Mckinsey 7s

1522 Words Dec 7th, 2011 7 Pages
Chapter 12

McKinsey 7S

Ch12. McKinsey 7S
• • • • • • • • Short Description Background Strategic Rationale & Implications Strengths & Advantages Weaknesses & Limitations Process for Applying Technique Case Study: Kenya Airways FAROUT
Business and Competitive Analysis. By C. Fleisher & B. Bensoussan.

FT Press 2007. All Rights Reserved.

Ch12.2

Ch12. McKinsey 7S
Short Description • The McKinsey 7S model is a diagnostic management tool used to test the strength of the strategic degree of fit between a firm’s current and proposed strategies. • It is a management tool designed to facilitate the process of strategy implementation within the context of organizational change.

FT Press 2007. All Rights Reserved.

Business and
…show more content…
FT Press 2007. All Rights Reserved. Business and Competitive Analysis. By C. Fleisher & B. Bensoussan.

Ch12.10

Ch12. McKinsey 7S
• Process for Applying the Technique
Structure Strategy Systems Style Staff Skills Shared Values Aligned strategic fit Partially aligned fit

Structure Strategy Systems Style Staff Skills Shared Values

Mis-aligned fit

FT Press 2007. All Rights Reserved.

Business and Competitive Analysis. By C. Fleisher & B. Bensoussan.

Ch12.11

Ch12. McKinsey 7S
Process for Applying the Technique • After isolating the strategic distance between the seven elements of strategic fit, there are essentially three options: – The firm can work to change the required components of each ‘S’ so that they are consistent with strategy. – It can change the strategy to fit the existing orientation of the other six elements of the model. – Often, a compromise between each option is the realistic alternative.
FT Press 2007. All Rights Reserved. Business and Competitive Analysis. By C. Fleisher & B. Bensoussan.

Ch12.12

Ch12. McKinsey 7S
Case Study: Privatization of Kenya Airways • Kenya Airways was originally established in 1977 as a corporation owned by the Kenyan Government. • Senior management was appointed by politicians and had virtually no airline experience. • The company lacked structure and direction, had very little equipment (seven planes), and was burdened with high interest foreign currency loans. •

More about Mckinsey 7s

Open Document