{"id":3795,"date":"2022-02-11T15:11:32","date_gmt":"2022-02-11T07:11:32","guid":{"rendered":"https:\/\/blog.visual-paradigm.com\/vn\/?p=3795"},"modified":"2022-11-28T16:21:27","modified_gmt":"2022-11-28T08:21:27","slug":"mckinsey-7s-model-comprehensive-guide","status":"publish","type":"post","link":"https:\/\/blog.visual-paradigm.com\/vn\/mckinsey-7s-model-comprehensive-guide\/","title":{"rendered":"H\u01b0\u1edbng D\u1eabn To\u00e0n Di\u1ec7n V\u1ec1 M\u00f4 H\u00ecnh McKinsey 7S"},"content":{"rendered":"
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M\u00f4\u00a0h\u00ecnh 7S<\/a>\u00a0xu\u1ea5t hi\u1ec7n l\u1ea7n \u0111\u1ea7u ti\u00ean trong cu\u1ed1n s\u00e1ch b\u00e1n ch\u1ea1y nh\u1ea5t n\u0103m 1981, Ngh\u1ec7 thu\u1eadt qu\u1ea3n l\u00fd Nh\u1eadt B\u1ea3n: \u1ee8ng d\u1ee5ng cho kinh doanh ki\u1ec3u M\u1ef9, \u0111\u01b0\u1ee3c vi\u1ebft b\u1edfi gi\u00e1o s\u01b0 Richard Pascale c\u1ee7a Stanford v\u00e0 gi\u00e1o s\u01b0 Anthony Athos c\u1ee7a Harvard.\u00a0\u0110\u1ed9ng l\u1ef1c \u0111\u1ec3 vi\u1ebft cu\u1ed1n s\u00e1ch n\u00e0y l\u00e0 \u0111\u1ec3 t\u00ecm hi\u1ec3u \u0111i\u1ec1u g\u00ec \u0111\u00e3 l\u00e0m cho c\u00e1c c\u00f4ng ty Nh\u1eadt B\u1ea3n th\u00e0nh c\u00f4ng nh\u01b0 v\u1eady.<\/p>\n

G\u1ea7n nh\u01b0 c\u00f9ng l\u00fac, Thomas J. Peters v\u00e0 Robert H. Waterman, Jr., hai chuy\u00ean gia qu\u1ea3n l\u00fd c\u1ee7a \u0110\u1ea1i h\u1ecdc Stanford v\u00e0 l\u00e0 nh\u00e2n vi\u00ean l\u00e2u n\u0103m c\u1ee7a McKinsey & Company n\u1ed5i ti\u1ebfng, \u0111\u00e3 ph\u1ecfng v\u1ea5n 62 trong s\u1ed1 c\u00e1c c\u00f4ng ty l\u1edbn l\u00e2u \u0111\u1eddi nh\u1ea5t v\u00e0 t\u1ed1t nh\u1ea5t \u1edf Hoa K\u1ef3 v\u00e0 ch\u1ecdn ra. 43 d\u1ef1a tr\u00ean kh\u1ea3 n\u0103ng sinh l\u1eddi v\u00e0 t\u1ed1c \u0111\u1ed9 t\u0103ng tr\u01b0\u1edfng.\u00a0n\u0103m 1978, b\u1ed1n t\u00e1c gi\u1ea3 n\u00e0y \u0111\u00e3 c\u00f9ng nhau \u0111\u1ec1 xu\u1ea5t m\u00f4 h\u00ecnh 7S.<\/p>\n

M\u00f4 h\u00ecnh n\u00e0y sau \u0111\u00f3 \u0111\u00e3 xu\u1ea5t hi\u1ec7n trong cu\u1ed1n s\u00e1ch b\u00e1n ch\u1ea1y nh\u1ea5t c\u1ee7a Peters v\u00e0 Waterman, The Pursuit of Excellence: B\u00e0i h\u1ecdc t\u1eeb nh\u1eefng c\u00f4ng ty th\u00e0nh c\u00f4ng nh\u1ea5t c\u1ee7a M\u1ef9, v\u00e0 tr\u1edf th\u00e0nh c\u00f4ng c\u1ee5 t\u01b0 v\u1ea5n qu\u1ea3n l\u00fd c\u01a1 b\u1ea3n c\u1ee7a McKinsey & Company, c\u00f4ng ty t\u01b0 v\u1ea5n qu\u1ea3n l\u00fd h\u00e0ng \u0111\u1ea7u th\u1ebf gi\u1edbi.\u00a0K\u1ec3 t\u1eeb \u0111\u00f3, m\u00f4 h\u00ecnh 7S \u0111\u00e3 tr\u1edf n\u00ean n\u1ed5i ti\u1ebfng v\u00e0 ph\u1ed5 bi\u1ebfn r\u1ed9ng r\u00e3i.<\/p>\n

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M\u00f4 h\u00ecnh McKinsey 7S l\u00e0 g\u00ec?<\/span><\/h3>\n

M\u00f4 h\u00ecnh McKinsey 7S (c\u00f2n \u0111\u01b0\u1ee3c g\u1ecdi t\u1eaft l\u00e0 M\u00f4 h\u00ecnh 7S) l\u00e0 b\u1ea3y y\u1ebfu t\u1ed1 c\u1ee7a m\u1ed9t t\u1ed5 ch\u1ee9c kinh doanh \u0111\u01b0\u1ee3c thi\u1ebft k\u1ebf b\u1edfi Trung t\u00e2m Nghi\u00ean c\u1ee9u C\u00f4ng ty & McKinsey, trong \u0111\u00f3 tuy\u00ean b\u1ed1 r\u1eb1ng c\u00e1c c\u00f4ng ty ph\u1ea3i xem x\u00e9t t\u1ea5t c\u1ea3 c\u00e1c kh\u00eda c\u1ea1nh c\u1ee7a qu\u00e1 tr\u00ecnh ph\u00e1t tri\u1ec3n m\u1ed9t c\u00e1ch to\u00e0n di\u1ec7n, bao g\u1ed3m c\u1ea3 c\u1ea5u tr\u00fac, h\u1ec7 th\u1ed1ng, phong c\u00e1ch, nh\u00e2n vi\u00ean, k\u1ef9 n\u0103ng, chi\u1ebfn l\u01b0\u1ee3c v\u00e0 c\u00e1c gi\u00e1 tr\u1ecb \u0111\u01b0\u1ee3c chia s\u1ebb – b\u1ea3y k\u1ef9 n\u0103ng, chi\u1ebfn l\u01b0\u1ee3c v\u00e0 gi\u00e1 tr\u1ecb \u0111\u01b0\u1ee3c chia s\u1ebb.<\/p>\n

\"Templat<\/p>\n

In this model, strategy, structure and systems are considered the \u201chardware\u201d for business success, while style, people, skills and shared values are considered the \u201csoftware\u201d for successful business operations. McKinsey\u2019s 7S model reminds managers around the world that software and hardware are equally important.<\/p>\n

Strategy<\/strong><\/p>\n

Strategy is the overall planning of the enterprise\u2019s development goals, ways and means to achieve them, based on the internal and external environment and available resources, in order to survive and develop stably in the long term, and it is the centralized embodiment of the enterprise\u2019s management ideology, the result of a series of strategic decisions, and the basis for the formulation of enterprise plans and programs.<\/p>\n

Structure<\/strong><\/p>\n

Strategy requires a sound organizational structure to ensure implementation. Organizational structure is the basis on which the organizational meaning and mechanism of the enterprise survive. It is the composition form of the enterprise organization, i.e., the effective arrangement and combination of organizational elements such as objectives, synergy, personnel, positions, interrelationships and information. It is the decomposition of the enterprise\u2019s goals and tasks into positions, and then the integration of positions into departments, and the formation of an organic whole of a vertical system of rights and horizontal system of division of labor and collaboration by numerous departments. Organizational structure is for strategy implementation, different strategies need different organizational structure to correspond with it, and organizational structure must be coordinated with strategy.<\/p>\n

System<\/strong><\/p>\n

The development and strategy implementation of the enterprise need a perfect system as a guarantee, and in fact the system is the specific embodiment of the enterprise spirit and strategic thinking. Therefore, in the process of strategy implementation, a system consistent with strategic thinking should be developed to prevent mismatches and inconsistencies in the system, and to avoid the emergence of systems that deviate from the strategy. Such as the innovative spirit of 3M\u2019s innovation system, in 3M, a person who participates in the development of new product innovation business, his position and salary in the company will naturally change with the achievements of the product, even if he started as a production line engineer, if the product hits the market, he can be promoted to product engineer, and if the annual sales of the product reaches five million dollars, he can become Product Line Manager. This system greatly motivates employees to innovate and promotes the development of the company.<\/p>\n

Style<\/strong><\/p>\n

Outstanding companies exhibit a loose and strict management style that is both centralized and decentralized, giving extreme autonomy to the production and product development departments, while stubbornly adhering to a few long-standing values. In a strong systematic organization, employees are considered according to the overall statistical concept of the company and not as individual personalities.<\/p>\n

Staff<\/strong><\/p>\n

One of the key principles of IBM is to respect individuals and spend a lot of time implementing this principle. This is because they believe that employees, regardless of their position, are the source of effectiveness. Therefore, while making good organizational design, enterprises should pay attention to equipping the workforce that meets the needs of strategic thinking, training them well, assigning them appropriate jobs, and strengthening publicity and education so that personnel at all levels of the enterprise can establish an ideology and work style that is compatible with the strategy of the enterprise.<\/p>\n

Skills<\/strong><\/p>\n

In implementing the company\u2019s strategy, employees need to acquire certain skills, which depend on rigorous and systematic training. Konosuke Matsushita believes that everyone must undergo rigorous training in order to become an excellent person, such as the athletes who gallop on the sports field to show their skills, but their amazing physique and skills do not come out of thin air, but are the result of long-term physical and mental rigorous training. Without training, a person may have no way to perform even if he or she has very good natural qualifications.<\/p>\n

Therefore, in the process of business development, the overall situation of the company should be considered comprehensively, and the company can only be successful if the 7 elements, both hard and soft, can communicate and coordinate well.<\/p>\n

Shared values<\/strong><\/p>\n

Corporate values are the fundamental meaning of a company\u2019s existence and should be the fundamental motive and driving force for the operation of its own economic system. Values have the role of guidance, restraint, cohesion, motivation and radiation. Scientific incentives can stimulate the enthusiasm of all employees, unify the will and desire of enterprise members, and work together to achieve the strategic goals of the enterprise. This requires a study of the common values of the enterprise, whether the values are understood and shared by all members of the enterprise and used as principles of action. Whether there is a consensus between the whole enterprise and whether there is a deviation between the concept and behavior.<\/p>\n

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Infographic Design Tool for 7S Model<\/span><\/h3>\n

The McKinsey 7S model is a framework for organizational effectiveness that assumes that the seven internal elements of an organization must be aligned and strengthened in order to be successful. These seven elements all begin with the letter S, hence the model\u2019s name, the McKinsey 7S Framework. Visual Paradigm features an intuitive chart editor and a rich set of McKinsey 7S templates to support your presentation needs.<\/p>\n<\/div>\n