for organisational effectiveness and adaptability in a dynamic environment (Peters & Waterman, 2015).
The McKinsey 7S Model Description *
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Business Evidence
Strengths, weaknesses and examples of The McKinsey 7S Model *
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Business Application
Implementation, success factors and measures of The McKinsey 7S Model *
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Professional Tools
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Further Reading
The McKinsey 7S Model web and print resources *
The McKinsey 7S Model references (4 of up to 20) *
- Armstrong, M. (2021). Armstrong's Handbook of Strategic Human Resource Management: Improve Business Performance Through Strategic People Management. 7th ed. London: Kogan Page. ISBN: 1398617695.
- Beaven, K. (2020). Strategic Human Resource Management: An HR Professional's Toolkit. London: Kogan Page. ISBN: 07494840471.
- Kearns, P. (2013). HR Strategy: Creating Business Strategy with Human Capital. 1st ed. Oxford: Butterworth-Heinemann. ISBN: 1856178153.
- Bersin, J. (2022). ‘Skills in HR: Why Identifying, Developing, and Retaining Talent Is Essential in Business Change.’ Journal of Human Resource Development, 45(2), pp. 45-59.
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