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Mckinsey 7-S Model

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Developed in the early 1980s by Tom Peters and Robert Waterman, two consultants working at the McKinsey & Company consulting firm, the basic premise of the model is that there are seven internal aspects of an organization that need to be aligned if it is to be successful.
The 7-S model can be used in a wide variety of situations where an alignment perspective is useful to help us:
- Improve the performance of a company.
- Examine the likely effects of future changes within a company.
- Align departments and processes during a merger or acquisition.
- Determine how best to implement a proposed strategy.
The McKinsey 7-S model involves seven interdependent factors which are categorized as either "hard" or "soft" elements:
Hard Elements Soft Elements …show more content…

"Soft" elements, on the other hand, can be more difficult to describe, and are less tangible and more influenced by culture. However, these soft elements are as important as the hard elements if the organization is going to be successful. Shared Values
These are the core values of the company that connect all the other 6 factors. These are the fundamental ideas or guiding principles that lay the foundation of businesses. Values are "non-negotiable" in nature and cannot be compromised for personal or corporate gains. The values which Bureau Veritas wants to develop in its employees are:-
 Integrity
Bureau Veritas understands individual nature and art of work with importance, which assist the firm in leading ahead with dedication and transparency.
 Excellence
Excellence is the key to growth and success, and Bureau Veritas understands it and so do the employee, pursue excellence.
 Respect for Individual
Bureau Veritas believes in the thought that – ‘Respect others, to respect yourself’.
Employees respect each other to learn and grow with …show more content…

Style
Bureau Veritas believes in transparency and consistency and has an open culture. Any information or notifications are shared with everyone in the organization and individuals are free to raise their concerns. It has a culture of open spirit, where the top level management engages freely with lower level employees frequently. The company trusts that every project has capability to innovate or transform into growth and success. Respect for employee new inputs and attached reward programs. Often social events and activities develop and grow healthy relationship between employees.
Staff
Bureau Veritas trusts in dealing with young and fresh talent and moulding them into leading and successful professionals. It even imparts training, guidance and offers internships to business graduates. After successful completion of the training, the deserving and well-learned candidate gets an opportunity to learn further and work with Bureau Veritas.

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