The Seven-S S Model. A framework to guide and evaluate organization development to achieve vision and produce desired performance results.

Transcription

1 The Seven-S S Model A framework to guide and evaluate organization development to achieve vision and produce desired performance results.

2 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 S s, 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 S s 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 7S s are defined and lesson learned

3 Streams (Environment) INPUTS INPUTS Shared Values (Boundary) Strategy INPUTS INPUTS Vision INPUTS Skills Systems SYNERGY Structure Style OUTPUTS Performance Staff Through Puts FEEDBACK Feedback Through Puts

4 Overview of the 7S Model STREAMS STREAMS The The external external environment environment that that impacts impacts the the organization s organization s formulation formulation of of strategies, strategies, systems, systems, structure, structure, style, style, staff staff and and skills skills SYNERGY SYNERGY Synergy Synergy results results from from alignment alignment throughout throughout the the organization organization with with regard regard to to strategies, strategies, systems, systems, structure, structure, style, style, staff staff and and skills skills VISION VISION The The organization organization vision vision formulates formulates the the foundation foundation and and precursor precursor to to the the development development of of the the organization organization strategies, strategies, systems, systems, structure, structure, style, style, staff staff and and skills. skills. Vision Vision may may need need to to be be adapted adapted based based on on external external and and internal internal dynamics. dynamics.

5 Overview of the 7S Model STRATEGY STRATEGY Derives Derives from from assessment assessment of of organization organization internal internal Strengths Strengths & Weaknesses, Weaknesses, and and external external Opportunities Opportunities & Threats Threats (SWOT (SWOT Analysis); Analysis); includes includes environment environment influences; influences; nature nature of of competition; competition; company company distinctive distinctive competencies; competencies; company company key key success success factors factors Strategy Strategy must must be be dynamic dynamic not not static responsive static responsive to to the the internal internal and and external external environment environment Strategy Strategy represents represents the the major major approaches approaches adopted adopted by by the the organization organization to to achieve achieve the the vision vision and and goals goals STRUCTURE STRUCTURE Represents Represents how how the the company company is is organized organized to to execute execute strategy strategy Structure Structure may may be be centralized centralized or or decentralized decentralized Structure Structure may may be be flat flat and and matrixed matrixedor or organized organized in in silo s silo s Structure Structure should should be be designed designed to to facilitate facilitate achieving achieving corporate corporate vision, vision, goals goals & strategies strategies

6 Overview of the 7S Model SYSTEMS SYSTEMS Formal Formal systems systems may may include: include: Measurement Measurement systems systems (including (including planning) planning) Performance Performance management management systems systems Resource Resource allocation allocation systems systems Informal Informal systems systems may may include: include: Meeting Meeting formats formats Conflict Conflict resolution resolution protocols protocols STAFF STAFF Staffing Staffing considerations considerations may may include: include: Demographics Demographics makeup makeup (diversity) (diversity) Selection Selection criteria criteria and and promotion promotion factors factors Staff Staff development development programs programs & opportunities opportunities Culture Culture within within the the organization organization

7 Overview of the 7S Model STYLE STYLE SHARED SHARED VALUES VALUES The The manner manner in in which which leaders leaders and and employees employees behave behave internally internally and and externally externally The The manner manner in in which which the the company company interacts interacts with with stakeholders, stakeholders, customers, customers, regulators, regulators, etc. etc. The The principles principles adopted adopted by by the the company company to to guide guide its its style style & behavior behavior The The organization organization should should be be pro-active pro-active to to define define the the corporate corporate values values and and the the desired desired behavior behaviorfor for leaders leaders and and employees employees consistent consistent with with these these values values Values Values and and desired desired behavior behaviormust must be be communicated communicated to to and and embraced embraced by by the the entire entire organization organization SKILLS SKILLS Differentiating Differentiating characteristics characteristics of of the the company s company s products products and and services services Core Core competencies competencies required required by by leaders leaders and and other other categories categories of of employees employees in in order order for for the the company company to to effectively effectively execute execute against against the the vision, vision, values, values, goals goals and and strategies. strategies.

8 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

9 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

10 History / Background 7S OD work has had a building block approach for over 10 years at ABC Company Began initially with the President of sales office, with the goal to build senior team effectiveness 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 Work now focused on very clear measurement of performance tracking over time so that high potential leaders are supported to grow in effectiveness 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

11 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

12 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 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 Economic upturns and downturns Reorganization Challenging customer issues Regional and Headquarter cross team communication