What are some of the best practices for applying the 7S model to assess your organization's alignment?

Before defining your purpose with the 7S model, you need to ask whether the 7S model is indeed the right model to use. Sometimes strategy tools are like hammers looking for nails. Before you pick the hammer, you need to know it is a nail you're facing. The 7S model is an attempt to define the word "Organization" and decompose it into its constitutive elements. This means that it can be best used for issues and questions that concern organizational change and organizational design. Not for, e.g., defining strategy or merely executing it.

In my experience purpose is everything. Without it, we are rudderless and exposed to premature failure. It's critical to evaluate the why behind your organisation's existence so that you can attract your ideal talent and clients. The ability to communicate this is a singular word or phrase will give you a very coomeptative edge. Having a clear purpose will assist you in developing goals and objectives that align with your values. this will create the boundaries and rules in which you will cooperate. This is foundational to the 7S Model in our experience.

Like setting your compass, a clear purpose and scope are crucial for a successful 7S model analysis. Having a defined purpose keeps your analysis focused. Are you pinpointing roadblocks to a new marketing strategy (analysing skills and communication styles) or identifying cultural clashes after a merger (focusing on shared values and leadership styles)? A clear scope ensures efficient use of resources by prioritising which elements (structure, skills, and systems) warrant deeper dives. This focus translates to actionable insights and avoids getting bogged down in extraneous details. Remember, the 7S model is a powerful tool, but like other strategic frameworks such as SWOT or PESTLE analysis, it thrives with clear direction.

Applying the 7S model to assess your organization's alignment involves examining the seven interrelated elements: Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff. Start by defining your organization's purpose and core values, as these shape the foundation of the 7S framework. Evaluate how well each element supports the others and aligns with your overall strategy. Identify discrepancies and areas for improvement. For effective application, engage stakeholders across different levels for a holistic perspective. Prioritize alignment and consistency between all seven elements to enhance organizational performance. Regular reviews and adjustments based on this model facilitate strategic alignment, and sustained success.

Without a clear destination, you might end up wandering aimlessly. By understanding your organization's goals and challenges, you can tailor your analysis to address specific areas that need improvement.

Always remember to gather data on your 7S elements from multiple sources: interviews, anonymous surveys, document reviews, and even observing company events. Organise this information by S element (Strategy, Skills, etc.) using spreadsheets or mind maps. Look for patterns and see how the elements connect. Are there misalignments? Analyse the gaps between your ideal and actual state, prioritising the most critical ones that could hinder your goals. Remember, confidentiality is key. This multi-pronged approach will provide valuable insights to strengthen your organisation's alignment.

Visit McKinsey’s website and listen to Lowell Bryan discuss the applications and evolution of the 7-S model. The true power of the 7-S framework lies in its ability to examine an organization as an interconnected system. Placing undue emphasis on any single element can lead to suboptimal results. I believe having detailed dialog with all levels of associates may be most productive. Ask questions to learn how Style (culture) interacts with Strategy or how Shared Values relate to Skills. Listen for nuances, gaps, and conflicts in how the seven nodes are described and experienced. These conversations may reveal aspects of the leaders’ perspectives that have not fully formed or are in misalignment with the thoughts of other leaders.

Gathering as much data as possible ensures you have a comprehensive understanding of your organization. However, it's equally important to be selective and focus on the most relevant information. I've found that taking the time to organize and analyze the data thoroughly pays off in the end, as it provides a clear picture of where your organization stands and where it needs to improve.

This is an essential step in applying the 7S model to assess your organization’s alignment. Identify the key data points you need to collect for each of the 7S elements: strategy, structure, systems, style, staff, skills, and shared values. Use a variety of data collection methods, such as surveys, interviews, focus groups, and document analysis, to gather information from different sources and perspectives. Organize the data in a logical and structured way, using tools such as spreadsheets, databases, or data visualization software. Ensure the data is accurate, reliable, and latest. Cross-check it with multiple sources if necessary. Keep the data organized and accessible, so it can be analyzed and used to inform decision-making.

Well done. I advice to use PESTEL and Porter's Five Forces framework techniques together in order to narrow the gap of the analysis results and gives you a clear view about your business position.

Some tips to compare & contrast Compare your organization’s current state with its desired state for each of the 7S elements: strategy, structure, systems, style, staff, skills, and shared values. Use the data you collected and organized to identify gaps and areas for improvement. Contrast your organization’s performance with industry benchmarks or best practices to see how you measure up. Look for patterns and relationships between the different elements of the 7S model. How do they interact and influence each other? Use visual aids, such as charts or diagrams, to help you see the big picture and communicate your findings. Comparing and contrasting is an iterative process. Regularly review and update analysis to ensure it's relevance.

Utilize my extensive experience in consulting to benchmark the organization's current state against best practices and industry standards. Harvard's operational strategy teachings stress the importance of identifying gaps and areas of misalignment. By comparing the collected data with desired outcomes, I can pinpoint discrepancies and areas needing attention. This comparative analysis is crucial for understanding the extent of alignment and identifying potential improvements.

Yes, the data from your analysis is gold, but turning it into action is where the magic happens. Focus on the biggest gaps between your ideal and reality; those are your weak spots. Dig deeper and find the root cause (mismatched skills for a new strategy, anyone?). Then craft solutions that target the problem. Training programmes, process tweaks, even cultural shifts – whatever fits the gap. Remember, prioritise ruthlessly. Focus on high-impact changes you can actually implement. Develop a plan with clear steps, timelines, and ownership. This data-driven approach will transform your misalignments into a roadmap for a stronger, more aligned organisation.

Analyze interdependencies: Understand how changes in one 7S element will impact others. Consider impact and feasibility: Assess the potential benefits and drawbacks of each action, as well as its likelihood of success. Prioritize based on urgency and importance: Focus on actions that address critical misalignments and have a significant impact on the organization's goals. Involve stakeholders: Get input from key stakeholders to ensure that the chosen actions are supported and feasible. Create a roadmap: Develop a clear plan for implementing the prioritized actions, including timelines and resource requirements. Monitor progress and adjust as needed: Track the progress of your actions and make adjustments as and when needed.

Use the results of your comparison & contrast analysis to identify the most pressing issues and areas for improvement. Prioritize actions based on their potential impact and feasibility. Focus on the actions that will have the greatest positive effect on your org’s alignment. Consider the resources and support you will need to implement the actions, & plan accordingly. Communicate the actions and their rationale to stakeholders, & involve them in the implementation process. Monitor progress & adjust actions as needed to ensure they remain effective. Remember, identifying & prioritizing actions is an ongoing process. Regularly review & update action plan to ensure it remains aligned with organization’s goals and objectives.

Applying the 7S model effectively involves a structured approach to ensure organizational alignment: Conduct an Assessment: Evaluate each component of the 7S model - Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff. Identify Discrepancies: Analyze the interconnections for any inconsistencies or misalignments. Action Plan Development: Draft specific actions to address identified gaps. Prioritize Initiatives: Focus on actions with the highest impact on alignment. Continuous Review: Regularly reassess the organization against the 7S framework to maintain alignment. This strategic approach enables targeted improvements and sustained organizational health.

The critical question at this juncture is: Which actions will most effectively close the gaps and amplify the strengths of your organization’s structure, strategy, systems, shared values, skills, style, and staff? The answer to this shapes your strategic pathway forward, ensuring a cohesive and dynamic approach to organizational alignment and success.

The why behind changes is critical and must always be transparent to all stakeholders. Specifically, groups that are being subject to the change (employees to be reassigned, departments to be merged, etc.) should have a timely and clear understanding of the changes. In my experience, the strong organizations communicate clearly on the following: 1. What is the firm's long-term objective 2. How does the firm measure its progress against this objective? 3. How is the firm performing against its intermediary goals to accomplish its long-term objective? By consistently communicating this across all stakeholders, the need for change will be evident by the lack of progress on the objectives and will have significantly higher buy-in.

Une fois que les actions sont identifiées et hiérarchisées, il est crucial de communiquer clairement les résultats de l'évaluation ainsi que les plans d'action recommandés à toutes les parties prenantes concernées. Cela garantit une compréhension commune des enjeux d'alignement et favorise l'engagement et le soutien des membres de l'organisation. Ensuite, il est essentiel de mettre en ?uvre ces actions de manière efficace et de suivre leur progression pour s'assurer qu'elles contribuent à améliorer l'alignement organisationnel et à atteindre les objectifs fixés.

Effective communication and implementation are key to success. Drawing from my Harvard training and consulting background, develop a clear communication plan to convey the assessment results and proposed actions to stakeholders. Implement changes methodically, using change management principles to ensure buy-in and minimize resistance. My experience ensures that the implementation process is smooth and that improvements are sustained over time.

One of the pioneering books in management that helped built the discipline of ?business strategy“ focused on the relationship between (s)trategy and (structure). Alfred Chandler began looking at large-scale enterprise in the early 1960s. His book Strategy and Structure: Chapters in the History of the Industrial Enterprise (1962) examined the organization of E.I. du Pont de Nemours and Company, Standard Oil of New Jersey, General Motors, and Sears, Roebuck and Co. He found that managerial organization developed in response to the corporation's business strategy. This finding created the notion that ?structure follows strategy“ that you might have heard in a different context. #strategy

The 7S model is not a one-time assessment; it's an ongoing process of evaluating and refining organizational alignment. Regularly monitor the effectiveness of the implemented actions and adapt to changing business conditions and strategic goals. Continuous improvement should be embedded in the organization's culture to maintain a high level of alignment.

Uma boa prática para aplicar o modelo 7S em uma organiza??o é desenvolver uma trilha de aprendizado continuado, levar em considera??o o cenário atual e o cenário desejado, envolver embaixadores de todos os níveis e celebrar todas as conquistas.

Before applying any technique, first determine if it’s truly the best one for you. Make sure you have a clear overarching vision, long-term goals, and immediate actions outlined, all aligned with that vision. Once this is in place, adopt systems thinking and holistic problem-solving. From there, you can incorporate other techniques as needed.

Establecer métricas y objetivos claros: Define métricas y objetivos específicos para cada uno de los elementos del modelo 7S y para la organización en su conjunto. Estas métricas pueden incluir indicadores de desempe?o clave, como la satisfacción del cliente, la productividad del empleado y la rentabilidad financiera. Establecer metas claras te ayudará a medir el progreso hacia la alineación deseada y a identificar áreas de mejora.