Using the 7-S Framework for planning

Way back in 1982, Tom Peters and Robert Waterman, from the McKinsey consulting firm, published one of the most widely read business books ever, "In Search of Excellence." In the book they presented a planning model which I find timeless and useful to this day for any kind of planning-tactical, strategic, marketing, corporate, etc.

It's called the "7-S Framework" and contains seven interrelated mutually exclusive, collectively exhaustive attributes of any organization that should be considered in any strategy or project planning process.

Here's a visual representation:



Let's briefly review each one. I find it preferable to go through them in this order:

Shared Values
At the center of the model are "shared values" also called "superordinate goals". These are the core values of the company in terms of how you operate with all your constituencies-employees, customers, vendors, and shareholders.

• Are these written down for your organization?
• Do all employees know them?
  
• Are they practiced consistently?
• Should any be changed or added?
  

Strategy
Articulate your objectives and the ways that you will achieve them.

• Be quantitative about objectives-revenue, market share, profit, share of voice, etc.
• Be sure to address value proposition and competitive advantage
  

Skills
This includes skills of individuals but as important, it includes organizational skills. If you are trying to plan a new customer service initiative and your organization has been poor at that you must address that skill at the macro and micro levels.

Systems
This does mean "hard" systems like networks, computers and software. But it also includes "soft" systems, human processes and procedures. It might include a reporting schedule, meeting schedule, communications requirements, training or monthly reviews.

Staff
How many and what kind of people do you need to realistically execute this strategy? Since the 7-S's are interrelated, you must address their skill sets and values too.

Style
What's the appropriate personality of this endeavor? Is it fun? Is it buttoned up? Is it collegial?

Structure
I've listed this last as it tends to get overemphasized and tends to get political. Structures should be fluid and constantly tweaked to best serve the business. What structure will best accomplish your business goals? Are there appropriate leaders in the right places with accountability and empowerment?

If you go through all 7-S's in a thorough manner and make sure they reinforce each other, you will have the basis for a solid plan for your initiative.


(thanks to Doug Burgum, an ex McKinsey consultant, my ex CEO at Great Plains Software and ex Senior Vice President at Microsoft for imparting the 7-S Framework to all of us many years ago)