| STRAT | COM 400 – Richard Wolfe | [An Analysis of BlackBerry] | Using the 7-S and other relevant frameworks. July 17‚ 2013. | Executive Summary This paper is targeted to anyone interested on further information regarding BlackBerry (investor‚ prospective employee‚ management) and is written from the point of view of a former employee. The overarching theme of the analysis is the organizational challenges facing BlackBerry in its competitive environment‚ where it has already
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http://en.wikipedia.org/wiki/McKinsey_7S_Framework The McKinsey 7S Framework is a management model developed by well-known business consultants Waterman and Peters (who also developed the MBWA-- "Management By Walking Around" motif‚ and authored "In Search of Excellence") in the 1980s. This was a strategic vision for groups‚ to include businesses‚ business units‚ and teams. The 7S are structure‚ strategy‚ systems‚ skills‚ style‚ staff and shared values. The model is most often used as a tool to
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its architecture will determine the path that the company will go through to reach their goals. Many ways to do this kind of analysis exist and are used world widely‚ but the ones that are able to give the best results are‚ in my opinion‚ McKinsey 7s model and Galbraith`s Star model. Both models are useful because they describe very important organisational elements and recognise the interaction between them. Both also require organisations to use a chosen strategy to inform structure decisions
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mewWHAT IS THE 7-S FRAMEWORK? DESCRIPTION The 7-S Framework of McKinsey is a management model that describes 7 factors to organize a company in a holistic and effective way. Together these factors determine the way in which a corporation operates. Managers should take into account all seven of these 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‚ this may effect all others as well.
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Telenor (First 3 ‘S’ Example) I did only the first 3 ‘S’ for Telenor analysis. They were strategy‚ structure and system. “Telenor Group is the incumbent telecommunications company in Norway‚ with headquarters located at Fornebu‚ close to Oslo. Telenor Group is mostly an international wireless carrier with operations in Scandinavia‚ Eastern Europe and Asia‚ working predominantly under the Telenor brand. It is ranked as the sixth largest mobile phone operator in the world‚ with more than 172 million
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Chapter 12 McKinsey 7S Ch12. McKinsey 7S • • • • • • • • Short Description Background Strategic Rationale & Implications Strengths & Advantages Weaknesses & Limitations Process for Applying Technique Case Study: Kenya Airways FAROUT Business and Competitive Analysis. By C. Fleisher & B. Bensoussan. FT Press 2007. All Rights Reserved. Ch12.2 Ch12. McKinsey 7S Short Description • The McKinsey 7S model is a diagnostic management tool used to test the strength of the strategic degree
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2. INTERNAL ANALYSIS (7S) McKinsey’s 7s framework will be utilized to analyze AirAsia’s internal environment. By using this framework‚ companies can understand their current situation and strategies so that they can improve company performance. Table 1 McKinsey’s 7s framework 2.1 Shared values The common shared value of AirAsia is to be the largest low cost airline in Asia by continually insisting on the development of the low-cost carrier model. AirAsia always tries
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The 7s model is only a theory The 7s Model was introduced for the first time in 1981‚ by Richard Pascale and Anthony Athos. McKinsey‚ an American consultancy bureau‚ adopted the model‚ used it frequently and made it one of the best-known management models in the world. The 7s Model stands for seven aspects where an organization should pay attention to‚ in order to function successfully: Staff‚ Style‚ Structure‚ System‚ Strategy‚ Skills and Shared Values. These 7 aspects have to support and
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Business (2nd edition)‚ London‚ Palgrave Macmillan Curran J (1999) The Role of the Small Firm in the UK Economy: Hot Stereotypes and Cool Assessments‚ SBRT Research Report‚ May‚ Milton Keynes. Fan‚ Q. (2003) Creating a conducive legal & regulatory framework for small and medium enterprise development in Russia a policy dialogue workshop‚ September 14-16‚ 2003 Kilkenny‚ M. (1999) Reciprocated community support and small town - small business success‚ Entrepreneurship & Regional Development: An International
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AND CHALLENGES FACING THE GROWTH OF SMEs IN KENYA CHAPTER ONE; INTRODUCTION 1.1 BACKGROUND In recent years‚ the nurturing of SMES have become the dominant theme of development economics. This rediscovery of the importance of the spirit of free enterprise was undoubtedly prompted by the failure of centrally planned communist economies. The achievement of impressive prosperity by certain East Asian and western countries also encouraged the start up of SMES (Mwaura‚ 2006) A global perspective
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