How the balanced scorecard complements the McKinsey 7-S model

doi:10.1108/10878570510594442

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Strategy & Leadership

ISSN: 1087-8572
Incorporates: The Antidote

Online from: 1975

Subject Area: Strategy

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How the balanced scorecard complements the McKinsey 7-S model

Document Information:
Title:	How the balanced scorecard complements the McKinsey 7-S model
Author(s):	Robert S. Kaplan, (Marvin Bower Professor of Leadership Development at Harvard Business School (rkaplan@hbs.edu). His recent book, co-authored with David P. Norton, Strategy Maps: Converting Intangible Assets in Tangible Outcomes (Harvard Business School Press, 2004) is a sequel to their classic The Balanced Scorecard: Translating Strategy into Action (HBSP, 1996).)
Citation:	Robert S. Kaplan, (2005) "How the balanced scorecard complements the McKinsey 7-S model", Strategy & Leadership, Vol. 33 Iss: 3, pp.41 - 46
Keywords:	Balanced scorecard, Corporate strategy, Management strategy
Article type:	Conceptual paper
DOI:	10.1108/10878570510594442 (Permanent URL)
Publisher:	Emerald Group Publishing Limited
Abstract:	Purpose – This article shows how the McKinsey 7-S model and the balanced scorecard (BSC) model complement each other. Design/methodology/approach – The developer of the widely used BSC model analyzes and compares the features and functions of the two models. Findings – One can view the BSC as the contemporary manifestation of the 7-S model, helping to explain its popularity as a practical and effective tool for aligning all the organizational variables and processes that lead to successful strategy execution. Research limitations/implications – There is no data on the financial impact of the BSC mdel on the companies that have adopted it. Practical implications – The author suggests that the BSC is not only fully consistent with the 7-S framework, but can also enhance it in use. Originality/value – This the first article to compare the characteristics and functionality of the McKinsey 7-S model and the BSC model.