ppt mckinsey 7's ppt

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. Presented by nikhil mapare email id nik.map@gmail.com : 

. Presented by nikhil mapare email id nik.map@gmail.com MCKINSEY’S 7S FRAMEWORK

Origin of the 7-S Framework. History : 

Origin of the 7-S Framework. History The 7-S Framework was first mentioned in "The Art Of Japanese Management" by Richard Pascale and Anthony Athos in 1981.They had been investigating how Japanese is try had been so successful. At around the same time that Tom Peters and Robert Waterman were exploring what made a company excellent. The Seven S model was born at a meeting of these four authors in 1978.It appeared also in "In Search of Excellence" by Peters and Waterman, and was taken up as a basic tool by the global management consultancy company McKinsey. Since then it is known as their 7-S model .

What is the  7-S Framework? Description : 

What is the  7-S Framework? Description The 7-S Framework of McKinsey is a management model that describes 7 factors to organize a company in an holistic and effective way. Together these factors determine the way in which a corporation operates. Managers should take into account all seven of these factors, to be sure of successful implementation of a strategy. Large or small. They're all interdependent, so if you fail to pay proper attention to one of them, this may effect all others as well. On top of that, the relative importance of each factor may vary over time

Slide 4: 

MCKINSEY’S 7S FRAMEWORK

Slide 6: 

THE HARD S’s

Slide 7: 

THE SOFT S’s

Diagnostic tool for understanding organizations that are ineffective. Guides organizational change. Combines rational and hard elements with emotional and soft elements. Managers must act on all Ss in parallel and all Ss are interrelated. : 

Diagnostic tool for understanding organizations that are ineffective. Guides organizational change. Combines rational and hard elements with emotional and soft elements. Managers must act on all Ss in parallel and all Ss are interrelated. Strengths of the 7-S Model. Benefits

MCKINSEY’S APPROACH TO PROBLEM-SOLVING : 

MCKINSEY’S APPROACH TO PROBLEM-SOLVING The problem is not always the problem Don’t reinvent the wheel Every client is unique (no cookie cutter solutions) Don’t make the facts fit your solution Make sure your solution fits your client Sometimes let the solution come to you No problem is too tough to solve

THE 80/20 RULE : 

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 effect Examples: 80% of sales from 20% of sales force 80% of orders from 20% of customers

DON’T BOIL THE OCEAN : 

DON’T BOIL THE OCEAN Work smarter, not harder. There’s 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 don’t try to analyze everything.

FIND THE KEY DRIVERS : 

FIND THE KEY DRIVERS Many factors affect business. Focus on the most important ones – the key drivers

THE ELEVATOR TEST : 

THE ELEVATOR TEST Know 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 you’re doing well enough to sell your solution. TEST

PLUCK THE LOW-HANGING FRUIT : 

PLUCK THE LOW-HANGING FRUIT Sometimes 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 you’re on the ball and mean business.

MAKE A CHART EVERY DAY : 

MAKE A CHART EVERY DAY During 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 won’t forget it.

HIT SINGLES : 

HIT SINGLES You can’t do everything, so don’t try. Just do what you’re supposed to do and get it right. It’s 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 PICTURE : 

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

JUST SAY, “I DON’T KNOW” : 

JUST SAY, “I DON’T KNOW” Professional 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 haven’t got a clue. Admitting that is a lot less costly than bluffing.

DON’T ACCEPT “I HAVE NO IDEA” : 

DON’T ACCEPT “I HAVE NO IDEA” People always have an idea if you probe just a bit. Ask a few pointed questions – you’ll 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 Model : 

Strategic Problem-Solving Model Data Intuition Managing Team Client Self Leadership Vision Inspiration Delegation Problem Solution Implementation Dedication Reaction Completion Iteration Business Need Competitive Organizational Financial Operational Analyzing Framing Designing Gathering Interpreting Presenting Structure Buy-in

Thank you:kasim sheikhnekhil maparemahendraanshu : 

Thank you:kasim sheikhnekhil maparemahendraanshu

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