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1、麦肯锡麦肯锡7s详细解说详细解说StrategySkillsSharedValuesStructureStaffStyleSystems7-S FRAME WORK : The winning formula sets the goals and standards for the organizations and identifies the key skills required The supporting organization provides quidance, motivation and monitoring to see that the right decisions
2、are madeSingle noblepurposeThe winning formulaSupporting organizationStrategySkillsSharedValuesStructureStaffStyleSystems7-S FRAME WORK : STRATEGYAn integrated set of actions to deliver aSuperior value to a chosen set of Customers with a cost structure that Allows continuing excellent returns Which
3、customers does the company target? Which products/services does it offer? How can it serve its customers effective? How can the company build a sustainable advantage over competition? What are the strategic priorities for the company? What are the actions required across different functional element
4、s.StrategySkillsSharedValuesStructureStaffStyleSystems7-S FRAME WORK : SHARED VALUES How do people in the organization describe the way we do things around here? E.g., - How decisions are taken - How important stake holders are dealt with - How thing get down - What preoccupies senior managementThos
5、e ideas of what is right and desirable (inCorporate and/or individual behavior) whichAre typical of the organization and common To most of its members How do people in the organization describe the way in which it is distinctive? Which things get most and least management attention? E.g., - Markets,
6、 product lines - Organizational units - Short versus long term issuesStrategySharedValuesStructureStaffStyleSystems7-S FRAME WORK : SKILLSCapabilities possessed by the organization As a whole as distinct from those ofindividualsSkills what business activities important to its success is the company
7、distinctively good at performing? What business activities important to its success is the company weak at performing?. How are important business activities changing? What important management activities must the company perform much better than it does now? - Non-business system function e.g., peo
8、ple development, industrial relations, etc. - Special management challenges e.g., multi-product line management, resource deployment StrategySkillsShared Values7S FRAME WORK : THE WINNING DORMULAVisionActivities the organizationMust be really good at in orderTo deliver winning valuepropositionAn int
9、egrated set of actions To deliver a superiorValue (benefits minusPrice) to a chosen setOf customers, with aCost structure thatAllows continuingExcellent returnsThe overriding goal of the organizationA clear, compelling statement of whatIt aspires to become that is demanding butAchievable and reflect
10、s a fact-based viewOf the futureThe commonly held beliefs of theOrganization simple terms that sayWhats important around hereStrategySkillsSharedValuesStructureStaffStyleSystems7-S FRAME WORK : SYSTEMSThe Process and procedures through which things get done from day to day What are the most importan
11、t management processes that top management uses to run an organization. .E.g., - Annual strategy reviews - Monthly operating reviews - Management by walking around What are the most important systems in the organization? How well are they managed? What variables are monitored and controlled most clo
12、sely? How relevant, accurate, and reliable is the information generated?StrategySkillsSharedValuesStructureStaffStyleSystem7-S FRAME WORK : STYLEThe way managers collectively behave with Respect to use of time, attention and symbolicactions How does top management make decisions?-Consultation versus
13、 solitary-Reliance on data versus experience How does management seek to motivate employees? - Orders - Compensation and fringe benefits - Internal competition - Participation How does top management view its own principal role?-Monitoring, reviewing-Making tough decisions directly-Staying on top of
14、 internal operations-Changing course, setting directionStrategySkillsSharedValuesStructureStaffStyleSystem7-S FRAME WORK : STRUCTUREAn orderly and predictable system to determineWho reports to whom and how tasks areDivided up and integrated What is the basis structural form of the organization? E.g.
15、,-Centralized versus decentralized-Product versus customer group-Geographical coverage. What is the top management Structure?. What is the approach to (corporate) staff? E.g.,. Large versus small. How are the key functions organized? E.g.,-R&D : Project based versus on- going-Marketing: Centralized
16、versus per business unit-Sales: by customer group or geographicSystemsSKILL SUPPORT AT McDONALDS USING ORGANIZATION DESIGNStructureSkillsQualitycontrolStaffStyle Centralized buying to control contentThe structure, staff,Systems and style ofThe organization has To be carefullyDesigned to supportEach
17、MacroskillNecessary for success Hard-nosed, rigid attitude on how to run the business Inspections Franchise expansion based on high grades on prior inspections Many procedures mechanisms, aimed building employee enthusiasm, loyalty Procedures for consistent food preparation including a 600 page manu
18、al Owner operators $40 million Hamburger University Promotion from within to build experienceStrategySkillsSharedValuesStructureStaffStyleSystem7-S FRAME WORK : STAFFThe people in the organization, considered inTerms of corporate demographics, not individualpersonalities What Kind of people does the company employ? - Educational background - Average age - Experience profile How fast is the company growing in terms of number of employees? How well does the company manage to retain its employees? How well are employees rewarded? How well trained are employees?
