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The 7 S Model of Organizational Alignment

Paul GodfreyMarriott School of ManagementWinter 2010

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The 7 S Model

The 7 S model helps describe organizational reality

A set of buckets to sort information

The 7 Ss as a balloon

Push on one side, the other sides all move

The 7 Ss constitute a system

Two components:

The Hard Triangle: Strategy, Systems, Structure

The Soft Square: Staffing, Skills, Style, Shared Values

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Strategy

Structure Systems

Shared

Values

Staffing Skills

Style

The 7 S Model

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Strategy

Organizational Goals

Competitive Advantages

Structure Systems

Division of LaborReporting

responsibilities

CoordinationControl

Shared Values

Common BeliefPriorities

Staffing Skills

Hiring, Training,Promoting

Technologies

What we do well

Style

Interpersonal relationships

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Strategy

Full Service

Regional Coverage

Focused on Core

Long Term View

Structure Systems

Decentralized

Functional Expertise

Geographic Focus

Tight Cost Control

Bonus Incentives

Merit Promotion

Shared Values

Conservative

Profitability

Loyalty

Decentralization

Equity & Generosity

Staffing Skills

Hire good people

MDP

Promote from within

Customer Service

Cost Control

Style

Informal

Friendly

Practical

The Positives

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Strategy

No focus on niches

No operating synergiesFew strategic assets

Structure Systems

Management by exception

Functional Silos with little communication

Excessive Internal Focus

Little incentive pay

Promotion on Seniority

Shared Values

Comfortable

Complacency

Excessive Frugality

Staffing Skills

Hire by W.O.M.Little Training

Hard to Fire

We know what customers wantReliance on traditional ways

Style

Non-confrontational

Little Challenge & debate

Slow to decide

The Negatives

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Expanding the 7 S Model

Super-ordinate goals: What is the organization trying toaccomplish?

Situation/ Stakeholders: What is the overall environment theorganization faces?

Self: What is the role of the change agent in the model?

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Strategy

Structure Systems

Shared

Values

Staffing Skills

Style

The Expanded 7 S Model

Super-ordinateGoals

Sel

f

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Advantages of the expanded model

Adding super-ordinate goals brings out more clarity Strategic objectives (market share) vs. strategy tools

(differentiation) Goals as a reflection (manifestation) of shared values Goals can shift, causing misalignment

Adding the Situation/ Stakeholders places the organization In both competitive space and time

Most misalignments begin with changes in this area and ripplethrough the system

Adding the self focuses on the role of individuals to impact thesystem