经典创意：7S框架.doc

经典创意：7-S 框架 麦肯锡纽约分公司资深董事 Lowell Bryan 通过交互式图表，介绍分析了7-S框架：一个强调协调（而非结构）在组织有效性中的关键作用的思维框架。 2008年9月 7-S 框架在上世纪70年代末期推出，旋即成为思考组织有效性的分水岭。在此之前，管理者是把组织作为一种结构来关注——谁干什么、谁向谁汇报，诸如此类。随着组织规模扩大，复杂性增加，协调成为更关键的问题。 前麦肯锡咨询顾问 Thomas J. Peters 和 Robert H. Waterman 在所著的《追求卓越》一书中讨论了这一框架。该框架描绘了影响组织变革能力的一组相互关联的因素。这些因素之间没有等级差别，这告诫人们，如果离开了其他部分的合作，组织中的某一部分很难取得显著进步。 约30年过去了，7-S 框架仍是认识组织复杂性的一个重要工具。仅结构本身并不是组织，今天尤为如此。 麦肯锡纽约分公司资深董事 Lowell Bryan 在此交互式文章系列之一中诠释7-S 框架。 Enduring ideas: The 7-S Framework In one of a series of interactive presentations, Lowell Bryan, a director in McKinseys New York office, examines 7-S, a framework introduced to address the critical role of coordination, rather than structure, in organizational effectiveness. March 2008 When introduced in the late 1970s, the 7-S framework was a watershed in thinking about organizational effectiveness. A previous focus of managers was on organization as structure—who does what, who reports to whom, and the like. As organizations grew in size and complexity, the more critical question became one of coordination. Featured in the book In Search of Excellence, by former McKinsey consultants Thomas J. Peters and Robert H. Waterman, the framework maps a constellation of interrelated factors that influence an organizations ability to change. The lack of hierarchy among these factors suggests that significant progress in one part of the organization will be difficult without working on the others. Some 30 years later, 7-S remains an important tool to understand the complexity of organizations. Today, more than ever, structure alone isnt organization. In the first in a series of interactive presentations, Lowell Bryan, a director in McKinseys New York office, reflects on 7-S. Click here to explore this framework in a new window. 经典创意:不断为管理思维提供启迪的麦肯锡思维框架 在这个交互式模块中，我们采用语音解说方式介绍一系列有关战略和组织的思维框架。 2008年10月 自从上世纪60年代战略作为一门管理学科出现以来，企业领导人就一直在仔细分析应该在何处及如何参与竞争、实现增长，并以最佳方式管理他们的组织。战略和组织模型（或框架）可以给企业制定决策以启迪，为可能前景的定量分析和可选方案的洞见提供快捷方式。 如今复杂的商业环境已