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Integrity - use of values or principles to guide action in the situation at hand.

Below are links and discussion related to the values of freedom, hope, trust, privacy, responsibility, safety, and well-being, within business and government situations arising in the areas of security, privacy, technology, corporate governance, sustainability, and CSR.

7S Strategy Model: hard S's and soft S's, 18.7.05

Chimera Consulting

7S Framework

It's all very well devising a strategy, but you have to be able to implement it if it's to do any good. The Seven S Framework first appeared in 'The Art Of Japanese Management' by Richard Pascale and Anthony Athos in 1981. They had been looking at how Japanese industry had been so successful, at around the same time that Tom Peters and Robert Waterman were exploring what made a company excellent. The Seven S model was born at a meeting of the four authors in 1978. It went on to appear in 'In Search of Excellence' by Peters and Waterman, and was taken up as a basic tool by the global management consultancy McKinsey: it's sometimes known as the McKinsey 7S model.

Managers, they said, need to take account of all seven of the factors to be sure of successful implementation of a strategy - large or small. They're all interdependent, so if you fail to pay proper attention to one of them, it can bring the others crashing down around you. Oh, and the relative importance of each factor will vary over time, and you can't always tell how that's changing. Like a lot of these models, there's a good dose of common sense in here, but the 7S Framework is useful way of checking that you've covered all the bases.

The 7S's

  • Strategy A set of actions that you start with and must maintain
  • Structure How people and tasks / work are organised
  • Systems All the processes and information flows that link the organisation together
  • Style How managers behave
  • Staff How you develop managers (current and future)
  • Superordinate Goals Longer-term vision, and all that values stuff, that shapes the destiny of the organisation
  • Skills Dominant attributes or capabilities that exist in the organisation

    If you want more on the 7S model, read Richard Pascale's subsequent "Managing on the Edge" (1990).

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    "We shall need compromises in the days ahead, to be sure. But these will be, or should be, compromises of issues, not principles. We can compromise our political positions, but not ourselves. We can resolve the clash of interests without conceding our ideals. And even the necessity for the right kind of compromise does not eliminate the need for those idealists and reformers who keep our compromises moving ahead, who prevent all political situations from meeting the description supplied by Shaw: "smirched with compromise, rotted with opportunism, mildewed by expedience, stretched out of shape with wirepulling and putrefied with permeation.
    Compromise need not mean cowardice. .."

    John Fitzgerald Kennedy, "Profiles in Courage"


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