I recently spent time with an organisation that had a sharp, well-defined strategy. But progress on implementing had stalled. The complexity of execution created noise, confusion, and competing priorities. How we cut through change complexity…
Introducing the McKinsey 7S model changed the conversation. It helped leaders see the critical interconnections they’d been missing — how structure, skills, systems, culture, and leadership behaviours were pulling against the strategy. With that clarity, they cut through the complexity and regained momentum.
THE POWER OF 7S
The model breaks organisational performance into seven interdependent elements:
Hard elements
Strategy – Where we’re heading
Structure – How we’re organised
Systems – How work actually gets done
Soft elements
Skills (Competencies) – What we’re good at
Staff – The people and roles we rely on
Style – Leadership and cultural behaviours
Shared Values – What binds us together
It’s the interdependence that makes the model so powerful.
Change leaders often pull one lever — a new operating model, a digital initiative, a culture shift — without realising how many other elements quietly move with it.
APPLYING 7S TO ORGANISATION CHANGE
Reveals the ripple effects
For example, when new systems demand new capabilities or when leadership behaviours need to shift to support new ways of working.
Creates a common narrative
The 7S model gives all stakeholders a shared framework so strategy, people, and operations conversations stay connected.
Acts as a clear diagnostic
It quickly exposes the gaps that stall change: unclear roles, misaligned incentives, fragmented decision-making, or inconsistent leadership communication.
Keeps change human
By balancing “hard” and “soft” elements, it ensures change is not just engineered but lived.
THE KEY QUESTION
Every transformation eventually comes down to one question:
“Are all parts of our organisation truly aligned with where we need to go?”
Cut through change complexity with 7S.
