Using a change framework
In order to increase the likelihood of successfully managing change through the change lifecycle, a framework is required. McKinsey 7s is a highly advocated framework, which provides the required building blocks of change.
Why use McKinsey 7s in a change framework?
McKinsey’s model considers the new desired change (the to-be) against the current state (the as-is) through each step ensuring a cohesive vision, design and transition as well as a way to monitor embedding and improvements phases. It also provides a useful checklist to ensure the details of the change are captured, understood and realised.
What are the 7s?
How does McKinsey 7s work?
Case for change
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Clearly articulate the current state (as-is). Identify where the root cause of the problem may be or what parts need to change to exploit an opportunity.
Design
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Document the current and future states (to-be) as comprehensively as required, depending on the scale of the change.
Transition
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Compare the two states and create an action plan to address the gap between them.
Embed
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Monitor the new state and determine if there are any issues which need to be fixed.
Realise benefit
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Continue to monitor the realisation of the expected outcomes – to ensure the benefits are achieved.