McKinsey 7S
How it applies to the management of AIVRS Programs
Objectives
 Types of Assessments and why they are necessary
 The need for a formal management system
 Organizational Ecosystem - Linear vs. Circular Philosophy
 Details of the 7S assessment
 How to use 7S
Types of Assessments and Why
Community Needs Assessment
SWOT (Strengths, Weaknesses, Opportunities,
Threats)
SOAR (Strengths, Opportunities, Aspirations,
Results)
Organizational Assessment (Where is the
organization right now?)
What is your “formal management system?”
Organizational Ecosystem
Linear Processes
STRATEGY: the plan devised to maintain and
strengthen your grant management
 Does your program have a Vision? (BHAG)
 Have you done formalized strategic planning?
 Have you developed your organizational values?
 Have you communicated what the Vision/Values are?
 Was this done within the overall Tribal SP/Goals?
STRUCTURE: the way the organization is
structured and who reports to whom
Strategic Plan
Business Plan
Management System
Organizational Chart
Relationship to Tribal Government
Stakeholders (State VR, RSA, etc.)
SYSTEMS: the daily activities and procedures
that staff members engage in to get the job
done.
 Financial
 Case Management
 Evaluations (People, Program, Department, Organization)
 Outcome Measures
 Data Collection
 Formal Meeting System (Lencioni)
 Grant Covenant Monitoring
Lencioni Meeting System
 Daily Check-in - Share daily schedules and
activities
 Weekly Tactical - Review weekly activities and
metrics, and resolve tactical obstacles and
issues
 Monthly Strategic - Discuss, analyze, brainstorm
and decide upon critical issues affecting long
term success
 Quarterly Off-site Review - Review strategy,
competitive landscape, industry trends, key
personnel, team development
STAFF: the employees and their
general capabilities
 Formal assessment at time of hire (or time of 7S assessment) “Where are
they”
 Evaluation/Dashboard (Yearly is archaic)
 Formal Team Development (Teams don’t just happen)
SKILLS: the actual skills and competencies of
the employees working for the company
 Research and develop the core competencies for each and every position
 Formalized Training Program (to meet core competencies) for each staff
 Teamwork – Team Development – Individual components of plan
 Formalized Management System (7S or another program)
STYLE: the style of leadership adopted
 Identify Culture
 Leadership identification (People and Styles of Leadership)
 Leadership Development Program (Create or “buy-in”)
 Doesn’t have to be exhaustive, just formal. Use your Tribal and Community
Leaders
 Formalize Cultural Activity
SHARED VALUES: these are the core values
that are evidenced in the program culture
and the general work ethic.
 The “one-word” test (How would your customers, staff,
stakeholders, or Tribe describe you?)
 Perceived vs Goal
 Do you have formal Values identified and integrated?
 Value “gut-check”
 Integration is KEY!
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Respect
Integrity
Communication
Excellence
How to use the 7S model
 Integrate with formal meeting system
 Weekly
 Monthly
 Quarterly
 Annually
Weekly – Meeting Agenda & “7S-Gut
Check”
 Strategy
 Staffing
 Systems
 Skills (Training)
 Director – Weekly
“Quick Review”
Monthly – The “7S-Checklist”
Quarterly – Team review of the 7S
System
Annually – Day-long formal assessment
 Get help with the assessment, bring in outside resources
 Color Code – Dashboard (Stoplight)
 Plan of action – Define what success will look like
 Set Primary goals for each of the 7 areas
 Set milestones to achieve throughout the year to reach the primary goals
 Review the past-year’s plan and rate the level of success.
 Identify potential barriers
Stronger Planning = Stronger Grant
Management