Page 20 - DMGT521_PROJECT_MANAGEMENT

Unit 1: Introduction to Projects

1.10 The 7S of Project Management Notes

A recent (2008) update on the McKinsey 7S model is a short podcast on the creation of McKinsey
7S model by Lowell Bryan, a director in McKinsey’s New York office, involved in creating and
applying the 7S framework. He describes how it was introduced in the late 1970s to address the
critical role of coordination, rather than structure, in organizational effectiveness.
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:
Table 1.1: Key Issues that Require Management

Element of 7S Application to Digital Key Issues from Practice and Literature
Model Marketing Team
Strategy The significance of digital  Gaining appropriate budgets and
marketing in influencing and demonstrating/delivering value and ROI
supporting organisations' strategy 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  Integration of team with other management,
structure to support digital marketing (corporate communications,
marketing. brand marketing, direct marketing) and IT
staff.
 Use of cross-functional teams and steering
groups.
 Insourcing vs. outsourcing.
Systems The development of specific  Campaign planning approach-integration.
processes, procedures or  Managing/sharing customer information.
information systems to support
 Managing content quality.
digital marketing
 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  Insourcing vs. outsourcing.
their background and  Achieving senior management buy-
characteristics such as IT vs. in/involvement with digital marketing.
Marketing, use of contractors/
 Staff recruitment and retention. Virtual
consultants, age and sex. working.
 Staff development and training.
Style Includes both the way in which key  Relates to role of digital marketing team in
managers behave in achieving the influencing strategy – it is it dynamic and
organizations' goals and the influential or conservative and looking for a
cultural style of the organization as voice.
a whole.
Skills Distinctive capabilities of key staff,  Staff skills in specific areas: supplier
but can be interpreted as specific selection, project management, Content
skill-sets of team members. management, specific e-marketing
approaches (SEO,PPC, affiliate marketing, e-
mail marketing, online advertising).
Superordinate The guiding concepts of the digital  Improving the perception of the importance
goals marketing organisation which are and effectiveness of the digital marketing
also part of shared values and team amongst senior managers and staff it
culture. The internal and external works with (marketing generalists and IT).
perception of these goals may vary.

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