lecture notes on mckinsey 7s

Download Lecture notes on McKinsey 7S

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McKinsey 7s framework lecture notes.

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  • MCKINSEYS 7S FRAMEWORK

  • THE HARD Ss

  • THE SOFT Ss

  • MCKINSEYS APPROACH TO PROBLEM-SOLVINGThe problem is not always the problemCreate structure through M.E.C.E.Dont reinvent the wheelEvery client is unique (no cookie cutter solutions)Dont make the facts fit your solutionMake sure your solution fits your clientSometimes let the solution come to youNo problem is too tough to solve

  • THE 80/20 RULE- 80% of an effect under study will be generated by 20 of the examples analyzed- A small fraction of elements account for a large fraction of the effectExamples: 80% of sales from 20% of sales force 80% of orders from 20% of customers

  • DONT BOIL THE OCEANWork smarter, not harder.Theres a lot of data out there relating to your problem, and a lot of analyses you could do. Ignore most of them.Lesson: be selective and dont try to analyze everything.

  • FIND THE KEY DRIVERSMany factors affect business. Focus on the most important ones the key drivers

  • THE ELEVATOR TESTKnow your solution so thoroughly that you can explain it clearly and precisely to your client in 30 seconds. If you can do that, then you understand what youre doing well enough to sell your solution.

  • PLUCK THE LOW-HANGING FRUITSometimes in the middle of the problem-solving process, opportunities arise to get an easy win, to make immediate improvements, even before the overall problem has been solved. Seize those opportunities! They create little victories for you and your team. They boost morale and give you added credibility by showing anybody who may be watching that youre on the ball and mean business.

  • MAKE A CHART EVERY DAYDuring the problem-solving process, you learn something new every day. Put it down on paper. It will help you push your thinking. You may use it, or you may not, but once you have crystallized it on the page, you wont forget it.

  • HIT SINGLESYou cant do everything, so dont try.Just do what youre supposed to do and get it right.Its much better to get to first base consistently than to try to hit a home run and strike out 9 times out of 10.

  • LOOK AT THE BIG PICTUREEvery now and then, take a mental step back from whatever youre doing. Ask yourself some basic questions: How does what youre doing solve the problems?How does it advance your thinking?Is it the most important thing you could be doing right now?If its not helping, why are you doing it?

  • JUST SAY, I DONT KNOWProfessional integrity is of utmost importance in consulting.One aspect of professional integrity is HONESTY with your client, your team members, (your professor), and yourself.Honesty includes recognizing when you havent got a clue. Admitting that is a lot less costly than bluffing.

  • DONT ACCEPT I HAVE NO IDEAPeople always have an idea if you probe just a bit. Ask a few pointed questions youll be amazed at what they know. Combine that with some educated guessing, and you can be well along the road to the solution.

  • Strategic Problem-Solving ModelDataIntuitionManagingTeamClientSelfLeadershipVisionInspirationDelegationProblemSolutionImplementationDedicationReactionCompletionIterationBusiness NeedCompetitiveOrganizationalFinancialOperationalAnalyzingFramingDesigningGatheringInterpretingPresentingStructureBuy-in

  • Acme Widgets Logic TreeAcmeWidgetsGrommetsWidgetsWidget SalesRevenueExpensesThrum-matsWidgetLeasingWidgetServiceNorthAmericaEuropeAsia

  • Issue Tree for Acme Widgets

  • Issue Tree for Acme Widgets with SubissuesIssue: Can we increase thrum-mat profitability with thenew production process?Subissue: Will itreduce our costs?Subissue: Can ourorganizationimplement thenecessary changes?Subissue: Can wemaintain productquality whileimplementing theprocess?Does the processrequire special facilities?Does the processrequire special skills?

  • Work Plan for Issue in Acme Widgets Issue Tree

    Issue/HypothesisAnalysesData SourcesEnd ProductResponsibilityDue DateCan we implement the necessary changes to the production process? YesDoes the new process require special facilities? NoTechnical SpecificationsArticles, interviewsChartTom3-JunList of facilities that meet new criteriaFacilities management, interviewsListTom5-JunIf it does require special facilities, can we acquire them? YesMap of facilities gapFacilities management, thrum-mat line supervisors, interviewsChartBelinda7-JunSource of required facilities/equipment Operations, trade publicationsListBelinda7-JunCosts to fill gapsOperations, contractors, interviewsTableBelinda10-JunEffect on project rate of returnFinance department, prior analysisSpreadsheetTerry12-Jun