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Gallo, Peter, Romana Píchová, Anna Šenková, Daniela Matušíková, and Jana Mitríková. "TECHNIQUES AND ANALYSIS OF MANAGEMENT AUDITS." CBU International Conference Proceedings 5 (September 22, 2017): 132–37. http://dx.doi.org/10.12955/cbup.v5.914.
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The proper management of an enterprise involves a set of complex activities that, in the current rapidly changing world, require adoption of modern market requirements. This paper describes a study concerning management audits.The study aims to identify and evaluate the specific techniques that are useful for obtaining information for audits in evaluating management, and examines modifications and applications of the model by McKinsey, ‘model 7S’, with an ‘IFE Matrix’. As practice shows, until now, the ‘model 7S’ approach is the most frequently used tool to assess the current state of management executives in business. The proposed models in the paper’s conclusion can be used individually or by combining two separate models to create a ‘two-staged adaptive model 7S’.
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Gamayanto, Indra, and Henry Christian. "The Development of Innovative CRM E-Commerce: The Case of Blibli.Com." Binus Business Review 9, no. 1 (March 31, 2018): 29. http://dx.doi.org/10.21512/bbr.v9i1.4100.
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This research discussed how e-commerce companies improve its competitiveness in the retail industry in Indonesia through innovative CRM. Blibli.com is one of the largest e-commerce companies in Indonesia that provides customers with innovative services to enhance its competitiveness with other e-commerce companies. This research also aimed to explore the strategies carried out by Blibli.com in developing its CRM. It used the 7s stages of McKinsey analytical methodology. The 7s stages of McKinsey was the excellent method of analyzing a company, regarding hard skills (Strategy, Structure, and System) and soft skills (Skill, Staff, and Style). This research finds that Blibli.com is an innovative CRM e-commerce. The analysis confirms that Blibli.com employs good strategies, structure, and system that lead to a competitive company. The company also provides training for its staffs, manages the staff and style properly. As a result, Blibli.com can widen its market, compete effectively with other e-commerce companies, and create a new market to gain big profits in the future.
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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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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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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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Sumardi, Sumardi. "Analisis Kualitas Pelayanan Transportasi Laut (Survei pada Perusahaan Pelayaran di Pelabuhan Tanjung Priok, 2015)." Majalah Ilmiah Bahari Jogja 18, no. 1 (March 2, 2020): 37–56. http://dx.doi.org/10.33489/mibj.v18i1.227.
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Penelitian ini bertujuan untuk menganalisis kualitas pelayanan transportasi laut Pelabuhan Tanjung Priok, Jakarta. Penelitian menggunakan metode SERVQUAL untuk mengukur kualitas pelayanan yang diterima pelanggan berdasarkan model kualitas pelayanan (gap model). SERVQUAL bertujuan untuk mengukur lima dimensi kualitas pelayanan yaitu: bukti fisik, keandalan, daya tanggap, jaminan, dan empati yang didasarkan pada analisis kesenjangan (gap analysis) antara harapan dan kinerja pelayanan. Penelitian menggunakan instrumen berupa kuesioner dengan melibatkan 91 perusahaan pelayaran yang diambil dengan teknik acak sederhana. Data penelitian selanjutnya dianalisis dengan analisis Servqual. Hasil penelitian menunjukkan bahwa secara umum kinerja pelayanan Pelabuhan Tanjung Priok dinilai perusahaan pelayaran cukup baik dan tingkat harapan pelayanan tergolong tinggi. Dimensi pelayanan yang dianggap paling penting adalah keandalan, bukti fisik, daya tanggap, jaminan dan empati. Untuk meningkatkan kualitas pelayanan terhadap perusahaan pelayaran, maka perlu melakukan perbaikan pelayanan dengan urutan prioritas: bukti fisik, keandalan, daya tanggap, jaminan, dan empati. Upaya perbaikan juga perlu mengacu pada hasil diagram kartesius, yaitu dengan berusaha mempertahankan atribut-atribut pelayanan pada kuadran B, meningkatkan perbaikan atribut pelayanan kuadran A, dan mengurangi upaya-upaya yang dilakukan terhadap atribut pelayanan pada kuadran C. selain itu, perlu juga dilakukan penelitian lebih lanjut tentang kualitas pelayanan dengan menggunakan dimensi kualitas pelayanan lain, seperti 7S dari McKinsey yang dianalisis dengan menggunakan pendekatan kualitatif.
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Yeandle, Jane, Liz Fawkes, Clare Carter, Chris Gordon, and Elizabeth Challis. "Organisational effectiveness and personality disorder." Mental Health Review Journal 20, no. 2 (June 8, 2015): 84–91. http://dx.doi.org/10.1108/mhrj-04-2014-0012.
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Purpose – National treatment guidelines regarding Borderline Personality Disorder (BPD) (National Institute for Health and Clinical Excellence, 2009) make a number of recommendations relating to system and cultural treatment variables including: access to services, autonomy and choice, developing an optimistic and trusting relationship and managing endings and transitions. The purpose of this paper is to look at a model which could help organisational effectiveness across a range of service settings in relation to personality disorder. Design/methodology/approach – Explanation of why the McKinsey 7S organisational model (Waterman et al., 1980) may be useful in assessing organisational effectiveness in relation to personality disorder. Findings – Cultural and organisational factors across a range of levels need to be aligned to allow for effective service delivery. This is particularly important in working with this client group where strong emotional reactions and subsequent organisational splits are common. Practical implications – The application of this tool within clinical leadership and service development would be particularly important for coherence within generalist (as opposed to specialist) settings. Originality/value – To the authors’ knowledge this analysis is unique as a review of NHS culture across a range of settings and discussion of the implications for service delivery for patients with BPD.
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Aduski, Erlina, Prasetyo Hadi, and Rusdi Musa Ishaq. "Analisis Strategi Pemasaran Produk Digital CRM di PT Infomedia Nusantara." MBIA 19, no. 2 (August 12, 2020): 153–69. http://dx.doi.org/10.33557/mbia.v19i2.892.
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The purpose of this research is to reformulate the marketing strategy of Digital CRM products where at this time, in the digital era, the contribution of revenue generated by CRM Digital is still very low if we compared with Inbound Call (Legacy CRM). This research applied the qualitative approach with a descriptive type of research and using PEST analysis, Industry Environment 5 Forces Porter Analysis, SWOT, and 7P Marketing Mix. Based on the analysis of external and internal factors, we get several alternative strategies such as 1) Product: focus on offering Integrated Omnichannel products, offering CRM as Managed Service; increasing maturity of application or platform and providing analytics enablers as a competitive advantage, 2) Price: implementing a flexible business scheme and conducting cost leadership, 3) Place: maximizing Telkom's Customer Facing Unit (CFUE) for marketing channels and doing global penetration, 4) People: building capabilities and competencies through training and certification 4) Process: make transformation process from conventional into automation, cognitive and Artificial Intelligence; Collaborate with partners to build a digital platform, robotics, and analytics 5) Promotion: creating brand awareness, channel awareness and focus on internal promotion at TelkomGroup.
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Penelitian ini bertujuan untuk mengetahui existing strategi pemasaran produk Digital CRM dan merumuskan ulang strategi pemasaran berdasarkan alternatif strategi yang diusulkan. Pendekatan penelitian yang digunakan adalah kualitatif dengan jenis penelitian deskriptif yang menggunakan analisis faktor eksternal dan internal yaitu Analisis PEST, Analisis Lingkungan Industri 5 Forces Porter, 7S Mckinsey, SWOT, STP dan Bauran Pemasaran 7P. Alternatif Strategi yang diusulkan: 1) Product: fokus pada produk Integrated Omnichannel, menawarkan layanan CRM sebagai Managed Service, peningkatan maturity dari segi aplikasi /platform dan memberikan analytics enabler sebagai bentuk competitive advantage, 2) Price: Merapkan flexible business scheme dan melakukan Cost Leadership, 3) Place: memaksimalkan Customer Facing Unit Enterprise (CFUE) Telkom untuk channel pemasaran , melakukan penetrasi Global 4) People : membangun kemampuan dan kompetensi melalui training, sertifikasi, dan sharing session; redefine job roles, pembuatan kebijakan project delivery, mengembangkan roadmap untuk operational talent, 5) Promotion: meng-create Brand Awareness, and Channel Awareness serta fokus melakukan promosi di internal TelkomGroup.
Kata kunci : Strategi Pemasaran; Analisis PEST, 5 Forces Porter, SWOT, Bauran Pemasaran 7P.
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Ratsch, Angela, Fiona Sewell, and Adrian Pennington. "Developing and testing a matrix to achieveready-everyday nursing standards(RENS): an observational study protocol." BMJ Open 9, no. 8 (August 2019): e031499. http://dx.doi.org/10.1136/bmjopen-2019-031499.
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IntroductionThe Australian Council on Healthcare Standards (ACHS) set criteria for the delivery of healthcare services in Australia. While a voluntary process, continual accreditation with ACHS is an expectation of, and for, Australian healthcare providers. Juxtapositioned with the ACHS, the Nursing and Midwifery Board of Australia (NMBA) set the mandatory practice requirements of, and for, Australian nurses. Despite these overarching quality and governance directives, a regional Queensland Hospital and Health Service (HHS) demonstrated deficits in the quality of nursing care. Accordingly, a HHS project was commissioned with the aim of producing a quantum shift in the quality of nursing services such that the service wasready-everydayfor accreditation assessment, and nursing practice exemplified the NMBA standards.Several barriers to achieving the aim were identified and it was considered that the implementation of critical system changes would structurally and operationally support the achievement of the aim. The system changes are pivoted around an interactive matrix that links nursing care services to the array of nursing professional and practice standards and provides real-time quantitative output measures. This paper outlines the protocol that will be used to establish, implement and evaluate the matrix.Methods and analysisA participatory action research design with a modified Delphi methodology will be used for the development the matrix. The organisational change management around the matrix implementation will be informed by Kotter’s model and supported by the use of the McKinsey 7S. The matrix implementation phase will be conducted using a modifiedPromoting Action on Research Implementation in Health Servicesmodel. Quantitative and qualitative data will be collected over a 12 month pre-test/post-test design to measure the statistical significance of the matrix in supporting compliance with nursing standards and the achievement of quality nursing care. Quantitative data from quality of care assessments will be analysed using descriptive and comparative statistics. Qualitative data from staff surveys will be analysed by content analysis of the major themes (n~200).Ethics and disseminationThe project has ethics approval from a Queensland Health Human Research Ethics Committee. Results will be reported to participants and other stakeholders at seminars and conferences and through peer-reviewed publications.
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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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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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GIULMAGOMEDOV, Denys. "FEATURES OF STRATEGIC DEVELOPMENT MANAGEMENT OF PRE-INVESTIGATIVE INVESTIGATION BODIES." HERALD OF KHMELNYTSKYI NATIONAL UNIVERSITY 296, no. 4 (June 2021): 7–13. http://dx.doi.org/10.31891/2307-5740-2021-296-4-1.
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At the present stage of development, organizations play a leading role in society. Organizations are multifaceted and widely represented in various forms, such as enterprises, non-profit organizations, public authorities, associations of citizens or communities, international legal, economic, social institutions, police or security agencies, scientific societies, and so on. Most organizations today operate in a competitive environment that requires them to constantly develop and improve. The winner is the one who acts prudently and effectively. In this aspect, the strategic management of the organization’s development is critical to its existence in a competitive environment in the long run. The article substantiates the difference between the dynamics of organizational development of pre-trial investigation bodies from business organizations due to the lack of competition as the main determinant of such development. A comparative analysis of the definitions of strategy, strategic management and organizational development is presented in order to identify the specifics of strategic management of organizational development. Through a systematic analysis of regulations that define the main tasks of pre-trial investigation bodies, the strategic goals of such bodies are identified, which should be taken into account when developing their development strategy. On the basis of the presented material the author’s definition of the concept of strategic management of development of bodies of pre-judicial investigation is offered. Based on the analysis, the European Foundation for Quality Management and 7s McKinsey’s contemporary evaluation models identify the main trends in organizational development, which in the future should be taken into account by pre-trial investigation bodies when developing their own development strategies. Conclusions are made about the prospects of further research in this direction.
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Nuringtyas, Rydho Jalu. "Analisis 7S McKinsey PT. Hasil Rotibua Abadi Untuk Perbaikan Organisasi." Business and Finance Journal 5, no. 1 (April 14, 2020). http://dx.doi.org/10.33086/bfj.v5i1.1497.
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This study aims to identify and find solutions to delay construction work happening on the SCE project. The SCE project is a school building construction project. The background of this study is due to indications of delay with a difference of 25% between the schedule plan and the reality in the ground. The factors that cause the delay must be well identified so that a larger delay can be avoided and can provide solutions to these problems. From the results of Fishbone analysis and AHP, 11 factors were found to influence the delay in SCE project.
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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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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.