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 the 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?
The McKinsey 7S model is comprised of three 'hard' elements and four 'soft' elements.
Hard Elements
- Strategy
- Structure
- Systems
Soft Elements
- Shared Values
- Skills
- Staff
- Style
To learn more about these elements, read the KnowledgeTrain article on the McKinsey 7S Model.
How does McKinsey 7s work?
Case for change
Use McKinsey to:
Clearly articulate the current state (as-is). Identify where the root cause of the problem may be or which parts need to change to exploit an opportunity.
Design
Use McKinsey to:
Document the current and future states (to-be) as comprehensively as required, depending on the scale of the change.
Transition
Use McKinsey to:
Compare the two states (as-is and to-be) and create an action plan to address the gap between them.
Embed
Use McKinsey to:
Monitor the new state and determine if there are any issues which need to be fixed.
Realise benefit
Use McKinsey to:
Continue to monitor the realisation of the expected outcomes to ensure the benefits are achieved.