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The 7-S-Modell was developed into the 70ern von Tom Peter and Robert H. Waterman jr., at that time management consultants with McKinsey. They divided thereby enterprises into the ranges
So-called "hard factors become "(strategy, structure, system) and "soft fact places "(skills, staff, style, shared VALUEs) differentiated. While the hard factors are to seize more easily and be judged, the estimate of the soft factors is clearly more difficult, it is however at least just as important for the enterprise.
The whole construction is called also gladly "lucky atom "; graphically the goals arrange themselves around "the superordinate Goals ". During adjustments it should be noted that the change of a target area has also always effects on the remaining ranges. For a well working organization the correct balance between the elements specified above is to be aimed at.
Straight ones during transformation and CHANGE processes concentrate many enterprises on "the hard factors ", Strategy, Structure and system. "The soft fact places ", Skills, Staff, Style and Shared VALUEs, receive against it less attention. Peter and Waterman argue however that the most successful companies direct their efforts also toward an optimal adjustment of these "soft fact places ". The straight soft factors can give the crucial excursion for the success of the CHANGE processes, since new structures and strategies can hardly be developed on completely opposite cultures and values. These problems document themselves frequently in the disappointing results of spectacular large fusions. These are not least on the collision of different cultures to lead back value conceptions and ways of acting which make the structure more difficult of effective common structures and systems substantially.
The 7-S model is well suitable, in order to introduce change processes and determine their direction. An application possibility would be to be intended e.g. for each element the actual condition and described the ideal condition. Outgoing of it measures can be determined to the reaching of the described goal condition considering the mutual reciprocal effects. A further range of application is in the strategy implementation: After the choice of a strategic alternative the action fields can be derived and be concretized einzelnd with according to measures which can be introduced on the basis the 7-S-Modells.
See also: Management process
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