www.adamantia.co.uk McKinsey 7S-Framework The seven Success Factors for your Company. Strategic Risk Management
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www.adamantia.co.uk
McKinsey 7S-FrameworkThe seven Success Factors for your Company.
Strategic Risk Management
www.adamantia.co.uk
7-S-Model (McKinsey Seven-S-Framework)The seven Success Factors for your Company
„Hard“ factors
„Soft“ factors
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Structure
Staff
SharedValues
SystemsStrategy
Skills Style
www.adamantia.co.uk
7-S-ModelThe seven Success Factors for a Company
Structure
▪ What affects the structures of the company?
▪ Does the necessary complexity or simplicity suit the actual structure?
▪ Is there a clear organization chart?
▪ Is the corporate structure helpful or a hindrance for the job?
▪ Are the competencies of the organization areas adequately defined?
▪ What structural changes are planned?
▪ Who is involved in the change process?
Structure
Staff
SharedValues
SystemsStrategy
Skills Style
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7-S-ModelThe seven Success Factors for a Company
Systems
▪ What processes have high importance in the company?
▪ How is the quality of these processes assessing?
▪ How are the processes organized? Are they transparent enough?
▪ Which interfaces have frequently occurring conflicts?
▪ What formal and informal processes are in place to implement the overall strategy?
▪ Where do you see development needs in the processes?
Structure
Staff
SharedValues
SystemsStrategy
Skills Style
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7-S-ModelThe seven Success Factors for a Company
Style / Culture
▪ Which rules and standards are enforced with the staff?
▪ What kind of reward and punishment mechanism exists?
▪ What affect have collaboration and cooperation on the company?
▪ How are errors treated?
▪ How is the relationship among the staff?
▪ What are the qualities of leadership?
▪ Does the leadership style concur with the targeted company culture?
Structure
Staff
SharedValues
SystemsStrategy
Skills Style
www.adamantia.co.uk
7-S-ModelThe seven Success Factors for a Company
Staff
▪ Is the actual staffing structure suitable for the formulated guidelines?
▪ Is the staff vital capital or simply a means to an end?
▪ Are the strengths of the staff providing a competitive advantage over the competitors?
▪ How does the company promote and encourage the employees and what are the development possibilities?
▪ How high is the fluctuation?
▪ What areas concerning the staff need development?
Structure
Staff
SharedValues
SystemsStrategy
Skills Style
www.adamantia.co.uk
7-S-ModelThe seven Success Factors for a Company
Skills
▪ Which outstanding abilities does the company have?
▪ Are there any competitive advantages resulting from these abilities?
▪ What do you know about the core capabilities in the company? Is it tied to specific people?
▪ How is knowledge shared within the company? What happens with new knowledge and expertise?
▪ Are there incentive systems for knowledge processing and distribution of knowledge?
▪ Which knowledge management systems exist in the company?
Structure
Staff
SharedValues
SystemsStrategy
Skills Style
www.adamantia.co.uk
7-S-ModelThe seven Success Factors for a Company
Strategy
▪ How are vision and strategy of the company designed?
▪ To what extent are the intended strategy and the secondary targets known to the employees?
▪ How big is the opportunity to implement the desired short-term strategy?
▪ Are there opposing goals?
▪ Is the strategy likely to overcome challenges in the future?
▪ Is the company clearly enough defined?
Structure
Staff
SharedValues
SystemsStrategy
Skills Style
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Checklist for hard factors
Strategy
▪ How are vision and strategy of the company designed?
▪ To what extent are the intended strategy and the secondary targets known to the employees?
▪ How big is the opportunity to implement the desired short-term strategy?
▪ Are there opposing goals?
▪ Is the strategy likely to overcome challenges in the future?
▪ Is the company clearly enough defined?
▪ Who develops the strategies in the company? Which people and departments are the drivers of development?
1Structure
▪ What affects the structures of the company?
▪ Does the necessary complexity or simplicity suit the actual structure?
▪ Is there a clear organization chart?
▪ Is the corporate structure helpful or a hindrance for the job?
▪ Are the competencies of the organization areas adequately defined?
▪ What structural changes are planned? Who is involved in the change process?
2Systems
▪ What processes have high importance in the company?
▪ How is the quality of these processes assessing?
▪ How are the processes organized? Are they transparent enough?
▪ Which interfaces have frequently occurring conflicts?
▪ What formal and informal processes are in place to implement the overall strategy?
▪ Where do you see development needs in the processes?
3
7-S-ModelThe seven Success Factors for a Company
www.adamantia.co.uk
7-S-ModelThe seven Success Factors for a Company
Staff
▪ Is the actual staffing structure suitable for the formulated guidelines?
▪ Is the staff vital capital or simply a means to an end?
▪ Are the strengths of the staff providing a competitive advantage over the competitors?
▪ How does the company promote and encourage the employees and what are the development possibilities?
▪ How high is the fluctuation?
▪ What areas concerning the
staff need development?
5Style and Culture
▪ Which rules and standards are enforced with the staff?
▪ What kind of reward and punishment mechanism exists?
▪ What affect have collaboration and cooperation on the company?
▪ How are errors treated?
▪ How is the relationship among the staff?
▪ What are the qualities of leadership?
▪ Does the leadership style concur with the targeted company culture?
6Shared Values
▪ What are the common values of the company?
▪ Which company philosophy and what self-image characterizes the company?
▪ Do the employees share the understanding of these values?
▪ Is the development of values in a more rigid frame or it is dynamic and adaptable?
▪ Are the values suitable in order to promote the companies culture?
7
Checklist for soft factors
Skills
▪ Which outstanding abilities does the company have?
▪ Are there any competitive advantages resulting from these abilities?
▪ What do you know about the core capabilities in the company? Is it
tied to specific people?
▪ How is knowledge shared within the company? What happens with new knowledge and expertise?
▪ Are there incentive systems for knowledge processing and distribution of knowledge?
▪ Which knowledge management systems exist in the company?
4
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7-S-ModelThe seven Success Factors for a Company
Staff Skills StyleShared
ValuesSystems Structure Strategy
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