7S Framework Research Articles

Human Capital Plan Analysis in Improving Competitiveness and Productivity at FranchiseGlobal.com

This research aims to analyze the Human Capital Plan strategy implemented by FranchiseGlobal.com to increase the competitiveness and productivity of the company. This research collects data through interviews, documentation, and direct observation using a qualitative descriptive approach. This study also evaluates the implementation of McKinsey's 7S Framework in the Human Capital strategy at FranchiseGlobal.com. The results showed that FranchiseGlobal.com has implemented a strategy divided into short, medium, and long term to improve recruitment, employee development, and talent retention. Although the company has made progress in HR management, there are still challenges in building an inclusive corporate culture and integrating new technologies in the HR management process. This research concludes that the Human Capital Plan implemented at FranchiseGlobal.com effectively supports company growth but requires improvement in technology and cultural inclusion.

The Proliferation of Artificial Intelligence in the Forklift Industry—An Analysis for the Case of Romania

This paper investigates the impact of artificial intelligence (AI) on the forklift industry, focusing on logistics and procurement within small and medium-sized enterprises (SMEs) in Romania. Using a mixed-methods approach, including interviews with seven managers from a benchmarked company in the forklift industry (BCFI) and quantitative analysis of operational data, we examine the transformative effects of AI integration. Key findings include a 30% reduction in inventory holding costs due to AI-powered predictive analytics; a 15% decrease in procurement costs through AI-driven supplier evaluation systems; a 25% increase in operational efficiency from AI-optimized route planning; a 40% boost in overall productivity attributed to AI-enabled automation; and a projected 20% reduction in low-skilled labor requirements over the next five years. The study employs environmental, social, and corporate governance (ESG), balanced scorecard (BSC), benchmarking, and activity-based management (ABM) models to analyze risks and implications of AI integration. A case study of a leading Romanian SME in the forklift industry is presented, examining financial strategies using McKinsey’s 7S framework. The paper concludes that while AI offers significant operational benefits, it also presents challenges in workforce transition and ethical considerations that require careful management.

Analysis of Dumpling House Msmes From The Perspective of Mc Kinsey 7s

Small and Medium-sized Enterprises (MSMEs) play a significant role in Indonesia's economy, absorbing up to 97% of the workforce. Particularly, the food and beverage sector within MSMEs has shown substantial growth, indicating high potential in the industry. However, intense competition poses challenges, necessitating a competitive edge for sustained growth. This paper examines the case of Dumpling House, an MSME in the frozen food sector, which initially experienced rapid expansion but faced challenges due to the evolving business landscape. Using the McKinsey 7s framework, the internal analysis reveals areas for improvement in strategy, structure, system, shared values, skills, style, and staff. While Dumpling House demonstrates strengths in certain areas, such as product quality and employee camaraderie, there are evident gaps in strategic planning, leadership, and system optimization. The study suggests enhancing management insights, conducting regular evaluations, strengthening leadership roles, and addressing identified issues comprehensively to facilitate Dumpling House's continued growth and success.

A BWM-TOPSIS Linear Programming Model for Evaluating the Performance of Health-Promoting Hospitals with McKinsey 7s Framework in Organizational Management

This research addresses the critical aspect of evaluating operational performance in health promotion hospitals, which play a vital role in providing medical services to local communities. The research proposes an integrated method for performance assessment, utilizing the Best-Worst Method (BWM) and the Technique for Order of Preference by Similarity to Ideal Solution (TOPSIS) linear programming model. Taking the case of health promotion hospitals in Maha Sarakham province, Thailand, and considering the McKinsey 7s framework's seven criteria, BWM is employed to determine the criteria weights. Subsequently, the TOPSIS linear programming model selects the ideal health promotion hospital based on these weights. The BWM analysis reveals criteria weights in the following order: system, staff, skill, style, structure, strategy, and shared value. The TOPSIS linear programming model identifies SH12 as the top-performing health promotion hospital with a closeness coefficient value of 0.8821. Additionally, a Spearman's rank correlation test validates this proposed method against the original TOPSIS approach, yielding a correlation value of 1.0. These findings provide valuable guidance for organizations, particularly in shaping strategic policies and resource allocation within medical service units, medical equipment, and personnel management in organizational settings. This study offers that the proposed method is simpler and will aid in the ongoing analysis of strengths and weaknesses in the improvement of organizations and development, helping organizations adapt to changes.

Effect of Style on Post-Merger and Acquisition Performance of Commercial Banks in Kenya

Based on the McKinsey 7S Framework, this study was undertaken to assess the effect of Style on post-Merger and Acquisition (M&A) performance of commercial banks in Kenya. The independent variable of the study is Style, operationalized through change communication, post-M&A change management, and post-M&A leadership. Post-M&A integration, the moderating variable, is measured by the degree and rate of integration. This study is anchored on the Three-step change, Resource Based View, and Universalistic Best Practice theories. The Kenyan commercial banking sector has 38 registered commercial banks currently operating in the industry; 29 of which have undergone M&A activities. A sample of 10 banks, involved in M&A activities for a period ranging from six months to five years, was selected. This timeframe recommended by Masoud et al., (2020) is critical for M&As as it allows the assessment of both short-term and medium-term integration outcomes, where initial challenges are addressed and operational synergies start manifesting. Data was collected using both primary and secondary sources. Primary data, analyzed through content and framework analyses provided qualitative insights into integration practices. Secondary data, primarily consisting of financial ratios of bank performance (Return on Assets, Return on Equity, Return on Investment, Operating Profit Margin, and Net Profit Margin) was analyzed using the Independent Sample T-test in SPSS version 28.0. Correlation analysis and inferential statistics were employed to measure the strength of relationships between study variables. The study employed a 95% confidence level with a 5% level of precision, ensuring that the results were robust and could be generalized with minimal error. These levels of precision and confidence enhance the reliability and quality of the research by reducing the likelihood of making incorrect inferences about the broader population. The findings reveal that effective change communication post-M&A significantly enhances employee engagement and reduces resistance, which in turn positively influences overall organizational performance. Change management practices that are structured and inclusive of employee feedback contribute to smoother integration processes, minimizing disruptions to operations and customer service. Leadership style was found to be a critical factor in the success of M&As, with collaborative and change leadership resulting to better post-M&A outcomes. The results further confirmed that the conceptual framework accurately predicted post-M&A performance, with Style having a positive, statistically significant effect. Additionally, post-M&A integration was found to moderate the relationship between Style and post-M&A performance, amplifying the positive outcomes when the integration was well-executed. The study concludes that the style of managing change, communication, and leadership post-M&A is critical in determining the success of commercial banks in Kenya, with a strong emphasis on transparent communication, structured change processes, and adaptive leadership styles. These findings suggest that adopting best practices in these areas can significantly enhance post-M&A performance. To enhance post-M&A performance of commercial banks, this study recommends integration of operations and systems, implementation of robust performance measurement systems, effective communication, leadership, and change management. There is need for future studies on the effects of M&A activities on the risk profile of commercial banks. This could involve examining how changes in the size, diversification, and complexity of the institution following M&A impact its risk exposure and resilience to external shocks.

Investigating the reorientation in manufacturing firms through a dynamic of strategic shift: An exploratory study

BACKGROUND: In order to gain a competitive advantage or survive, organizations need to reorient themselves once in a while, and in distress tend to rely on turnaround strategies. The organization must ensure that the turnaround strategy implemented is effective. OBJECTIVE: This study explores and investigates the implementation of turnaround strategies during a crisis by manufacturing firms with the help of a conceptual model combining turnaround strategies and McKinsey’s 7s framework as the mediating variables. METHODS: A questionnaire comprising 35 questions was circulated amongst the employees of various manufacturing firms operating in India and 230 data samples were collected. RESULTS: The findings of this study indicate that manufacturing firms tend to implement turnaround strategies in the form of Operational, Financial, Leadership, Structural and Strategic methods for their survival and reorientation. Additionally, turnaround strategies and strategic reorientation variables of the McKinsey 7s framework showed a significant relationship through a set of Hard S and Soft S.

Comprehension of the Application of Mckinsey’s 7s Model by Women in SMEs in Ghana; the Mediating Role of Commitment

One of the issues facing SMEs is how to align the internal structures of the organization to improve performance. This study seeks to investigate how SMEs apply the Mckinsey’s 7s framework to align together to improve performance. The study further examines the role of employee commitment on McKinsey’s 7s to performance.
 The study employed causal and descriptive research design with a sample size of 378 women entrepreneurs in SMEs in Ghana selected through purposive sampling method. Quantitative data were collected from participants through surveys with the use of questionnaire. Data were analysed by employing structural equation modelling (SEM) supported by AMOS 23.0 with maximum likelihood estimation to test the formulated hypotheses. The mediation analysis was done via bootstrapping through AMOS.
 The findings showed that the application of Mckinsey’s 7S has a positive contribution to performance of SMEs. The study further revealed that 4 out of the 7 variables have direct, statistically, and significant influence on employee commitment. The variables include strategy; structures; skills and shared value. The other 3 variables that shown insignificant relationship with employee commitment were Systems, staff and style. Also, the results of the mediating variable suggests that employee commitment has no direct influence on performance results outcome and the hypothesis is not supporting but indicated inverse relationship.

Pengaruh Pengukuran Efektivitas Organisasi Dengan Pendekatan Model MC Kinsey7s Framework Terhadap Kinerja Pegawai SMK Negeri Karangpucung

The research was conducted with the aim of determining the influence of organizational effectiveness using the Mc Kinsey 7s Framework Model Approach on Employee Performance. The problem formulation proposed in this research is How Organizational Effectiveness with the McKinsey 7S Framework Model Approach Influences the Performance of Karangpucung State Vocational School Employees. The research method used is a descriptive quantitative method with a questionnaire distribution method. Data collection techniques in this research are literature study and field study. Meanwhile, the technical data analysis used by the author in this research is by distributing questionnaires. From the research results it was found that: The results of the research on measuring organizational effectiveness using the McKinsey 7S Framework Model Approach have a positive and significant effect on performance, meaning that if measuring organizational effectiveness using the McKinsey 7S Framework Model Approach increases, it will have an effect on performance.

MOVING FROM BUREAUCRACY TO ADHOCRACY: AN INNOVATIVE APPROACH TOWARDS TORWARDS AN IMPROVED OPERATIONS STRATEGY

This review paper seeks to analyse and elucidate on the depth and extent of public sector managers’ involvement in creating, inculcating and sustaining an innovative culture in their public spheres thus shifting from bureaucracy and adopting an adhocratic organisational culture. This process involved a systematic review, synthesis and analysis of several articles, journals and books as a n exhaustive review of literature. A selection of articles and journals articulating the concepts of bureaucracy, adhocracy and public sector innovation were analysed. This analysis revealed that there is a paradigm shift in the organisational culture, design and strategy of some public sector organisations and institutions as they seemingly incorporate bureaucracy, adhocracy and innovation as an endeavour to adapt to the dynamic nature of the public service and as a mechanism to enhance organisational functionality and capability of the state to deliver services. This paper further establishes a glaring and inherent relationship between adhocracy culture and strategy implementation as outlined and described in Quin’s theory of Competing Values Framework (CVF) supported by McKinsey 7S Framework. This paper analyses the current highly bureaucratised public sector can implement and infuse in their organisational structure, operations and culture adhocracies towards the realisation of the public sector innovation concept. The analysed articles are relevant and befitting to the topic as they link bureaucracy and adhocracy and how a possible shift can bring about an innovative and creative public service. A qualitative research approach was used where existing literature collected as research empiricism and the empirical findings of the articles were documented. This review paper is novel because it seeks to contribute to the current debate in the literature of public sector innovation through the use adhocracy and bureaucracy. This paper concludes that there is a symbiotic relationship between adhocracy, strategy implementation and innovation It recommends that the leadership and management of public sector organisations should work towards a structure of establishing a structure that accommodates adhocracy within their organisation as a recipe for effective strategy implementation and innovation. Both operational and strategic levels of leadership and management should be structured such an adhocratic culture within the organisation prevails in order to drive innovation through a paradigm shift from a bureaucratic approach to an innovative culture through adhocracy. Implications of this paper include a revision of the Department of Public Service Administration’s Operations Management Framework operations strategy to entail adhocracy as a central tenet in formulating the Service Delivery Model, Service Delivery Improvement Plan and Organisational structure design. This paper further recommends a similar survey to be undertaken in individual government departments and further pursuit of adhocracy culture in other semi government organisations to test appositeness.

Creative Entrepreneurship and the McKinsey 7S Framework: Utilizing a Servant Leadership Style

The origination of business ideas for new products or services occurs through the creative process. For example, an entrepreneur initially has a business idea for a new product or service that begins in mind. However, the idea needs to be successfully and strategically executed to become a sustainable reality. This research provides a variety of examples concerning conceptualizations of creativity that entrepreneurs can tap into further to enhance their creative abilities for business ideation generation. Further highlights include the psychological impediments entrepreneurs must be aware of and avoid that can stall the entrepreneurial process and the business from successfully launching and sustaining life long-term. Lastly, the authors demonstrate the similarities between the McKinsey 7s framework (Peters & Waterman, 2004) and the servant leadership style (Greenleaf, 1977), revealing how adopting a more formidable entrepreneurial approach involves “putting the people first” rather than solely focusing on strategy and complex numbers.

Wakefit Innovations: overcoming challenges of online sales of furniture & furnishings

Learning outcomes After reading and discussing the case, the participants would be able to: apply 7S and VRIO framework for online furniture retail; evaluate the profitability of horizontal versus vertical marketplaces for selling furniture online; articulate the challenges faced by online furniture retailers; discuss the applicability of technology to enhance customer experience in online furniture retail; and discuss the omni-channel strategy which online furniture companies can adopt. Case overview/synopsis Although furniture has traditionally been an unorganized category, the online furniture platforms have been on an upward curve since past few years. Digitization of economy and usage of smartphones to access internet had given a thrust to online purchases. This case on Wakefit Innovations Private Limited is intended to provide the readers with the business and marketing insights of selling furniture using online platform. The readers will be able to understand how retailing furniture using e-commerce is full of challenges and how various marketing activities have helped Wakefit improve their customer base. The readers can discuss the advantages and disadvantages of horizontal versus vertical e-commerce marketplaces and various challenges associated with online furniture retailing. Whether Wakefit should continue setting up experience centres and the benefits that could accrue by usage of virtual reality, augmented reality and data analytics are additional dimensions which can be discussed by the readers. The case will benefit the professionals in understanding the challenges and marketing strategies used by online furniture retailers and the same can be replicated by other players in this sector. Complexity academic level This case is suitable for students enrolled for full credit course on e-commerce at post graduate level. The case can be discussed towards the middle of the course once the students have studied different formats of e-commerce marketplace. Supplementary materials Teaching notes are available for educators only. Subject code CSS 8: Marketing.

McKinsey’s 7s frame work of organization: A case study of CAMPCO chocolate factory

The study provided information on CAMPCO and Mc Kinsey's 7s frame work of chocolate factory on the basis of details furnished by employees consist of strategy, style, staffing, structure, shared values, system and skills. There are eight departments; stores, production, quality, administrative, maintenance, human resource, finance, and marketing. Its sales performance, including semi-finished products is increasing year by year. The data analyzed and interpreted revealed some of the challenges faced by the departments.

Mckinsey Model and Management Accounting Systems Requirements to Measure and Analyze Performance in Sample of Emerging Companies

Purpose: The purpose of this study is to evaluate BALY as a startup (emerging) company in the Iraq’s market as an emerging company by the McKinsey model to monitor and analyze performance in it. Because of the similarities between the rising companies under analysis. Theoretical Framework: The measuring the company (BALY IRAQ) efficiency in terms of its Shared Values, Strategy, Structure, Systems, Style, Staff, and Skills using the McKinsey 7 S Model. All 7 components must be in sync with one another for optimal performance, with Shared Values serving as the driving force behind the growth of the rest. Together with their colleagues, managers use a system called a Performance Management System (PMS) to oversee all aspects of their staff's performance, from setting goals to monitoring progress to recognizing and rewarding success. Human resource efficiency may be measured with the help of PMS. Methodology: The net profit has been chosen as the measure of efficacy (Baly) Responses were gathered from key HR people at the target firms using a standardized questionnaire. Findings: It have been observed that the 7 Ss is most prevalent in a business and whether or not Shared Values has an influence on performance. The research also shows if any of the "S"s need to be adjusted to boost efficiency. Implications: This study can serve as a useful resource for entrepreneurs, and anyone seeking to start or evaluate a business on a global scale, as long as the framework is applied correctly and at the appropriate time. However, it can be disappointing if the business is not yet qualified to undergo the McKinsey framework evaluation process. Value: The value of the study is to evaluate the McKinsey 7s framework as a method for gauging a company's productivity as it is recommended by researchers as a reference, basis, and instrument for any company serious about assessing its performance or establishing a strategy and structuring its future organization.

Management of Change and its Impact on Productivity: A Case in Point

Today change has turned out to be an essential element of everyone’s lives and for business existence as well. Most of the organizations with the necessity of change in their day-to-day operations have different ideas on change. The main focus of the paper is to understand the effect of change and its management in the achievement of business goals. Moreover, the study aims to throw light on the prime concepts & various applications of change management with the help of the various change models on employee’s productivity. The effort to bring about change may face retaliations so businesses should incorporate means to curtail the resistance level and promote an even shift of change. Top level management have huge role to play in executing the change and they serve as a role model to successfully handle the change. With respect to implement an unbeaten change initiative, management and businesses must make sure that any prior plan for change must be associated with the company’s objectives as witnessed by many literatures in this current study certifying the relationship between change, change management and the accomplishment of corporate objectives. This present paper has been designed to analyze and to assess the effect of change management on worker’s productivity and the adverse effect of resistance to change by examining the case study of Nokia. It also explores the range of models that the management could pertain to minimize resistance towards change. In the present case study of Nokia McKinsey’s 7s framework model fits well.

Innovation Strategies and Competitive Advantage of Insurance Firms in Kenya

Purpose: The main focus of the study was to establish effect of innovation strategies on competitive advantage of insurance firms in Kenya. The study was anchored on McKinsey 7S Framework, Transaction Cost Innovation Theory, Porter’s 5 Forces Model and Dynamic Capabilities theory, and it sought to establish the effect of product innovation strategy, process innovation strategy and marketing innovation strategy on competitive advantage of insurance firms in Kenya. In addition, the moderating effect of regulatory environment on the relationship between innovation strategy and competitive advantage of insurance firms in Kenya was tested given the importance of the regulator.
 Methodology: The study used a cross sectional survey design where all the 55 insurance firms operating in Kenya and were targeted. Through purposive sampling, the study targeted employees in management positions, either from administration, sales and marketing, strategic division or Finance department. Both primary and secondary data was used to achieve the study objectives where they were used to establish trends, descriptive and inferential statistics. Specifically, correlation and regression analysis were conducted to test empirically the relationship between the study variables. The study results were presented in form of Tables and Figures.
 Findings: The findings revealed that product innovation strategy had a significant and positive influence on the competitive advantage of insurance industry in Kenya. Process innovation was also found to positively and significantly contribute to the competitive advantage of insurance industry in Kenya. The findings further revealed that marketing innovation was essential in enhancing the competitive advantage of insurance industry in Kenya. Regulatory framework was found to significantly moderate the relationship between innovation strategies and competitive advantage of insurance industry in Kenya. The study concluded that innovation strategies (product innovation, process innovation and marketing innovation) are essential in determining the competitive advantage of insurance industry in Kenya.
 Unique Contributions to theory, practice and policy: It is therefore recommended that the management of the insurance companies ought to uphold innovation strategy through marketing innovation, product innovation and process innovation so as to stimulate the competitive advantage of their respective insurance companies. The regulatory body, IRA, ought to set a clear framework on policies and regulations that govern insurance innovations so as to set a level ground for the companies to embrace innovation and enhance their competitive advantage.

Optimizing Risk Mitigation Analysis of Business Development Division (Case Study: Urban Transportation Division at PT Kereta Api Indonesia (Persero)

The community can use various alternative modes of transportation, and the train is still the choice for most Indonesian people. PT Kereta Api Indonesia (Persero), the object of this research, has 2 main businesses, namely the railroad and the non-railroad businesses. A company’s business processes do not stop until the company benefits from the business it does, but in this highly complex and interconnected world, the risk is everywhere. Risk management is an important discipline for companies, institutions, and society in today’s modern business world. Risk management is carried out based on the ISO 31000:2018 framework. This research will discuss optimizing risk mitigation strategies as a tool for the business development division to provide effectiveness and how to implement these solutions in the real world. Sources in this study came from secondary data such as annual reports, audited financial reports, and project studies in the Urban Transportation Business Development Division of PT Kereta Api Indonesia (Persero), discussions, and interviews with related parties. Some of the tools used in this study are PEST to analyze external companies, McKinsey 7S Framework to analyze external companies, and the Enterprises’ Risk Management method for the risk management process. Managing risk through optimizing risk mitigation can reduce and minimize loss exposure. Based on the risk matrix score results, the company can take risk treatment, whether the risk must be mitigated or accepted. The risk level score from the risk matrix is used to make underwriter decisions in the risk acceptance process at the Business Development Division of PT Kereta Api Indonesia (Persero).

The Mckinsey 7S Framework and School Branding: An Exploratory Study at Private Islamic Elementary School

<p><span lang="EN-US">The purpose of this study is to investigate the Mckinsey 7s Framework and its effect on school branding in the Islamic private school. </span><span lang="EN-US">The data collection method used observation, interview, and document study techniques. The primary data sources were from the school principal of Sokonandi Muhammadiyah Elementary School of Yogyakarta, while the secondary data sources were 7 teachers, 2 staffs, and school stakeholders. The data were analyzed using Miles & Huberman’s techniques, namely; data reduction, data presentation, and drawing conclusions. The results showed that 1) Shared values with the tagline </span><span lang="EN-US">“</span><span lang="EN-US">Smart, Religious, and Fun</span><span lang="EN-US">”</span><span lang="EN-US">, 2) The school</span><span lang="EN-US">’</span><span lang="EN-US">s strategy in branding creates multi-intelligence students and realizes the vision and mission of Muhammadiyah</span><span lang="EN-US">’</span><span lang="EN-US">s goals, 3) Organizational structure for the development of school branding with varied coordinating fields, 4) School skills in making</span><span lang="EN-US"> a comprehensive management information system, 5) Prioritizing quality-based-learning in every recruitment, 6) facilitating all teachers’ or staffs’ competences, 7) The principal uses two-way communication method</span></p>

Application of McKinsey 7S framework as a strategic tool for a knowledge based Organizational Development

Application of McKinsey 7S framework as a strategic tool for a knowledge based Organizational Development

Evaluation of Mckinsey 7s Framework Model Approach to Credit Distribution With 5C and 7P Principles at Commercial Banking

The strategic management process in lending is carried out starting from environmental analysis when determining market targets and credit risk assessments, then formulating strategies in lending by applying the principle of prudence in each credit process which then implementing the strategy can be seen from the NPL ratio, and the last process is an evaluation of the implementation of the 5C and 7P principles on lending at the Commercial Banking Directorate of PT Bank Mandiri (Persero) Tbk. The study aims to find out the implementation of the 5C and 7P principles. This study uses descriptive methods to identify problems, explain symptoms, and examine conditions and prevailing practices based on the information collected. Moreover, based on the explanation, from each item of the questionnaire, it can be concluded that the application of the 5C and 7P principles to credit distribution at Bank Mandiri is quite good, but it is necessary to pay attention to several subvariables, especially personality on the 7P principle, profitability on the 7P principle, and the Bank's profitability.

A Proposed Strategy Based on Instructional Design Models through an LMS to Develop Online Learning in Higher Education Considering the Lockdown Period of the COVID-19 Pandemic

The COVID-19 pandemic has left more than 1.6 billion children and young people in 161 countries, nearly 80% of students enrolled in education systems globally, out of school. Many countries have resorted to online learning to reduce the repercussions of this shutdown. Many challenges have emerged, the most important of which are infrastructure and communication, and the knowledge of teachers and administrators of the necessary tools and processes are also key factors in providing online learning. In fact, nationwide lockdowns could have been an opportunity to test technological interventions for distance learning. Unfortunately, few systems have reached this point and are ready for implementation. The current study aimed to propose a strategy for distance education using the focus group method to gather the opinions of experts in the field of learning technologies and analyze their responses using text analysis software considering the McKinsey 7S Framework. The study found that the proposed strategy based on instructional design models that use OERs, i.e., blogs, audio recordings, and other resources, can improve the quality and efficiency of learning, provide students with skills, and achieve sustainable development goals in education in the Kingdom of Saudi Arabia.