The Mckinsey 7S Framework

Directors, Managers and even Supervisors take it upon themselves to compare their products, performances or processes externally with their competitors or even internally with similar activities and then this allows identification of weaknesses and inefficiencies.

The methodology is designed to allow leaders to consider the organization from different angles, in order to develop a multi-perspectival approach to innovation and change. Each frame (structural, human resource, political, and symbolic) can be applied to an organization in order to view it more clearly from a different frame of reference to find the most effective solution and strategy for advancement. I liken this model to “seeing is believing.” Sometimes an organization is seeing the wrong picture and doesn’t understand why it’s not getting the result it wants. The four frames allow leaders to see organizations in their complexity and think critically about alternative possibilities for change. They help to clarify reality and actually see what’s happening. An example would be FEMA’s response to Hurricane Irma. All frames were used to make a true assessment of events and quickly assemble appropriate leadership intervention. (Structural: environmental infrastructure and function, Human Resources: American Red Cross efforts and charity distribution, Political: both Houston and Florida struggling for power and resources, Symbolic: bringing a diverse group of individuals together into a cohesive team.) Through time, effort, and repetitive practice FEMA was able to use the four frames

Open innovation can lead to many conflicts on what to include in innovated products and what to exclude

The information gained from such a comparison allows firms to determine how well they perform in comparison with the “best” and, in turn, develop new and better strategies to work towards making improvements or adopting certain best practices. Benchmarking is usually an ongoing process in which companies continuously seek the improvement of their practices. (Debitoor, 2017)

* Although your team might have high customer satisfaction or a high stock price, your performance in regards to the overall competition is determined via a multi-dimensional scorecard that takes the following criteria into account:

Benchmarking can be a successful tool to determine root causes and potential solutions to a problem. Benchmarking allows for an organization to compare themselves to others in the same field and gauge what works and hasn’t work for others. (Suttle, n.d.) One tool that can

Mind Tools (2017) describes the McKinsey’s 7S as having a hard elements, which are easier to identify and leaders can influence them directly like Strategy, structure and system and soft elements are more with as being hard and shared values, style, staff and skills as being soft. Strategy is the plan of the organization objectives that will build an advantage over the competitive opposition opponents (Singh, 2013, Mind Tools, 2017). Next is the structure is the dynamics of the organization structure, for instance, the organization chart or chain of command (Singh, 2013, Mind Tools, 2017). Then there is the systems which are the procedures and activities that are conducted daily by staff in order to get the job done (Singh, 2013, Mind Tools, 2017). The shared values are the superordinate goals, like the core values of the organization are next and the style is the adopted leadership style (Singh, 2013, Mind Tools, 2017). The last two are staff which is the employees and their abilities to perform their job duties and skills which are the capabilities and competencies that each employee has to achieve the objective of the organization (Singh, 2013, Mind Tools, 2017).

Innovation is an important tool in all companies and organizations. It helps them to create new products or change their current products in a way that brings them huge competitive advantage. It changes how the products are created and delivered and the risks that are undertaken to deliver the products. Regular and focused innovation is thus extremely important in the survival of organizations as is evidenced in the history of many of the successful organizations(Shane & Ulrich, 2004). In the IT sector, innovation is extremely important and is even known to be a priority. Various government agencies as well as private sector companies have stated that lack of innovation is a huge risk to the future of the organization and should be avoided at all costs. These sentiments are shared across the governments of Australia, UK, Canada, US, India and South Africa. This is to show that the importance of innovation cuts across all continents and countries(Bessant & Tidd, 2011).

In order to be competitive, companies have to satisfy customers’ requirements. They have to provide a fast and dependable service at reasonable price. There are five performance objectives that lead companies to competitiveness. They are:

Fifer, R. M. (1989). Cost benchmarking functions in the value chain. Strategy & Leadership, 17(3),

1. What was the organization design that was in place at McKinsey and what did they want to change? Did the change in design complement their strategy? What were the key barriers to implementing change?

Tidd and Bessant (2009) argued that “Unless an organization is able to move into further innovation, it risks being left behind as others take the lead in changing their offerings, their operational processes or the underlying models that drive their business”.

It gives valuable insight into a market where you can identify the size, growth and market share of your rivals, while observing trends and benchmarking objectives for the future.

Companies live and breathe innovation; or, at the terribly least, notice it basic to their success. Such companies are those that others ought to emulate for they recognize that to do business, as Peter Drucker prompt in an exceedingly recent Harvard Business review article, “Every firm—not simply businesses—needs one core competence: innovation.”

Dialogue is different from any other tool of the techniques it is method for problem-formulation and problem-solving technologies. Dialogue is essential for understanding culture and sub culture, for that instance organizational learning will probably depend upon such cultural understanding. Because of the high revolution seen in the technology and technological advancement its essential for an organization to accept the path of dialogue. There are many subunits had been formed in organization because of knowledge based information, geographies, market, product, and technology. So this subunits transform their subcultures. So organization have to require some mental models. And this