Third entry in the series of 7 posts in which we are exposing in detail the McKinsey 7S Model. This time it is the turn of the variable “Systems”.
We come to a concept, systems, which focuses on the processes and operations that are part of the day-to-day running of a company. Let’s say that we could relate it to the concept of “monitoring”.
In other words, we can consider budget monitoring, monitoring of compliance with internal procedures, legal monitoring, etc. A strategy that does not contemplate or is not concerned with these types of procedures is doomed to failure.
McKinsey 7S Model: Systems
It is a matter of carrying out procedures that constantly verify that the company is duly executing what is contemplated in the strategy. In other words, putting words into action. To this end, monitoring is fundamental, since it allows us to detect successes and errors.
In the case of successes, we will be aware of them in order to reinforce that area based on the reasons for the good results. In the case of mistakes, we will be equally aware of them in order to correct or adapt what is not giving the expected results.
Any good strategy must be supported by a monitoring system that verifies that we are on the right track. Precisely, the path defined in the previous strategic process and focused on achieving the right positioning under the designed competitive advantage.
In the fourth entry of this series, we will talk about the “Staff” variable.
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