Beyond planning, implementing a business strategy is a complicated process that can be aided by a variety of industry-accepted tools and models. Models, such as the 7 S Model developed by Tom Peters and Robert Waterman of McKinsey & Company (Bryan, 2008),

 
Beyond planning, implementing a business strategy is a complicated process that can be aided by a variety of industry-accepted tools and models. Models, such as the 7 S Model developed by Tom Peters and Robert Waterman of McKinsey & Company (Bryan, 2008), provide insights that can deliver business leaders essential organizational and planning information.
This week, you will evaluate the 7 S Model for use within planning and executive organizational change. Similarly, you will evaluate a chosen tool or model for effective implementation of a business strategy.
Learning Objectives
Independent scholars will:

Evaluate the 7 S Model as a tool for planning and executing organizational change
Evaluate a tool for effective business strategy implementation

Chen, Y., Yu, Z., & Lin, T. W. (2015). How Zysco uses the balanced scorecard. Strategic Finance, 97(1), 27–36. Retrieved from http://www.imanet.org/resources-publications/strat…
Note: Retrieved from the Walden Library databases.
Peters, T. (2011). McKinsey 7-S model. Leadership Excellence Essentials, 28(10), 7. Retrieved from http://www.hr.com/en/topleaders/top_leaders_in_lea…
Note: Retrieved from the Walden Library databases.
Gatti, M. (2015). Exploring the challenges of measuring intangibles: The implementation of a balanced scorecard in an Italian company. International Journal of Management Cases, 17(4), 120–133. Retrieved from http://www.ijmc.org/ijmc/home.html
Pollanen, R. M., & Xi, K. K. (2015). Organizational characteristics and use of balanced scorecard measures in executive compensation. International Journal of Business & Public Administration, 12(1), 68–82. Retrieved from http://www.iabpad.com/journals/international-journal-of-business-and-public-administration-2/
Singh, A. (2013). A study of role of McKinsey’s 7S framework in achieving organizational excellence. Organization Development Journal, 31(3), 39–50. Retrieved from http://www.odinstitute.org
Discussion: The 7 S Model
As a business leader, you would likely utilize a variety of theories, models, and applications in order to create a comprehensive approach to business strategy planning. Consider the following scenario:
You are working with a department that has decided to incorporate the 7 S Model to enact change within the organization. As a business leader, you are to evaluate this model within a proposal, including potential benefits and examples of effective implementation.
To prepare for this Discussion, review the section entitled “Alignment: The 7 S Model” on pages 239–244 in Dyer, Godfrey, Jensen, and Bryce (2016) and consider which components of the model might be the most beneficial in executing change within an organization. You may also want to utilize the Walden Library to identify scholarly examples of implementing the 7 S Model in professional contexts.
By Day 3
Post an evaluation of the 7 S Model as a tool for planning and executing change with an organization. Your evaluation should include the following:

A description of the value of each step within the 7 S model to implementing change with the organization, including at least one supportive example
An analysis of which one or two specific component(s) of the 7 S Model could be most helpful from a change management perspective, including at least one supportive example
An explanation for which specific component(s) of the 7 S Model could be most challenging when implementing organizational change, including at least one supportive example

Be sure to support your work with a minimum of two specific APA citations from this week’s Learning Resources and at least one additional scholarly source.