McKinsey 7S Model: A strategic assessment and alignment model
The McKinsey 7S Model is a management framework developed by McKinsey & Company to help organizations align their operations and strategies to achieve success. It focuses on seven key elements that need to be aligned and mutually reinforcing for an organization to perform well. Introduction The 7S model is a strategic model that can be used for any of the following purposes:
The model, made famous by the McKinsey consulting company, is good for a thorough discussion around an organizations activities, infrastructure, and interactions. The model and its usage Here is the 7S model that portrays seven elements of an organization. These elements are divided into two categories: hard elements and soft elements. Hard Strategy – This is the organization’s alignment of resources and capabilities to “win” in its market. Structure – This describes how the organization is organized. This includes roles, responsibilities and accountability relationships. Systems – This is the business and technical infrastructure that employees use on a day to day basis to accomplish their aims and goals. Soft Shared Values – This is a set of traits, behaviours, and characteristics that the organization believes in. This would include the organization’s mission and vision. Style – This is the behavioural elements the organizational leadership uses and culture of interaction. Staff – This is the employee base, staffing plans and talent management. Skills – This is the ability to do the organization’s work. It reflects in the performance of the organization. To assess each of these elements, here are some questions to ask: Strategy –
Structure –
Systems –
Style –
Staff –
Skills –
Once the questions are answered, the data should be examined. The analysis should look for the following aspects:
The uses of the model can be as a static picture to determine how effectively the organization is implementing its strategy. Also, it can be used two-fold with a current state and an intended future state. By comparing the current and future states, gaps can be assessed, which lead to improvement and action plans. That latter case makes enables the model to be used for large scale change. Summary Like any model, there are good fits and poor fits. This is a handy model for taking a snapshot and comparing that to the desired state or improvement. It visually shows how everything is linked and understanding the larger implications of change can be very revealing. It is much like how a general practice doctor can help diagnose a patient’s situation, but the fine-tuned skill of a surgeon can be used to make the specific, desired change. By examining each of these elements, the organization can create a cohesive plan that ensures all aspects of the company work together towards the transformation goal. Alec McPhedran Chtd Fellow CIPD, Chtd Mngr CMI, MCMI is a recognised creative sector coach and mentor. He specialises in one to one talent coaching, facilitated learning and team development. For further information, visit www.mcphedran.co.uk. Copyright © Alec McPhedran 2024
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What is Nudge Theory?
Nudge Theory is a concept with the aim to influence people to make better decisions. The thoughts behind the theory is that decision-making should be based on people's real thoughts and decision processes, which are instinctual and sometimes illogical, rather than how leaders and managers have historically assumed people think and decide (logically and rationally). Nudge Theory, often referred to as "nudging," is a concept in behavioural economics and political science that involves using positive reinforcement and indirect suggestions to influence the behaviour and decision-making of individuals or groups. It was popularized by the book Nudge: Improving Decisions About Health, Wealth, and Happiness by Richard Thaler and Cass Sunstein in 2008. The key idea behind Nudge Theory is that people's decisions and behaviours can be influenced in predictable ways without restricting their choices or imposing significant economic incentives or penalties. Nudges aim to guide individuals toward making better choices for themselves, society, or the environment by altering the way options are presented to them. Examples of nudges include: Default Options: Setting a desirable choice as the default option, such as organ donation, where individuals are automatically registered as donors unless they opt out. Informational Nudges: Providing clear and easily understandable information to help individuals make informed decisions, like nutritional labels on food products. Feedback: Offering feedback on behaviour to encourage desired actions, such as energy usage reports to reduce electricity consumption. Social Norms: Informing people about what the majority of their peers are doing to encourage conformity with positive behaviours. Timing: Timing messages or reminders at critical moments when people are more likely to act, like sending tax return reminders close to the tax deadline. Nudge Theory has been applied in various fields, including public policy, marketing, healthcare, and environmental conservation, with the goal of promoting healthier, more sustainable, and socially beneficial choices. Critics argue that while nudges can be effective in many cases, they also raise ethical concerns about individual autonomy and potential government or corporate manipulation. Overall, Nudge Theory is based on the idea that small changes in how choices are presented can significantly influence human behaviour without resorting to coercion or heavy-handed interventions. How do you use Nudge Theory? Nudge Theory doesn't have a universally agreed-upon model or set of stages, but the concept typically involves a series of steps or principles that guide the application of nudges to influence behaviour. Here's a simplified breakdown of seven stages for organisational change that can help you understand the process:
It's important to note that the stages of nudge theory may vary in practice, and the process can be iterative, with adjustments made based on the results and feedback obtained at each stage. Additionally, ethical considerations and transparency are essential when using Nudge Theory to influence behaviour, as it involves a degree of choice architecture that may affect individual autonomy. Alec McPhedran Chtd Fellow CIPD, Chtd Mngr CMI, MCMI is a recognised creative sector coach and mentor. He specialises in one to one talent coaching, facilitated learning and team development. For further information, visit www.mcphedran.co.uk. Copyright © Alec McPhedran 2024 Emotional Intelligence
What is Emotional Intelligence? Emotional intelligence is the ability to recognise your emotions, understand what they're telling you, and realise how your emotions affect people around you. Emotional intelligence also involves your perception of others: when you understand how they feel, this allows you to manage relationships more effectively. A short overview from creative sector coach and mentor Alec McPhedran. Emotional Intelligence (EI) theory, also known as Emotional Quotient (EQ), is a framework for understanding how individuals perceive, manage, and utilize emotions effectively in various aspects of life. The concept of emotional intelligence was popularized by psychologist Daniel Goleman in his 1995 book "Emotional Intelligence," though the idea was initially introduced by Peter Salovey and John D. Mayer in 1990. Here are the key components and principles of emotional intelligence theory: Emotional Intelligence is increasingly relevant to organizational development and developing people, because the EQ principles provide a new way to understand and assess people's behaviours, management styles, attitudes, interpersonal skills, and potential. Emotional Intelligence is an important consideration in human resources planning, job profiling, recruitment interviewing and selection, management development, customer relations and customer service, and more. Emotional Intelligence links strongly with Multiple Intelligence theory which illustrates and measures the range of capabilities people possess, and the fact that everybody has a value. The EQ concept argues that IQ, or conventional intelligence, is too narrow; that there are wider areas of emotional intelligence that dictate and enable how successful we are. Success requires more than IQ (Intelligence Quotient), which has tended to be the traditional measure of intelligence, ignoring essential behavioural and character elements. We've all met people who are academically brilliant and yet are socially and inter-personally inept. And we know that despite possessing a high IQ rating, success does not automatically follow. Emotional Intelligence - Two Aspects This is the essential premise of EQ: to be successful requires the effective awareness, control and management of one's own emotions, and those of other people. EQ embraces two aspects of intelligence:
Emotional Intelligence - The Five Domains Goleman identified the five 'domains' of EQ as:
High EI helps in understanding and managing personal relationships, fostering empathy, and effectively communicating emotions. In the workplace EI is crucial for leadership, teamwork, conflict resolution, and adaptability to change. Leaders with high EI are more likely to inspire and motivate their teams. An understanding of EI can also help with mental health as it contributes to better mental health by enabling individuals to manage stress, reduce anxiety, and cope with challenges. Finally students and learners with higher EI tend to perform better academically due to improved stress management, interpersonal relationships, and motivation. Emotional Intelligence embraces and draws from numerous other branches of behavioural, emotional and communications theories, such as NLP (Neuro-Linguistic Programming), Transactional Analysis, and empathy. By developing our Emotional Intelligence in these areas and the five EQ domains we can become more productive and successful at what we do, and help others to be more productive and successful too. The process and outcomes of Emotional Intelligence development also contain many elements known to reduce stress for individuals and organizations, by decreasing conflict, improving relationships and understanding, and increasing stability, continuity and harmony. Alec McPhedran Chtd Fellow CIPD, Chtd Mngr CMI, MCMI is a recognised creative sector coach and mentor. He specialises in one to one talent coaching, facilitated learning and team development. For further information, visit www.mcphedran.co.uk. Copyright © Alec McPhedran 2024 |
AuthorAlec McPhedran is a long established creative arts coach and mentor. Archives
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