Mckinsey's 7S STEEPLE Analysis

The need for organisations to change can be from internal or external factors. The change could be imposed by law, a necessity because of the actions of a competitor or even a directive from the organisation strategy. Understanding the reasons for change is important, as it is important that the aims and objectives of the change are well framed (Green, 2007).
One method to review external factors for change is STEEPLE analysis, Social, Technology, Economic, Environmental, Political, Legislative and Ethical. STEEPLE analysis raises awareness of threats that the organisation may XXXX in the future and so action can be taken, potentially through change, to avoid or minimise the effect of the threat (CMI, 2013). Hayes (2007) suggest that SWOT

Cameron and Green (2009) discuss McKinsey’s 7S model to review internal factors for change. McKinsey’s 7S is a good way to review the core competences, capabilities and infrastructure of the organisation and see if there is need for change in order to meet future demands, remain competitive and sustain effective performance (Green, 2007). Appendix’s 2 show the 7 S categories with explanations. Hayes (2007) also suggests that Weisbord’s six-box organisational model can also be used to review the organisations internal alignment.
Kotter’s integrative model of organisational dynamics and Nadler and Tshman’s congruence model of organisations are open-system models which are look both internal and external factors for change (Hayes, 2007). Pettigrew and Whipp (1991) also highlight the importance of ‘Environmental assessment’, the continuous monitoring of both the internal and external environment of the organisation through open learning systems, in their five central interrelated factors for successfully managing strategic

It followed Lewin’s 1951 Three-step model of Unfreeze, Move and then Refreeze (See figure??). Lewin introduced ‘Force Field Analysis’ when looking at a change situation. Consideration must be giving to both the driving forces for change and the resisting forces to change, and that for change to happen the driving forces must outweigh the resisting forces. Cameron and Green (2009) explain that Lewin’s proposed model for change has three steps and covers the overall process of making change. Cameron and Green (2009) go on to explain each step. The first step is called ‘unfreezing’, which means to unfreeze the current state of affairs. It is about reviewing the current state, the driving and resistant forces to change and communicating the desired end