McKinsey 7S strategy model
The McKinsey 7S framework summarised by Waterman et al. (1980) was developed by McKinsey consultants in the 1980s and it is often referenced when referring to managing change and strategy development in a business.
We reference the McKinsey 7S model in the E-consultancy Managing an E-commerce team report as a method of reviewing the internal capabilities of an organisation to manage digital channels. Some of the key issues that require management are shown in the table below.
The original refererence is:
Waterman, R.H., Peters, T.J. and Phillips, J.R. (1980) Structure is not organisation. McKinsey Quarterly in-house journal. McKinsey & Co., New York.
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Element of 7S model
|
Application to digital marketing team |
Key issues from practice and literature |
|
Strategy |
The significance of digital marketing in influencing and supporting organisations' strategy
|
Gaining appropriate budgets and demonstrating / delivering value and ROI from budgets. Annual planning approach. Techniques for using digital marketing to impact organisation strategy Techniques for aligning digital strategy with organisational and marketing strategy |
|
Structure |
The modification of organizational structure to support digital marketing. |
Integration of team with other management, marketing (corporate communications, brand marketing, direct marketing) and IT staff Use of cross-functional teams and steering groups Insourcing vs. outsourcing |
|
Systems |
The development of specific processes, procedures or information systems to support digital marketing |
Campaign planning approach-integration
Managing/sharing customer information Managing content quality Unified reporting of digital marketing effectiveness In-house vs. external best-of-breed vs. external integrated technology solutions |
|
Staff |
The breakdown of staff in terms of their background and characteristics such as IT vs. Marketing, use of contractors/consultants, age and sex. |
Insourcing vs. outsourcing
Achieving senior management buy-in/involvement with digital marketing Staff recruitment and retention. Virtual working Staff development and training |
|
Style |
Includes both the way in which key managers behave in achieving the organizations' goals and the cultural style of the organization as a whole. |
Relates to role of digital marketing team in influencing strategy – it is it dynamic and influential or conservative and looking for a voice |
|
Skills |
Distinctive capabilities of key staff, but can be interpreted as specific skill-sets of team members. |
Staff skills in specific areas: supplier selection, project management, Content management, specific e-marketing approaches (SEO,PPC, affiliate marketing, e-mail marketing, online advertising) |
|
Superordinate goals |
The guiding concepts of the digital marketing organisation which are also part of shared values and culture. The internal and external perception of these goals may vary |
Improving the perception of the importance and effectiveness of the digital marketing team amongst senior managers and staff it works with (marketing generalists and IT)
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Thanks, Dave Chaffey.
Managing Digital Channels
I remember you!
At E-consultancy we are repeating our 2005 Managing an E-commerce team report, but this time it's Managing Digital Channels. I will try to find your email to setup an interview, but if not please contact me via the Contact Us.
Dave

Blast from the past
Kind regards
Eduardo