## McKinsey 7S Model
The 7S Model analyzes a company's organisational design, depicting how effectiveness is achieved through the interaction of hard and soft elements.
### Hard Elements (Tangible, Easily Defined)
| Element | Key Question |
|---|---|
| Strategy | What steps does the company intend to take to address current and future challenges? |
| Structure | How is work divided? How do departments work and collaborate? |
| Systems | What formal/informal processes is the company's structure based on? |
### Soft Elements (Intangible, Harder to Define)
| Element | Key Question |
|---|---|
| Shared Values | What idea does the organisation subscribe to? Is it communicated credibly? |
| Staff | Employee development, performance, and feedback programs |
| Skills | What is the company's base of skills and competencies? |
| Style | What is the leadership style and how does it influence strategic decisions? |
> Memory Tip: Hard = 3S (Strategy, Structure, Systems). Soft = 4S (Shared Values, Staff, Skills, Style). All 7 must be aligned for effective strategy execution.
### Limitations of the 7S Model
1. Ignores the external environment — depicts only internal elements.
2. Does not clearly explain organisational effectiveness or performance.
3. Considered more static and less flexible for decision-making.
4. Missing real gaps in conceptualisation and execution of strategy.