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The 7 S Model of Organizational Alignment

The 7 S Model of Organizational Alignment. Paul Godfrey Marriott School of Management Winter 2010. The 7 S Model. The 7 S model helps describe organizational reality A set of buckets to sort information The 7 S’s as a balloon Push on one side, the other sides all move

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The 7 S Model of Organizational Alignment

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  1. The 7 S Model of Organizational Alignment Paul Godfrey Marriott School of Management Winter 2010

  2. The 7 S Model The 7 S model helps describe organizational reality • A set of buckets to sort information The 7 S’s as a balloon • Push on one side, the other sides all move • The 7 S’s constitute a system Two components: • The Hard Triangle: Strategy, Systems, Structure • The Soft Square: Staffing, Skills, Style, Shared Values

  3. The 7 S Model

  4. The Positives

  5. The Negatives

  6. Expanding the 7 S Model • Super-ordinate goals: What is the organization trying to accomplish? • Situation/ Stakeholders: What is the overall environment the organization faces? • Self: What is the role of the change agent in the model?

  7. Self The Expanded 7 S Model Situation/ Stakeholders Super-ordinate Goals

  8. Advantages of the expanded model • Adding super-ordinate goals brings out more clarity • Strategic objectives (market share) vs. strategy tools (differentiation) • Goals as a reflection (manifestation) of shared values • Goals can shift, causing misalignment • Adding the Situation/ Stakeholders “places” the organization • In both competitive space and time • Most misalignments begin with changes in this area and ripple through the system • Adding the self focuses on the role of individuals to impact the system

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