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St.mgt
This document provides information about Mayur S. Ahuja, a student studying Strategic Management. It then discusses McKinsey's 7S framework, which identifies 7 key elements of an organization: strategy, structure, systems, skills, shared values, staff, and style. The framework was developed in the 1980s to help solve organizational problems. The document concludes with some of McKinsey's approaches to problem solving, including not overanalyzing all available data, documenting lessons learned each day, and focusing on consistent incremental progress over attempting infrequent "home runs".
St.mgt
- 1. INTRODUCTION NAME: MAYUR.S.AHUJA STD: SY.BMS DIV: B ROLL NO: 17091 SUBJECT: STRATEGIC MANAGEMANT
- 2. Strategic management Strategic managementcan be used to determine mission, vision, values, goals, objectives, roles and responsibilities, timelines, etc.
- 3. Strategy “Strategy is thedirection and scope of an organisation over the long- term”
- 4. MCKINSEY’S 7S FRAMEWORK Developed in the 1980's. By Robert Waterman, Tom Peters and Julien Philips.
- 5.
- 7. THE HARD S’s Strategy:the direction and scope of the company over the long term. Structure: the basic organization of the company, its departments, reporting lines, areas of expertise and responsibility (and how they inter-relate). Systems: formal and informal procedures that govern everyday activity, covering everything from management information systems, through to the systems at the point of contact with the customer (retail systems, call center systems, online systems, etc).
- 8. THE SOFT S’s Skills:the capabilities and competencies that exist within the company. What it does best. Shared values: the values and beliefs of the company. Ultimately they guide employees towards 'valued' behavior. Staff: the company's people resources and how they are developed, trained and motivated. Style: the leadership approach of top management and the company's overall operating approach.
- 9. MCKINSEY’S APPROACH TO PROBLEM-SOLVING •The problem is not always the problem. •Every client is unique. •Don’t make the facts fit your solution. •Make sure your solution fits your client. •No problem is too tough to solve.
- 10. DON’T BOIL THEOCEAN •Work smarter, not harder. •There’s a lot of data out there relating to your problem, and a lot of analyses you could do. Ignore most of them. Lesson: be selective and don’t try to analyze everything.
- 11. MAKE A CHARTEVERY DAY During the problem-solving process, you learn something new every day. Put it down on paper. It will help you push your thinking. You may use it, or you may not, but once you have crystallized it on the page, you won’t forget it.
- 12. HIT SINGLES You can’tdo everything, so don’t try. Just do what you’re supposed to do and get it right. It’s much better to get to first base consistently than to try to hit a home run – and strike out 9 times out of 10.
- 13. You… an k Th