It is known since as the model of the “Seven S”. The “Seven S” of the organizational structure of McKinsey is a tool for analysis and action, is a management model that describes 7 factors to organize a company in an effective manner. Together, these factors determine the way in which a corporation operates. Managers should consider the seven factors to be sure the successful implementation of a strategy, noting that each of these factors are interdependent and they must give equal attention to each of them, namely, that all are of equal importance although each factor may vary from time to time and influence differently. It is said that McKinsey argues that changes in the effectiveness of a company are a direct consequence of the interaction of multiple factors, many of which are not obvious or have not been considered in traditional models. The model therefore assumes three key ideas: The existence of a multiplicity of factors that influence the viability and success of an organization (“soft skills” and “hard skills”). It is not enough to identify these various factors.
The most important is the mix that is achieved between them to optimize results. The schematic of the model, closer to a network of relationships that of a pyramid structure, a priori determined that none of the factors is most relevant to improving organizational effectiveness. The relative importance of each variable depends on the conditions of time and space. These are like 7 S manuelgross.bligoo.com summarizes: STRATEGY (Strategy) is very important to make a correct strategy that reflects an accurate assessment of the environment and, in particular competition. It is, ultimately, the proper action and allocation of resources to achieve business goals. The difficult thing is not to suggest strategies, but executing them.
STRUCTURE (structure) is the organizational structure and relationships of authority and responsibility in it are given. From this point of view, the strategy will determine the organizational structure and design will be the enabling mechanism for the company to achieve its objectives. In this way: if the strategy changes, the structure changes, not be a stumbling block to the first. SKILLS (Skills) are the distinctive capabilities of the company. What Michael Porter would call “their core competencies “or what the company does best. It is vital that the chosen strategy is consistent with these skills. SHARED VALUES (shared values) equivalent to the concept of “mission” and are the values shared by all members of the company and that translates the strategy into goals circular joining the organization in achieving common goals. SYSTEMS (systems) are all procedures and processes necessary to implement the strategy (information systems, production systems and processes, budgets, controls, etc.).. They are also all formal and informal procedures that allow an organization to function. Must be aligned with the strategy and provide adequate support for their achievement. STYLE (Style) is the way top management behaves and, therefore, provides the role model. Follow others, such as Dean Ornish M.D, and add to your knowledge base. The basic thesis is that the relevant actions, including symbolic, communicate to each member of the organization on priorities and commitment of the company with the strategy. STAFF (staff) are the people who up the company and is responsible for implementing the strategy. In this context, the key is that human resources are targeted on the strategy for “The Art of Japanese Management.” Pascale, R., Athos, A. (1981). Penguin Books (London) “In Search of Excellence.