McKinsey 7S How it applies to the management of AIVRS Programs

McKinsey 7SHow it applies to the management of AIVRS Programs

Objectives

Types of Assessments and why they are necessary The need for a formal management system Organizational Ecosystem - Linear vs. Circular

Philosophy Details of the 7S assessment How to use 7S

Types of Assessments and Why

Community Needs Assessment SWOT (Strengths, Weaknesses, Opportunities,

Threats) SOAR (Strengths, Opportunities, Aspirations,

Results) Organizational Assessment (Where is the

organization right now?)

What is your “formal management system?”

Organizational Ecosystem

Linear Processes

STRATEGY: the plan devised to maintain and strengthen your grant management

Does your program have a Vision? (BHAG) Have you done formalized strategic planning? Have you developed your organizational values? Have you communicated what the Vision/Values are? Was this done within the overall Tribal SP/Goals?

STRUCTURE: the way the organization is structured and who reports to whom Strategic Plan Business Plan Management System Organizational Chart Relationship to Tribal Government Stakeholders (State VR, RSA, etc.)

SYSTEMS: the daily activities and procedures that staff members engage in to get the job done.

Financial

Case Management

Evaluations (People, Program, Department, Organization)

Outcome Measures

Data Collection

Formal Meeting System (Lencioni)

Grant Covenant Monitoring

Lencioni Meeting System

Daily Check-in - Share daily schedules and activities

Weekly Tactical - Review weekly activities and metrics, and resolve tactical obstacles and issues

Monthly Strategic - Discuss, analyze, brainstorm and decide upon critical issues affecting long term success

Quarterly Off-site Review - Review strategy, competitive landscape, industry trends, key personnel, team development

STAFF: the employees and their general capabilities

Formal assessment at time of hire (or time of 7S assessment) “Where are they”

Evaluation/Dashboard (Yearly is archaic)

Formal Team Development (Teams don’t just happen)

SKILLS: the actual skills and competencies of the employees working for the company

Research and develop the core competencies for each and every position

Formalized Training Program (to meet core competencies) for each staff

Teamwork – Team Development – Individual components of plan

Formalized Management System (7S or another program)

STYLE: the style of leadership adopted

Identify Culture

Leadership identification (People and Styles of Leadership)

Leadership Development Program (Create or “buy-in”)

Doesn’t have to be exhaustive, just formal. Use your Tribal and Community Leaders

Formalize Cultural Activity

SHARED VALUES: these are the core values that are evidenced in the program culture and the general work ethic.

The “one-word” test (How would your customers, staff, stakeholders, or Tribe describe you?)

Perceived vs Goal Do you have formal Values identified and integrated? Value “gut-check” Integration is KEY! • Respect

• Integrity• Communication• Excellence

How to use the 7S model

Integrate with formal meeting system

Weekly

Monthly

Quarterly

Annually

Weekly – Meeting Agenda & “7S-Gut Check”

Strategy

Staffing

Systems

Skills (Training)

Director – Weekly

“Quick Review”

Monthly – The “7S-Checklist”

Quarterly – Team review of the 7S System

Annually – Day-long formal assessment

Get help with the assessment, bring in outside resources

Color Code – Dashboard (Stoplight)

Plan of action – Define what success will look like

Set Primary goals for each of the 7 areas

Set milestones to achieve throughout the year to reach the primary goals

Review the past-year’s plan and rate the level of success.

Identify potential barriers

Stronger Planning = Stronger Grant Management