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Hanafizadeh, Payam, and Ahad Zare Ravasan. "A McKinsey 7S Model-Based Framework for ERP Readiness Assessment." International Journal of Enterprise Information Systems 7, no. 4 (October 2011): 23–63. http://dx.doi.org/10.4018/jeis.2011100103.
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Implementing Enterprise Resource Planning (ERP) systems is a complex, lengthy and expensive process which usually faces serious challenges and failures. Thus, it is necessary to perform a readiness assessment at the initial stage of an ERP implementation project to identify weakness areas which may encounter the project with failure. This paper proposes a new framework for assessing readiness of an organization to implement the ERP project on the basis of McKinsey 7S model using confirmatory factor analysis. Through this method, the construct of ERP readiness is proposed based on 7 dimensions namely “structure”, “strategy”, “systems”, “skills”, “style/culture”, “staff”, and “shared values/ superordinate goals”. Using the framework, the current situation of the organization can be determined and necessary changes can be made prior to system implementation. The proposed framework is then applied to 2 real Iranian banking cases and the advantages of the framework over available frameworks are illustrated.
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Mahfud, Yusqi. "Kerjasama Antar Desa Untuk Pengembangan Wisata Waduk Wadaslintang di Kecamatan Wadaslintang Kabupaten Wonosobo Dengan Pendekatan Analisis Strategi 7S Mckinsey." Journal of Economic, Management, Accounting and Technology 3, no. 1 (February 20, 2020): 55–66. http://dx.doi.org/10.32500/jematech.v3i1.1081.
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Tujuan Penelitian ini adalah untuk merumuskan Strategi Kerjasama Antar Desa Untuk Pengembangan Wisata Waduk Wadaslintang Di Kecamatan Wadaslintang Kabupaten Wonosobo. Penelitian ini mengadopsi desain studi kasus. Pengumpulan data yang dipergunakan adalah observasi, wawancara, dan studi dokumen.Data yang dikumpulkan dari hasil wawancara, observasi, dan dari sumber-sumber kepustakaan, dianalisis menggunakan interpretatif kualitatif. Analisis data menggunakan McKinsey 7S Framework.
Berdasarkan rangkuman analisis McKinsey 7S Framework, terjadi perubahan-perubahan dalam Kerjasama Antar Desa Untuk Pengembangan Wisata Waduk Wadaslintang Di Kecamatan Wadaslintang Kabupaten Wonosobo. Perubahan-perubahan yang terjadi mencakup aspek-aspek yang terdapat dalam McKinsey 7S Framework, baik soft element maupun hard element. Pada Strategy, Meningkatkan fungsi Kolaborasi 3 stakeholder yang dituangkan dalam pedoman untuk mengoptimalkan Kerjasama Antar Desa Untuk Pengembangan Wisata (diberikan ruang dan waktu kepada 3 stakeholder untuk saling berinteraksi) sehingga diperoleh arahan yang jelas dan tegas tentang cara-cara yang dipakai untuk mencapai sasaran dan tujuan organisasi. System, Mensinergikan program kegiatan antara bidang pemberdayaan masyarakat melalui proses yang menyangkut perencanaan, anggaran, evaluasi, monitoring dengan mengkoordinasikan support lintar sektor berbeda. Skill, Para Kepala Bidang Dinas Perhubngan mendasarkan atas kemampuan yang berbeda untuk mewujudkan pelaksanaan Kerjasama Antar Desa Untuk Pengembangan Wisata yang merupakan tahapan penting untuk menghasilkan pedoman.
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Demir, Ezgi, and Batuhan Kocaoglu. "Maturity assesstment in the technology business within the Mckinsey s 7S framework." Pressacademia 6, no. 3 (September 30, 2019): 158–66. http://dx.doi.org/10.17261/pressacademia.2019.1117.
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Widiantoro, Didik, Yulia Herawaty, Irfani Rizal, and Nur Fitriyana. "Analysis of the 7s Framework of McKinsey in the UKM X Yogyakarta." PSIKODIMENSIA 19, no. 2 (December 13, 2020): 232. http://dx.doi.org/10.24167/psidim.v19i2.2690.
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Perveen, Shagufta, and Shifa S. Habib. "IDENTIFYING CONSTRAINTS FOR HOSPITAL INFECTION CONTROL MANAGEMENT VIA MCKINSEY 7S FRAMEWORK IN PAKISTAN." Pakistan Journal of Public Health 7, no. 4 (January 24, 2018): 213–22. http://dx.doi.org/10.32413/pjph.v7i4.81.
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Background: In Pakistan, structured guidelines for hospital infection control and prevention are deficient in most public sector facilities. There is dearth of literature available on management of hospital-care acquired infections and related issues. This study aims to understand infection control management as a proxy measure for quality of health care provided at a public sector tertiary care hospital in Karachi, Pakistan. In this study, we identify barriers to implementation of infection control measures and highlight key areas for quality improvement. Methods: A cross sectional study was carried out in 2008 using qualitative research methods. In-depth interviews were conducted with hospital staff belonging to three different management tiers. Results: There was lack of a centralized documented infection control policy, structure or management hierarchy in the hospital. The infection control mechanisms were managed at the individual ward level depending upon the interest of the individual Head of the Department. Lack of well-defined systems for human resource and financial management, resource allocation, documentation, communication, monitoring and evaluation for infection control further augmented the problem. Conclusion: Based on the results of this study, it is evident that quality infection control mechanisms must be organized and controlled at the hospital level not at the individual ward level. Human resource recruitment and training, budgetary allocation and designing of communication channels specific to infection control are needed at this tertiary care hospital. This is the first study to understand the management perspective for hospital infection control using 7S McKinsey framework of management in the largest tertiary care public sector hospital in Sindh.
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Gamayanto, Indra. "Analysis of Wollongong City Council using 7s’s of Galliers and Sutherland Methods." ComTech: Computer, Mathematics and Engineering Applications 8, no. 4 (December 31, 2017): 205. http://dx.doi.org/10.21512/comtech.v8i4.4022.
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The research analyzed website of Wollongong City Council (WCC) and all the plans done by the WCC. It also showed details an Information Systems (IS) strategic plan for WCC. Although the WCC already had an integrated system, there were several key issues. The framework used to devise IS plan was seven stages (7S) of Gallier and Sutherland (G&S). The approach assisted WCC in locating the current stage of its Information Technology (IT) maturity. From the analysis undertaken, it finds that IT currently is within stages 4 and stage 5 in seven stages. The final result will be the framework of the design as recommendations to the WCC.
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Cox, Andrew Martin, Stephen Pinfield, and Sophie Rutter. "Extending McKinsey’s 7S model to understand strategic alignment in academic libraries." Library Management 40, no. 5 (June 10, 2019): 313–26. http://dx.doi.org/10.1108/lm-06-2018-0052.
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Purpose The purpose of this paper is to conceptualise the issues of alignment for changing academic libraries by using and extending McKinsey’s 7S model. Design/methodology/approach Theoretical work was conducted to consider and extend the 7S model for the situation of academic libraries. Empirical data were then used to confirm the value of these extensions and suggest further changes. The data to support the analysis were drawn from 33 interviews with librarians, library and non-library academics and experts, and a survey of UK library staff. Findings In the academic library context, the 7S model can be usefully extended to include three library functions (stuff, space and services) and users. It can also include institutional influences and stakeholders, and aspects of the external environment or situation, including suppliers and allies. The revised model then provides a useful framework within which data about library change can be analysed. Perceived barriers to successful performance fit the model and enable the identification of seven challenges of alignment. Research limitations/implications The resulting model has potential applications such as in the structuring analysis of academic library performance, mapping future directions of development and for exploring variations across the sector and internationally. Practical implications The revised model can be used by practitioners to think through their own strategic position and to act to shape their future, in the light of seven major areas of alignment. Originality/value The paper extends a well-known model used in strategy, to produce a more comprehensive, sector-specific analytic tool.
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Hsu, C. F., and C. H. Peng. "A case study of using 7S framework to improve business process for call centre reforming." International Journal of Enterprise Network Management 5, no. 1 (2012): 17. http://dx.doi.org/10.1504/ijenm.2012.045592.
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Razmi, Jafar, Mahmood Mehrvar, and Anis Hassani. "An Assessment Model of McKinsey 7S Model-Based Framework for Knowledge Management Maturity in Agility Promotion." Journal of Information & Knowledge Management 19, no. 04 (November 27, 2020): 2050036. http://dx.doi.org/10.1142/s0219649220500367.
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In today’s knowledge-based advanced world, pioneer organisations emphasise more on knowledge orientation, being leaders in knowledge management (KM) implementation. The purpose of this paper is to identify the key factors influencing the successful implementation of each KM process in Iranian Oil and Gas Industry, specifically about operational projects which are classified based on the McKinsey 7S model as KM enablers, namely, strategy, structure, system, skill, style, staff and shared values. Then the paper assesses the KM maturity level to categorise and prioritise the KM enablers in each level. Moreover, a conceptual model is proposed to theorise the relationship between organisational agility and each KM process, namely, knowledge creation, storage, sharing and utilisation. Data analysis and statistical tests are concluded using structural equation model through the combination of confirmatory factor and path analysis. The results show the validity and fitness of the proposed model and verification of all the hypotheses, i.e. there are positive relationships between each KM process and agility.
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., Sasmoko, Yasinta Indrianti, Anindyo Widhoyoko, and Rochmat Wahab. "Organizational Diagnostic Model in Higher Education: Literature Review of Organizational Diagnostic Model through Mckinsey 7s Framework Model, Weisboard 6 Boxes Model and National Education Standards in Indonesia." International Journal of Engineering & Technology 7, no. 3.30 (August 24, 2018): 293. http://dx.doi.org/10.14419/ijet.v7i3.30.18264.
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Organizational diagnosis is done for organizational development and change. This study aims to further examine the concept of an organizational model that tries to cultivate the McKinsey 7S Framework Model and the Weisbord Six Box Model with the National Standards of Higher Education. This research uses Neuroresearch research method, which is a research method that combines quantitative and qualitative research with an exploratory stage. The result of the research shows the design of Organizational Diagnostic Model for Higher Education in Indonesia which consists of Strategy, Structure, System, Skill, Staff, Leadership, Value and Purpose (SNPT) consisting of Education Standard, Research Standard, and Standard of Community Service.
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Gandhi, N. Mohan Das, V. Selladurai, and P. Santhi. "Computer integration using the McKinsey's 7S model as an underlying framework: a case study in the foundry." International Journal of Information Technology and Management 5, no. 2/3 (2006): 175. http://dx.doi.org/10.1504/ijitm.2006.010125.
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Verma, Anshul, Kartik Dave, K. R. Chari, and Chanchal Kushwaha. "Kesineni Tours and Travels." Emerald Emerging Markets Case Studies 2, no. 3 (August 10, 2012): 1–10. http://dx.doi.org/10.1108/20450621211237220.
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Subject area Strategy. Study level/applicability Post-Graduate and Executive Programmes in Management. Case overview Mr Srinivas Kesineni has been chairman of Kesineni Tours and Travels for the last 19 years. Kesineni Tours and Travels is one of the fastest growing bus travel and transport organisations. The case describes the journey of Kesineni Tours and Travels since its inception. It also outlines different strategies adopted by the Chairman to reach newer heights, to survive and to grow in the turbulent times of changing technology and rising competition from different means of transportation. This unique organisation is run by family, friends and well-wishers of the owners, yet it is professional in its approach in operations. The board of directors of Kesineni Tours and Travels has approved the financial results of 2010, which shows 55 percent growth and Rs 86.71 crores turnover. This is a remarkable achievement and recognition for a company that has been in the business since 1992. In early 1992, entrepreneur Mr Srinivas Kesineni thought of a bus transportation business when he started with just two buses, and today when the organization is the largest tour and travel company in the region serving approximately 15 lack customers in a year covering 75 destinations with around 425 daily schedules. He and his team have been working tirelessly and the company has a remarkable presence in the tour and travel business in India with occasional innovative moves from optimising bus routing, initiating sleeper coaches, introducing Volvo buses to the fleet, entering the cargo transportation business and more. This business has grown at CAGR of 24.07 percent since 2000-2001. Students reading this case may come to the class with preconceived views that the journey of the organisation since its beginning is an ordinary story, but this case creates an opportunity for students to come to their own conclusion how different strategies and the synthesis is important for achieving desired outcomes form time to time. This case facilitates the deductive learning process by identifying different strategic elements form the case and to understand its synergy to explain McKinsey 7s framework. Expected learning outcomes These include: understanding different strategies and policies adopted by the organisation and its impact on performance; understanding the importance of alignment of processes and departments in achievement of organisational strategy; and analysing and understanding the concept of the McKinsey 7S Framework, which is a helpful tool to understand the performance of the organisation. Supplementary materials Teaching notes are available. Bradach, Jaffrey, Organisational Alignment: The 7S Model, Harvard Business School Publishing are useful for further reading.
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Haleem, Fazal. "Planning Change in an Organization; MCB Bank Limited, Pakistan." Journal of Central Banking Theory and Practice 4, no. 2 (May 1, 2015): 75–107. http://dx.doi.org/10.1515/jcbtp-2015-0010.
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Abstract This paper is primarily based on a case study of a leading bank in Pakistan, that is, MCB Bank Ltd. Four established change models have been applied to the bank to find out how a change comes in/ is brought in, managed, and how it affects organizational environment and its stakeholders, particularly customers and employees. The four established change models applied are the change management approach by Ansoff and McDonnell; the change management model by Kurt Lewin; the 7S framework by Thoman J. Peters and Robert H. Waterman; and the change management model developed by Stephanie Elam. The study covers a change management aspect such as strategic intervention technique; a need for change management; resource implication; planning change; strategies in change management; system effectiveness; managing resistance to change; leadership issues; cultural issues; people issues; external environment issues; workable approach to overcome change resistance; appropriate model and implementing the model.
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Njagi, Anne W., Joseph Ngugi Kamau, and Charity W. Muraguri. "Adhocracy Culture and Strategy Implementation: An Application within Professional Bodies in Kenya." International Journal of Business and Management 15, no. 9 (August 16, 2020): 47. http://dx.doi.org/10.5539/ijbm.v15n9p47.
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Strategy implementation presents the most complex aspects of an organization. This study aimed at establishing the relationship between adhocracy culture and strategy implementation in professional bodies in Kenya. To accomplish the main study objective, a descriptive research design was conducted and anchored on Cameron and Quin’s theory of Competing Values Framework (CVF) supported by McKinsey 7S Framework. A sampling frame of 168 respondents from 28 active professional bodies registered with the Association of Professional Bodies in East Africa (APSEA) was targeted. Data were collected using a structured questionnaire. Purposive sampling was used to select six (6) top managers in constant touch with the strategy implementation of their organizations. The study tested a null hypothesis and the results were analyzed through regression ANOVA to establish the relationship between adhocracy culture and strategy implementation. From the results, it was found that adhocracy had a significant positive effect on strategy implementation. The study concluded that adhocracy culture and strategy implementation in professional bodies in Kenya have a significant relationship. The study recommends that the leadership of an organization should work to establish a structure that accommodates adhocracy within the organization. Both operational and business level management should be structured in such a way that there is adhocracy culture within the ranks of the organization. The study further recommends a similar survey across the East African region including more professional bodies and further pursuit of adhocracy culture to test its suitability in other organizations other than professional bodies.
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Baharuddin, Mohd Nurfaisal, Nur Fadhilah Bahardin, Mohd Azian Zaidi, and Mohd Reeza Yusof. "Strategic Level Implementation: Development Criteria for IBS Formwork System Readiness Framework (IBS FOSREF) for Malaysian Construction Industry." MATEC Web of Conferences 266 (2019): 05009. http://dx.doi.org/10.1051/matecconf/201926605009.
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The Industrialized Building System (IBS) was introduced by the Construction Industry Development Board (CIDB) are classified to precast concrete framing, panel and box systems, steel formwork systems, steel framing systems, prefabricated systems and block work system which is mainly components based systems and products (CIDB, 2007). According to Nawi (2011), the benefit of IBS formwork system implementation will lead to environmental friendly which reduce the harmful impact on the environment by better use of available resources and reuse of molds will affect less of waste materials. Since there is no theory about readiness factors of IBS formwork system in Malaysia, the stakeholders will not realize the significance of IBS formwork system. Most of the challenges factor in implementation of IBS formwork system is the attitude of Malaysian construction stakeholders which are un-readiness in facing of globalization era since it was already stated by IBS Roadmap (2003-2010). Hence, the goals of this research are to analyses the critical factors of driving or hindering the used of IBS formwork system in the Malaysian construction industry. A survey among 157 respondents which are construction personnel was employed for the study. The survey result shows that fifteen (15) identified factors for IBS formwork implementation are further ranked according to the average mean score perceived by construction personnel as follow: (F6: Government Initiative), (F12: Roles of Agencies), (F13: Procurement), (F7: Training), (F14: Incentives), (F15: Manufacturer Availability), (F11: Familiarity of IBS System), (F4: Qualified Technical Team), (F8: Cost … Financial), (F3: IBS Score Index), (F1: Project Trend), (F10: Compliance of Policy), (F5: IBS Scoring Manual), (F9: Promotion) and (F2: Contractor Involvement). Other than that, the development of IBS Formwork System Readiness Framework (IBS FOSREF) incorporated with Strategic Level Implementation Mc Kinsey 7s for Malaysian Construction Industry which are the main outcome for this research could facilitate the Malaysian construction stakeholders to ensure IBS formwork system implementation will be success.
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Arifin, Muhammad, and Chaerudin Chaerudin. "THE TRANSFORMATION STRATEGY AND SAFETY IMPLEMENTATION OF CULTURE CHANGE AT PT PERTAMINA DRILLING SERVICES INDONESIA." Dinasti International Journal of Education Management And Social Science 2, no. 2 (December 20, 2020): 299–309. http://dx.doi.org/10.31933/dijemss.v2i2.665.
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This research had purposed to analyzed those Transformation Strategy and Safety Implementation of Culture Change in improving the Occupational Safety and Health from PT Pertamina Drilling Services Indonesia during period 2015-2020. These research data was result from in-dehpt, interview, FGD, primary and secondary data from PT Pertamina Drilling Services Indonesia during these implementation of HSE Work culture change program during period of 2015-2020. Research method used qualitative with type of case study research. Data analysis used Mckensy 7S Framework and The results showed that PT Pertamina Drilling Services Indonesia has a strategic plan for any kind of transformation from HSE Work culture until 2030 through "Salam Lima Jari" program. Through planned and systematic program until 2020, PT Pertamina Drilling Services Indonesia has succeeded in putting HSE Work culture at Proactive level. The ability of PT Pertamina Drilling Serrvices Indonesia to create strategic planning and implement HSE programs should be encouraged by ability to strengthen system and program integration within organization. The Succeed of HSE culture will achieved if there has supported by consistent commitment from management and all related units in established HSE culture as the main lifestyle at organization therefore HSE culture did not stop at cognitive and psychomotor aspects of employees but also its holistically becomes an effective organization.
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Wilson, Andrew, Richard Baker, John Bankart, Jay Banerjee, Ran Bhamra, Simon Conroy, Stoyan Kurtev, et al. "Understanding variation in unplanned admissions of people aged 85 and over: a systems-based approach." BMJ Open 9, no. 7 (July 2019): e026405. http://dx.doi.org/10.1136/bmjopen-2018-026405.
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AimTo examine system characteristics associated with variations in unplanned admission rates in those aged 85+.DesignMixed methods.SettingPrimary care trusts in England were ranked according to changes in admission rates for people aged 85+ between 2007 and 2009, and study sites selected from each end of the distribution: three ‘improving’ sites where rates had declined by more than 4% and three ‘deteriorating’ sites where rates had increased by more than 20%. Each site comprised an acute hospital trust, its linked primary care trust/clinical commissioning group, the provider of community health services and adult social care.ParticipantsA total of 142 representatives from these organisations were interviewed to understand how policies had been developed and implemented. McKinsey’s 7S framework was used as a structure for investigation and analysis.ResultsIn general, improving sites provided more evidence of comprehensive system focused strategies backed by strong leadership, enabling the development and implementation of policies and procedures to avoid unnecessary admissions of older people. In these sites, primary and intermediate care services appeared more comprehensive and better integrated with other parts of the system, and policies in emergency departments were more focused on providing alternatives to admission.ConclusionsHealth and social care communities which have attenuated admissions of people aged 85+ prioritised developing a shared vision and strategy, with sustained implementation of a suite of interventions.
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Polyanska, Alla, Ivanna Zapukhliak, and Oksana Diuk. "Culture of organization in conditions of changes as an ability of efficient transformations: the case of gas transportation companies in Ukraine." Oeconomia Copernicana 10, no. 3 (September 30, 2019): 561–80. http://dx.doi.org/10.24136/oc.2019.027.
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Research background: The relevance of the research on corporate culture in the conditions of changes is substantiated and its elements, which are important for effective transformations, are defined. The influence of corporate culture on the company performance and its elements is identified. The article deals with hierarchical levels of corporate culture which identify elements of corporate culture and "hidden" factors that allow establishing relationships with the outside world and promote productive work.
Purpose of the article: The objective of the article is to identify the elements of the organizational culture at the enterprise level, which influence the effectiveness of its activities under the changes and generalization of its components that determine its ability to transform the existing state in accordance with the established world experience and practice. The research is based on the experience of gas transportation companies in Ukraine.
Methods: The McKinsey 7S model was used to describe the enterprise to assess the state of the proposed levels of formation and to change its corporate culture. The McKinsey 7S Framework used in this study as analytical tool to explore a system of interrelated elements which improve the organization's work, raising the level of employee culture and generating common values. The expert method was used to assess the qualitative indices of enterprise internal environment, including "style/culture" and "common values", based on the questionnaire of the experts' group. The survey was conducted at three levels of management for the gas transportation companies, located in different regions of Ukraine. The three levels of management for the mentioned above enterprises — top, middle and low managers were taken into account. The use of the fuzzy logic method makes it possible to investigate the influence of the corporate culture elements on the results of the enterprises and to identify those elements which are important for the implementation of changes at the enterprise and without which it is impossible to achieve effective transformations.
Findings & Value added: Taking into account the results of the assessment of corporate culture elements at the investigated companies, the directions of corporate culture development for enterprises that are in a state of changes are pointed out, namely: use of different management styles; support of employees in making innovative decisions; development of cooperation and elimination of conflicts between workers; formation of general corporate values; creating trust between employees and top managers; promoting the development of young workers; use of the mechanisms of education and maintenance of a high level of morality and culture of workers.
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Du Plessis, Wendy, and Mark Peters. "Egan’s Irish Whiskey: a story of heritage and renewal." Emerald Emerging Markets Case Studies 11, no. 2 (August 16, 2021): 1–23. http://dx.doi.org/10.1108/eemcs-05-2020-0179.
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Learning outcomes The learning outcomes of this paper is as follows: to give faculty the opportunity to illustrate the strategist’s and marketer’s toolbox, namely, tools and frameworks such as the McKinsey 7S model. Porter’s generic marketing strategies. Strengths, weaknesses, opportunities and threats analysis. Political, economic, social and cultural, technological, environment and legal – external macro analysis. The case is intended for use in MBA and Executive education courses in strategy, marketing and leadership. The case offers relevant experiences and instructive lessons in formulating and implementing business strategies. The case highlights the importance of contextual leadership intelligence and competence in enabling entrepreneurial business activities. The case gives students the opportunity to apply a strategic framework to marketing communications, competitive analysis and branding with a new brand and a new name in a first world economy. The case helps students understand that: successful companies are a success because of their people and leadership, proactive thinking and constantly looking for new opportunities will make you a leader in the market, up-to-date competitor and market analysis are paramount in making the winning decision, staying true to one’s business philosophy and company values build a reputable organization, the importance of creating partnerships and healthy relationships with the distribution channel, the concept of competitive advantage, the concept of differentiation, focus and cost leadership and the concept of value and understanding customer needs. Case overview/synopsis The Egan’s Whiskey case offers students a unique opportunity to discover the important, yet grass-root, strategic decisions made by a high-quality alcohol product in a very competitive, well-known brand dominated the market, the USA. The case focuses specifically on issues related to strategic choices and implementation, brand, reputation, leadership, strategic marketing decision-making, customer/retail relationships, customer value and the importance of good marketing intelligence. There are some good examples of out-of-the-box thinking. History reveals that companies with the strongest brands, most proactive leadership, innovative marketing ideas, superb marketing intelligence and deepest relationships with their consumers are the pillars of success. The very assets that define these leading companies provide benchmarks for upcoming organizations. Being complacent and having poor leadership and vision in an ever-demanding customer-driven and competitive environment is a recipe for failure. Organizations and their leadership teams need to start thinking systematically, proactively and strategically about their place in competitive markets and take quick actions to mitigate risks and miss opportunities before they become reality. This case reveals the importance of understanding your strategic landscape, your market, your competitors, your customers, quick thinking and actions and having a rolling strategic plan, which is adaptable. Complexity academic level The case is intended for use in MBA and Executive education courses in strategy, marketing and leadership. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 11: Strategy.
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Wilson, Andrew, Richard Baker, John Bankart, Jay Banerjee, Ran Bhamra, Simon Conroy, Stoyan Kurtev, et al. "Establishing and implementing best practice to reduce unplanned admissions in those aged 85 years and over through system change [Establishing System Change for Admissions of People 85+ (ESCAPE 85+)]: a mixed-methods case study approach." Health Services and Delivery Research 3, no. 37 (August 2015): 1–202. http://dx.doi.org/10.3310/hsdr03370.
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BackgroundIn England, between 2007/8 and 2009/10, the rate of unplanned hospital admissions of people aged 85 years and above rose from 48 to 52 per 100. There was substantial variation, with some areas showing a much faster rate of increase and others showing a decline.ObjectivesTo identify system characteristics associated with higher and lower increases in unplanned admission rates in those aged 85 years and over; to develop recommendations to inform providers and commissioners; and to investigate the challenges of starting to implement these recommendations.DesignMixed-methods study using routinely collected data, in-depth interviews and focus groups. Data were analysed using the framework approach, with themes following McKinsey’s 7S model. Recommendations derived from our findings were refined and prioritised through respondent validation and consultation with the project steering group. The process of beginning to implement these recommendations was examined in one ‘implementation site’.ParticipantsSix study sites were selected based on admission data for patients aged 85 years and above from primary care trusts: three where rates of increase were among the most rapid and three where they had slowed down or declined. Each ‘improving’ or ‘deteriorating’ site comprised an acute hospital trust, its linked primary care trust/clinical commissioning group, the provider of community health services, and adult social care. At each site, representatives from these organisations at strategic and operational levels, as well as representatives of patient groups, were interviewed to understand how policies had been developed and implemented. A total of 142 respondents were interviewed.ResultsBetween 2007/8 and 2009/10, average admission rates for people aged 85 years and over rose by 5.5% annually in deteriorating sites and fell by 1% annually in improving sites. During the period under examination, the population aged 85 years and over in deteriorating sites increased by 3.4%, compared with 1.3% in improving sites. In deteriorating sites, there were problems with general practitioner access, pressures on emergency departments and a lack of community-based alternatives to admission. However, the most striking difference between improving and deteriorating sites was not the presence or absence of specific services, but the extent to which integration within and between types of service had been achieved. There were also overwhelming differences in leadership, culture and strategic development at the system level. The final list of recommendations emphasises the importance of issues such as maximising integration of services, strategic leadership and adopting a system-wide approach to reconfiguration.ConclusionsRising admission rates for older people were seen in places where several parts of the system were under strain. Places which had stemmed the rising tide of admissions had done so through strong, stable leadership, a shared vision and strategy, and common values across the system.Future workResearch on individual components of care for older people needs to take account of their impact on the system as a whole. Areas where more evidence is needed include the impact of improving access and continuity in primary care, the optimal capacity for intermediate care and how the frail elderly can best be managed in emergency departments.Study registrationUK Clinical Reasearch Network 12960.Funding detailsThe National Institute for Health Research Health Services and Delivery Research programme.
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Harkison, Tracy. "Acccommodating co-creation in a hotel experience." Hospitality Insights 1, no. 1 (October 20, 2017): 3–4. http://dx.doi.org/10.24135/hi.v1i1.5.
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The co-creation process within the New Zealand luxury accommodation sector has, until recently, been under researched. However, in 2016, a doctoral thesis was completed [1] with the key question, ‘how is the luxury accommodation experience created?’ Following an interpretivist paradigm, data were collected that included 81 interviews (of 27 guests, 27 employees and 27 managers) within six luxury properties (three luxury hotels and three luxury lodges) which were selected via purposive sampling.
Drawing from the findings of the thesis, this article aims to show that co-creation is a valuable tool for hoteliers. Co-creation is about customers creating value for themselves through an interactive relationship with a company. The hospitality industry is a complete veteran at this; for example, the use of à-la-carte menus, whereby a customer has the ability to compose a meal that has value specifically for them. The possible scope of the co-creation process, beyond à-la-carte menus, is now being recognised by the luxury accommodation sector.
Co-creation can be described as a joint process that involves a customer and an organisation resulting in an output of value [2]. Co-creation permits and indeed encourages a more active involvement from the customer [1], and is important to organisations as it can ensure that any personal interaction that their customers have adds value to their experience [3]. If co-creation is used to its full potential, it can give an organisation a competitive advantage due to increased customer satisfaction resulting in a positive impact on customer loyalty [4]. Co-creation can also provide continual feedback for improving existing services, presenting a business with constant opportunities to increase their revenue and success [5].
In summary, the main finding of the doctoral research was the consensus among guests, employees and managers that the luxury accommodation experience is materialised through a process of co-creation, involving the many different forms of interaction happening between guests, employees and managers, as well as with external contributors outside of the properties [1].
The practical implications of co-creation cannot be determined without luxury properties first identifying what makes their accommodation a luxury experience. When this has been defined, more interaction between guests, employees and managers should be encouraged to ensure that this particular brand of luxury accommodation experience is created. This could include having staff members dedicated to interacting with guests, and having certain ‘touch points’ throughout the guests’ stay that ensure the type and the amount of engagement that is required happens. External co-creation should also be encouraged; for example, staff visiting the local producers of food and wine, which in turn would enable them to talk more informatively to guests about these products when they are interacting with them during their stay. Another example would be to build relationships with external agents who offer activities to the guests, to enable the continuation of the experience when guests are away from the property.
Luxury properties also need to apply co-creation strategies that would enable guests to innovate new products and services. One such strategy is in the form of a digital customer relationship management tool; an example of this being HGRM – Happy Guest Relationship Management, although this technology is still quite innovative. Hotels and lodges need to make sure that they are using Web 2.0 applications such as videos, blogs, fora, wiki, podcasts, chat rooms, YouTube, Twitter and Facebook to encourage communication and social interaction, which is the customer engagement that enables co-creation.
For any business that is involved in customer experience, especially hospitality, there is every good reason to go down the route of co-creation, especially when it can give that business a competitive advantage.
If you would like to read the PhD thesis this research is based on you can access it here: http://aut.researchgateway.ac.nz/bitstream/handle/10292/9925/HarkisonT.pdf?sequence=3
Corresponding author
Tracy is a Senior Lecturer in Hospitality at Auckland University of Technology, New Zealand. Her research passions are hospitality education and the co-creation of luxury accommodation experiences. This has resulted in the completion of her PhD thesis on how the luxury accommodation experience is created.
Tracy Harkison can be contacted at: tracy.harkison@aut.ac.nz
References
(1) Harkison, T. How is the Luxury Accommodation Experience Created? Case Studies from New Zealand; Ph.D. Thesis, Auckland University of Technology, 2016.
(2) Prahalad, C. K.; Ramaswamy, V. Co-creation Experiences: The Next Practice in Value Creation. Journal of Interactive Marketing 2004, 18(3), 5–14. https://doi.org/10.1002/dir.20015
(3) Chathoth, P. K.; Ungson, G. R.; Harrington, R. J.; Chan, E. S. Co-creation and Higher Order Customer Engagement in Hospitality and Tourism Services: A Critical Review. International Journal of Contemporary Hospitality Management 2016, 28(2), 222–245.
(4) Oyner, O.; Korelina, A. The Influence of Customer Engagement in Value Co-creation on Customer Satisfaction: Searching for New Forms of Co-creation in the Russian Hotel Industry. Worldwide Hospitality and Tourism Themes 2016, 8(3), 327–345.
(5) Thomas, A. K.; James, P. S.; Vivek, N. Co-creating Luxury Hotel Services: A Framework Development. Life Sciences Journal 2013, 10(7s), 1005–1012. http://www.lifesciencesite.com 162
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Askafi, Eka, and Ali Sukamtono. "STAR 3G 7S." Prosiding Seminar, March 10, 2020, 113. http://dx.doi.org/10.32503/prosidingseminar.v0i0.16.
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An activity to be able to produce maximum results requires an established framework of thinking that is often called a paradigm. The last quarter century of the development of science and technology is very fast and difficult to estimate. The impact of the development of science and technology reaches various fields including economics. In this case the Islamic world in general is left behind by the West. This lag is partly due to the absence of a sophisticated and reliable paradigm of mindset. For this reason, a new paradigm needs to be built that is intact and easily understood, especially in managing the Islamic economy. First, there are four systemic words in management, namely (smart-S), say (talk-T), action (A-action), and outcome (R-result); abbreviated to STAR. Second, the expected outcome must be based on the three words that are the aim of the activity, in particular the Islamic Economy, namely the Gold of wealth, the Gospel (success) which means the throne, and the God (God) which is heaven; shortened to 3G. To get all three is required 7 (seven) Steps as taught by Allah in the Quran or Al-Fatihah which consists of repeated verses (QS, 15:87). God willing with the discovery of this new paradigm of the STAR 3G 7S will facilitate the understanding of Muslims in their identity, and will soon come out of shock and pursuit of loss.
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Awino, Zachary Bolo. "Strategy Implementation: Mckinsey’s 7s Framework Configuration And Performance Of Large Supermarkets In Nairobi, Kenya." Archives of Business Research 5, no. 6 (June 25, 2017). http://dx.doi.org/10.14738/abr.56.3262.
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Garbrah, Theophilus Francis Gyepi, Frederick Binfor, and Frederick Binfor. "An Analysis of Internal Environment of a Commercial-oriented Research Organization: Using Mckinsey 7S Framework in a Ghanaian Context." International Journal of Academic Research in Business and Social Sciences 3, no. 9 (September 7, 2013). http://dx.doi.org/10.6007/ijarbss/v3-i9/192.
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Demir, Ezgi, and Batuhan Kocaoglu. "The use of McKinsey s 7S framework as a strategic planning and economic assestment tool in the process of digital transformation." Pressacademia 9, no. 9 (July 30, 2019). http://dx.doi.org/10.17261/pressacademia.2019.1078.
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Njagi, Anne W., Joseph Ngugi Kamau, and Charity Muraguri. "Clan Culture as Predictor of Strategy Implementation: Empirical Evidence from Professional Bodies in Kenya." European Journal of Business and Management Research 5, no. 4 (July 23, 2020). http://dx.doi.org/10.24018/ejbmr.2020.5.4.412.
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The study aimed at establishing clan culture effect as an agent of strategy implementation in professional bodies in Kenya. The study’s anchoring theory was Cameroon and Queen’s Competing Value Framework (CFV) supported by McKinsey 7S Framework. Positivist philosophy adopting descriptive correlation research design was implemented in the field. Key question was, “How does clan culture affect strategy implementation within the professional bodies registered with the Association of Professional Societies in East Africa within Kenya?” A census of all professional bodies with purposive proportionate sample of key respondents was undertaken. This sample involved managers of key departments involved in strategy implementation including Information Communication Technology (ICT), planning, human resources, procurement, marketing, and finance. From target sample of 168 respondents from 28 professional bodies, the study received 132 filled structured questionnaires for analysis. Multiple linear regression analysis was applied through SPSS computer package using regression models to test the hypothesis H01: There is no relationship between clan culture and strategy implementation in professional bodies in Kenya. Findings indicated that, the coefficient for organization glue, (β = .153, t = 1.848, p<.05) and strategic emphasis (β = .299, t = 3.609, p<.05) which were the constructs for clan culture significantly predicted strategy implementation in professional bodies. Results led to rejection of the null hypothesis. Study findings are significant and implementable within various organizations including government, industry players, and academia amongst others. From the findings, the study recommends leadership and policy planners to implement clan culture as demonstrated by the most successful organizations.