Contributions from McKinsey Seven S

Every company must be efficient, productive, know the challenges, changes that occur in scenarios in which they operate, they operate, for that management should know how to use properly all the administrative skills to work with the achievement of this objective, and ensure A company's competitiveness of these contributions is significant that we lay the consulting firm McKinsey & Co, where McKinsey proposes a scheme to get companies to be effective, the model called the "Seven S", which aims to organizations in their daily work, with reference to seven factors which must be treated equally within an organization. It's a real checklist to successfully implement the strategy of the company .. Points through seven words beginning with "that?, The vital factors to consider and act in an integrated manner. The most outstanding feature of this model is that it has been widely used in various prestigious companies and business schools like Harvard and Stanford. That is, a powerful combination of theory and practice. Jorge León Rodríguez reminds us that the "Seven S" of the organizational structure were first mentioned in "The Art of Japanese Management" by Richard Pascale and Anthony Athos in 1981.

These authors have been investigating how Japanese industry had managed to be so successful. About the same time, Tom Peters and Robert Waterman were exploring what makes a company excellent. The Model of "Seven S" was born of a meeting of these four authors in 1978. It also appears in the book "In Search of Excellence" by Peters and Waterman, and was taken as a basic tool for the global consulting firm McKinsey. It is known since as the model of the "Seven S".

The "Seven S" McKinsey's organizational structure 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, ie, that all have equal importance but each factor may vary over 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 unclear 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 a organization ("soft skills? And" hard skills?). It is not sufficient to identify the variety of factors. Most importantly, the combination is achieved between them to optimize results.

The schematic of the model closer to a network of relationships that a pyramidal structure, a priori determined that none of the factors is more 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 ask the right strategy that reflects an accurate assessment of the environment and especially the competition. It is, ultimately, the proper action and allocation of resources to achieve business objectives. The difficult thing is not to propose strategies, but run. STRUCTURE (structure) is the organizational structure and relationships of authority and responsibility in it are given. From this point of view, the strategy will identify the structure and organizational design will be the facilitator for the company achieve its goals. Thus, if the strategy changes, the structure changes, does not constitute an obstacle to the first. SKILLS (Skills) are the distinctive capabilities of the company. What Michael Porter would call "core competencies? or what the company does best. It is vital that the chosen strategy is consistent with these skills. SHARED VALUES (shared values) are 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 develop 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 that senior management behaves and, therefore, establishes the model. The basic thesis is that the relevant actions, including symbolic, communicated to each member of the organization on priorities and commitment of the company strategy. Staff (Staff) are the people who make 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?. Peters, T., Waterman, R. (1982). Harper & Row (New York - London). The 7S McKinsey Model for Building Brands

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