The

The Seven-S Model

Seven-S Model
A framework to guide and evaluate
organization development to achieve
vision and produce desired
performance results.
 Framework
The 7 S model has its origins from the classic, 'The Art Of Japanese
Management', by Richard Pascale Tanner & Anthony Athos during the
early eighties. Over the years it has become a widely accepted tool for
understanding how a high performing organization must be managed.
The model has evolved in practice beyond the OD world and is now a
common model utilized by many firms such as McKinsey as a diagnostic
tool.
When applied to an organization it can be a most effective tool for
identifying and targeting those areas which need attention and focus.
By gaining better alignment between the 7 Ss, the organization can more
effectively execute on its mission and vision.
In ABC Company, the model is used as a tool for assessing organization
performance and targeting areas for OD intervention.
Over the years, the leadership team has made significant changes in all
of the Ss in order to be better aligned with Headquarter and with
customers.
The ABC company systematically uses this model and tool to guide the
development of the OD strategy, supported by Larcen Consulting
In the following slides the 7Ss are defined and lesson learned
 Streams (Environment)

INP
Shared Values (Boundary)

UT

S
UT
S
IN

INP
P UT
S Strategy
S
UT
I NP

Performance
Skills Structure
Vision

INPUTS SYNERGY
OUTPUTS
Systems Style

Staff

Through Puts Feedback

FEEDBACK Through Puts
 Overview of the 7S Model

The
Theexternal
externalenvironment
environmentthat
thatimpacts
impactsthe
theorganizations
organizationsformulation
formulationofof
STREAMS
STREAMS strategies, systems, structure, style, staff and skills
strategies, systems, structure, style, staff and skills

Synergy
Synergyresults
resultsfrom
fromalignment
alignmentthroughout
throughoutthe theorganization
organizationwith
withregard
regardtoto
SYNERGY
SYNERGY strategies, systems, structure, style, staff and skills
strategies, systems, structure, style, staff and skills

The
Theorganization
organizationvision
visionformulates
formulatesthe
thefoundation
foundationand
andprecursor
precursortotothe
the
development
developmentofofthetheorganization
organizationstrategies,
strategies,systems,
systems,structure,
structure,style,
style,staff
staff
VISION
VISION and
andskills.
skills.
Vision
Visionmay
mayneed
needtotobe
beadapted
adaptedbased
basedononexternal
externaland
andinternal
internaldynamics.
dynamics.
Overview of the 7S Model

Derives
Derivesfrom
fromassessment
assessmentofoforganization
organizationinternal
internalStrengths
Strengths&&
Weaknesses,and
Weaknesses, andexternal
externalOpportunities
Opportunities&&Threats
Threats(SWOT
(SWOTAnalysis);
Analysis);
includesenvironment
includes environmentinfluences;
influences;nature
natureofofcompetition;
competition;company
company
distinctivecompetencies;
distinctive competencies;company
companykeykeysuccess
successfactors
factors
STRATEGY
STRATEGY Strategy
Strategymust
mustbebedynamic
dynamicnot
notstaticresponsive
staticresponsivetotothe theinternal
internaland
and
externalenvironment
external environment
Strategy
Strategyrepresents
representsthe
themajor
majorapproaches
approachesadopted
adoptedby bythe
theorganization
organizationtoto
achievethe
achieve thevision
visionand
andgoals
goals

Representshow
Represents howthe
thecompany
companyisisorganized
organizedtotoexecute
executestrategy
strategy
Structuremay
Structure maybebecentralized
centralizedorordecentralized
decentralized
STRUCTURE
STRUCTURE Structuremay
Structure maybebeflat
flatand
andmatrixed
matrixedorororganized
organizedininsilos
silos
Structureshould
Structure shouldbebedesigned
designedtotofacilitate
facilitateachieving
achievingcorporate
corporatevision,
vision,
goals&&strategies
goals strategies
Overview of the 7S Model

Formal
Formalsystems
systemsmay
mayinclude:
include:
Measurementsystems
99 Measurement systems(including
(includingplanning)
planning)
Performancemanagement
99 Performance managementsystems
systems
SYSTEMS
SYSTEMS Resourceallocation
99 Resource allocationsystems
systems
Informal
Informalsystems
systemsmay
mayinclude:
include:
Meetingformats
99 Meeting formats
Conflictresolution
99 Conflict resolutionprotocols
protocols

Staffing
Staffingconsiderations
considerationsmaymayinclude:
include:
Demographicsmakeup
99 Demographics makeup(diversity)
(diversity)
STAFF Selectioncriteria
99 Selection criteriaand
andpromotion
promotionfactors
factors
STAFF
Staffdevelopment
99 Staff developmentprograms
programs&&opportunities
opportunities
Culturewithin
99 Culture withinthe
theorganization
organization
Overview of the 7S Model

The
Themanner
mannerininwhich
whichleaders
leadersand
andemployees
employeesbehave
behaveinternally
internallyand
and
externally
externally
STYLE
STYLE The
Themanner
mannerininwhich
whichthe
thecompany
companyinteracts
interactswith
withstakeholders,
stakeholders,
customers, regulators, etc.
customers, regulators, etc.
The
Theprinciples
principlesadopted
adoptedbybythe
thecompany
companytotoguide
guideits
itsstyle
style&&behavior
behavior
The
Theorganization
organizationshould
shouldbebepro-active
pro-activetotodefine
definethe
thecorporate
corporatevalues
valuesand
and
SHARED
SHARED the desired behavior for leaders and employees consistent with
the desired behavior for leaders and employees consistent with these these
VALUES
VALUES values
values
Values
Valuesand
anddesired
desiredbehavior
behaviormust
mustbe
becommunicated
communicatedtotoand andembraced
embracedby by
the entire organization
the entire organization

Differentiating
Differentiatingcharacteristics
characteristicsofofthe
thecompanys
companysproducts
productsand
andservices
services
Core
Corecompetencies
competenciesrequired
requiredbybyleaders
leadersand
andother
othercategories
categoriesofof
SKILLS
SKILLS employees
employeesininorder
orderfor
forthe
thecompany
companytotoeffectively
effectivelyexecute
executeagainst
againstthe
the
vision, values, goals and strategies.
vision, values, goals and strategies.
 Overview of the 7S Model
The HR Business Partner should use this model as a template
against which to assess the current organization.

Questions can be formulated around each of the Seven S

components that are relevant to the company or organization
being assessed.

The results of this assessment will provide data that can be

used to formulate recommended interventions

Action or Tactical Plans can then be developed and executed

with involvement of the appropriate organization leaders and staff
 7S Objective for ABC Company
To optimize leadership and management effectiveness in ABC
Company

To develop capabilities and contributions in the context of the real

work and real teams

To build a reservoir of talent that can grow with the company and
be ready to assume greater leadership responsibilities

To build functional role clarity

To support cross functional effectiveness

To encourage a culture of initiative, leadership and contribution

To design tools for accurately measuring and tracking leadership

and functional effectiveness
 History / Background
7S OD work has had a building block approach for over 10 years
at ABC Company

9 Began initially with the President of sales office, with the goal
to build senior team effectiveness
9 Evolved into a structured leadership development program
focused first on senior team members and then transitioned to
include action learning projects in which middle managers
who were mentored by senior managers solved some key
organizational problems while developing their own leadership
skills
9 Work now focused on very clear measurement of performance
tracking over time so that high potential leaders are supported
to grow in effectiveness
9 In 2010, work will include the up and comers who have the
potential to move into top leadership roles over time - Program
has become more structured both in measurement but also in
strategic intent
 Key Elements
Measurement tools including the 7S audit and leadership
competency survey
Structured coaching and mentoring (with content modules) by
senior leaders (supported by Larcen Consulting)
Succession Planning
New Manager Assimilation/Orientation
Cross Team Development for each Function (evolving the charter,
purpose and capabilities of functional teams over time, example
technical divisions
Internal and external customer engagement skill building
Action Learning teams that solve real problems
Self awareness tools including the HBDI, DiSC and 16pf as well
as the EQI
 Lessons Learned / Value
7S gives us a framework for understanding the issues and
challenges a leader must master

7S provides a tracking mechanism to demonstrate that leaders

are working more effectively and are solving problems

Leaders can be effective change agents if they are developed

9 Intra-personal and interpersonal skill development

Teams can achieve high level execution when they are coached
and supported in new skill development and change
management, including
9 Economic upturns and downturns
9 Reorganization
9 Challenging customer issues
9 Regional and Headquarter cross team communication