This paper illustrates that the McKinsey 7S Framework consists of seven frameworks, such as strategy, systems, structure, shared values, staff, style, and skills. All the seven factors have been discussed with respect to Tata Steel. In terms of strategy, Tata Steel has implemented knowledge management process in operation process. Therefore, the organization is concerned with the technological development and use of advanced information technology. But, some internal issues are affecting the strategy implementation process. In terms of structure, Tata steel has developed centralized hierarchical structure in order to take control of each and every organizational decision-making processes and other practices.
In terms of system, poor employee engagement system may create the huge problem for system development process. In terms of shared values, self-centered orientation and high individuality can affect knowledge sharing and cultural diversity aspects. In terms of style, it is true that Tata Steel has developed autocratic leadership style as the employees are bound to maintain the hierarchical policies and regulations. In terms of staff, it is true that employees are highly capable. But, their high degree of individuality is affecting technological advancement and system development process.
In terms of skills, low-quality training process and limited numbers of development programmes are affecting the skill level of employees to enhance technological advancement in the workplace. It is clear from above McKinsey framework that some inadequate governance and monitoring of organizational leaders created difficulty for the organization to develop effective system development process. The effective system development process can be considered as one of the important and integral parts of the knowledge management process. In terms of capacity, the management of the organization did not host knowledge management programmes and development processes frequently.
It affected the overall orientation process. Poor governance of leaders generally reduced the capacity management within the system development of KM process.
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