The McKinsey 7S Framework - Strategy Skills Training from MindTools
Ensuring That All Parts of Your Organization Work in Harmony Learn how to use the 7-S Framework, with James Manktelow & Amy Carlson. How do you go about analyzing how well your organization is positioned to achieve its intended objective? This is a question that has been asked for many years, and there are many different answers. Some approaches look at internal factors, others look at external ones, some combine these perspectives, and others look for congruence between various aspects of the organization being studied. Ultimately, the issue comes down to which factors to study. While some models of organizational effectiveness go in and out of fashion, one that has persisted is the McKinsey 7-S framework. The 7-S model can be used in a wide variety of situations where an alignment perspective is useful, for example, to help you: The McKinsey 7-S model can be applied to elements of a team or a project as well. The Seven Elements Let's look at each of the elements specifically: Strategy:
Porter's Value Chain - Strategy Skills Training from MindTools
Understanding How Value is Created Within Organizations Porter's Value Chain. How does your organization create value? How do you change business inputs into business outputs in such a way that they have a greater value than the original cost of creating those outputs? This isn't just a dry question: it's a matter of fundamental importance to companies, because it addresses the economic logic of why the organization exists in the first place. Manufacturing companies create value by acquiring raw materials and using them to produce something useful. The value that's created and captured by a company is the profit margin: Value Created and Captured – Cost of Creating that Value = Margin The more value an organization creates, the more profitable it is likely to be. Understanding how your company creates value, and looking for ways to add more value, are critical elements in developing a competitive strategy. Elements in Porter's Value Chain Primary Activities Support Activities Tip 1: Tip 2: Tip 3:
Hoshin Kanri
Hoshin kanri (direction management (Japanese: 方針管理, Hepburn: hōshin kanri?)) is a method devised to capture and cement strategic goals as well as flashes of insight about the future and develop the means to bring these into reality.[1] Key features[edit] Also called policy deployment, hoshin planning, or simply hoshin (as in "FY12 Hoshin"), it is a strategic planning/strategic management methodology based on a concept popularized in Japan in the late 1950s by Professor Yogi Akao. The discipline of hoshin kanri is intended to help an organization: Focus on a shared goal.Communicate that goal to all leaders.Involve all leaders in planning to achieve the goal.Hold participants accountable for achieving their part of the plan. In Japanese, hoshin means "compass needle" or "direction". Hoshin planning[edit] Hoshin planning systematizes strategic planning. Hoshin planning is a seven-step process, in which you perform the following management tasks: Hoshin tables types: See also[edit]
Hoshin Planning: Making the Strategic Plan Work
Bob Page February 26, 2010 Hoshin planning, which focuses on achieving a vital annual stretch goal, has been used successfully by Toyota and other companies in Japan since the 1960s and some top-tier companies in the United States and elsewhere. However, interest in using Hoshin planning now appears to be growing. Bank of America, for example, has made a very visible display of its use recently. Hoshin’s adoption by U.S. businesses has been relatively slow because many organizations did not have the management and process infrastructure in place to support Hoshin planning. Since an increasing number of organizations appear to be modeling their business practices on the Toyota system. In current use, Hoshin Kanri, used interchangeably with Hoshin planning, refers to the process through which: What Is Unique About Hoshin Planning? Six things are unique about the Hoshin planning process and need to be thoroughly understood and used for success. 1. 2. Figure 1: Tiers of Sub-objectives 3. 4.
5 Steps to Project Management Planning
Project management planning is a process that you need to undertake every project, as part of the project management life-cycle. This short video offers five steps to planning your project today. Transcription Hello, I’m Jennifer Whitt, Director of ProjectManager.com. I’d like to bold things down and make things simple. If we work in planning, we come up with a course of action to get from point A to point B. A lot of times we get ahead of ourselves in our projects, and we can begin working on that. Here are five steps that can help you move forward. Again, you’ve heard us talk about, on several of our White Board Sessions, mobilizing. Number two. We also create a timeline. I always like to look for resources. Also, starting with the resource matrix by knowing who is available in your organization for this project. Number three. These are five steps that we believe are effective in planning your project. At ProjectManager.com, we believe strongly in planning your project.
