McKinsey 7S model was developed by Robert Waterman and Tom Peters during early 1980s by the two consultants McKinsey Consulting organization. Large-scale organizational change has always been difficult, and there’s no shortage of research showing that a majority of transformations continue to fail. Digital technologies and the changing nature of the workforce have created new opportunities and challenges for the influence model (for more on the relationship between those trends and the model, see this article’s companion, “Winning hearts and minds in the 21st century”). There is no hierarchical chain in the different factors of the McKinsey 7S Framework. Thankfully, you can teach an old dog new tricks. The second step is concerned with the organizational design optimally and this optimal fit will be different for different organizations. Rather than get into a detailed roadmap, the McKinsey change management model focuses on both “hard” and “soft” organizational elements that need to be … The 7S Framework or McKinsey 7S Framework provides this understanding. In a recent McKinsey Global Survey, we examined successful transformations and found that they were nearly eight times more likely to use all four actions as opposed to just one.1 1. The art of thinking clearly, “The overconfidence effect: Why you systematically overestimate your knowledge and abilities,” blog entry by Rolf Dobelli, June 11, 2013, psychologytoday.com. Digital upends old models. Like animals, people who believe that developing new skills won’t change a situation are more likely to be passive. Highlighting this point, studies have found that over 90 percent of US drivers rate themselves above average, nearly 70 percent of professors consider themselves in the top 25 percent for teaching ability, and 84 percent of Frenchmen believe they are above-average lovers.11 11. The McKinsey 7s framework is a seminal concept in measuring organizational effectiveness. In practice, however, we find that many transformation leaders falsely assume that the “why” is clear to the broader organization and consequently fail to spend enough time communicating the rationale behind change efforts. Collectively labeled the “influence model,” these ideas were introduced more than a dozen years ago in a McKinsey Quarterly article, “The psychology of change management.” They were based on academic research and practical experience—what we saw worked and what didn’t. It argues that organisational effectiveness involves more than simply putting in place the right command and control structure to coordinate the delivery of an organisation’s strategy. Influence Model – McKinsey’s Change Management Model Influence Model, McKinsey’s change management model, is one in a long list of potential frameworks one can draw upon during a case interview. If your team is interested in setting new project management standards, then one management model you will want to understand is McKinsey’s 7-S Framework. Belinda Luscombe, “Do we need $75,000 a year to be happy?” Time, September 6, 2010, time.com. Using the McKinsey 7-S Framework You can use it to identify which elements you need to realign to improve performance, or to maintain alignment and performance during other changes. Please email us at: McKinsey Insights - Get our latest thinking on your iPhone, iPad, or Android device. For improving organizational performance. 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