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    Mckinsey 7s Framework Bank

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    Mirza Asad-Ullah Khan Ghalib
    mckinsey 7s framework bank mckinsey 7s framework bank mckinsey 7s framework bank mckinsey 7s framework bank mckinsey 7s framework bank mckinsey 7s framework bank mckinsey 7s framework bank mckinsey 7s framework bank mckinsey 7s framework bank mckinsey 7s framework bank mckinsey 7s framework bank mckinsey 7s framework bank mckinsey 7s framework bank mckinsey 7s framework bank mckinsey 7s framework bank mckinsey 7s framework bank mckinsey 7s framework bank mckinsey 7s framework bank mckinsey 7s framework bank

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    Mckinsey 7s Framework Bank

    Uploaded by

    Mirza Asad-Ullah Khan Ghalib
    1K views2 pages
    mckinsey 7s framework bank mckinsey 7s framework bank mckinsey 7s framework bank mckinsey 7s framework bank mckinsey 7s framework bank mckinsey 7s framework bank mckinsey 7s framework bank mckinsey 7s framework bank mckinsey 7s framework bank mckinsey 7s framework bank mckinsey 7s framework bank mckinsey 7s framework bank mckinsey 7s framework bank mckinsey 7s framework bank mckinsey 7s framework bank mckinsey 7s framework bank mckinsey 7s framework bank mckinsey 7s framework bank mckinsey 7s framework bank

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    1K views2 pages

    Mckinsey 7s Framework Bank

    Uploaded by

    Mirza Asad-Ullah Khan Ghalib
    mckinsey 7s framework bank mckinsey 7s framework bank mckinsey 7s framework bank mckinsey 7s framework bank mckinsey 7s framework bank mckinsey 7s framework bank mckinsey 7s framework bank mckinsey 7s framework bank mckinsey 7s framework bank mckinsey 7s framework bank mckinsey 7s framework bank mckinsey 7s framework bank mckinsey 7s framework bank mckinsey 7s framework bank mckinsey 7s framework bank mckinsey 7s framework bank mckinsey 7s framework bank mckinsey 7s framework bank mckinsey 7s framework bank

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    of 2

    Let's look at each of the elements specifically:

    Strategy: the plan devised to maintain and build competitive advantage over the
    competition.
    Structure: the way the organization is structured and who reports to whom.
    Systems: the daily activities and procedures that staff members engage in to get
    the job done.
    Shared Values: called "superordinate goals" when the model was first developed,
    these are the core values of the company that are evidenced in the corporate cul
    ture and the general work ethic.
    Style: the style of leadership adopted.
    Staff: the employees and their general capabilities.
    Skills: the actual skills and competencies of the employees working for the comp
    any.Let's look at each of the elements specifically:
    Strategy: the plan devised to maintain and build competitive advantage over the
    competition.
    Structure: the way the organization is structured and who reports to whom.
    Systems: the daily activities and procedures that staff members engage in to get
    the job done.
    Shared Values: called "superordinate goals" when the model was first developed,
    these are the core values of the company that are evidenced in the corporate cul
    ture and the general work ethic.
    Style: the style of leadership adopted.
    Staff: the employees and their general capabilities.
    Skills: the actual skills and competencies of the employees working for the comp
    any.Let's look at each of the elements specifically:
    Strategy: the plan devised to maintain and build competitive advantage over the
    competition.
    Structure: the way the organization is structured and who reports to whom.
    Systems: the daily activities and procedures that staff members engage in to get
    the job done.
    Shared Values: called "superordinate goals" when the model was first developed,
    these are the core values of the company that are evidenced in the corporate cul
    ture and the general work ethic.
    Style: the style of leadership adopted.
    Staff: the employees and their general capabilities.
    Skills: the actual skills and competencies of the employees working for the comp
    any.Let's look at each of the elements specifically:
    Strategy: the plan devised to maintain and build competitive advantage over the
    competition.
    Structure: the way the organization is structured and who reports to whom.
    Systems: the daily activities and procedures that staff members engage in to get
    the job done.
    Shared Values: called "superordinate goals" when the model was first developed,
    these are the core values of the company that are evidenced in the corporate cul
    ture and the general work ethic.
    Style: the style of leadership adopted.
    Staff: the employees and their general capabilities.
    Skills: the actual skills and competencies of the employees working for the comp
    any.Let's look at each of the elements specifically:
    Strategy: the plan devised to maintain and build competitive advantage over the
    competition.
    Structure: the way the organization is structured and who reports to whom.
    Systems: the daily activities and procedures that staff members engage in to get
    the job done.
    Shared Values: called "superordinate goals" when the model was first developed,
    these are the core values of the company that are evidenced in the corporate cul
    ture and the general work ethic.
    Style: the style of leadership adopted.
    Staff: the employees and their general capabilities.
    Skills: the actual skills and competencies of the employees working for the comp
    any.Let's look at each of the elements specifically:
    Strategy: the plan devised to maintain and build competitive advantage over the
    competition.
    Structure: the way the organization is structured and who reports to whom.
    Systems: the daily activities and procedures that staff members engage in to get
    the job done.
    Shared Values: called "superordinate goals" when the model was first developed,
    these are the core values of the company that are evidenced in the corporate cul
    ture and the general work ethic.
    Style: the style of leadership adopted.
    Staff: the employees and their general capabilities.
    Skills: the actual skills and competencies of the employees working for the comp
    any.Let's look at each of the elements specifically:
    Strategy: the plan devised to maintain and build competitive advantage over the
    competition.
    Structure: the way the organization is structured and who reports to whom.
    Systems: the daily activities and procedures that staff members engage in to get
    the job done.
    Shared Values: called "superordinate goals" when the model was first developed,
    these are the core values of the company that are evidenced in the corporate cul
    ture and the general work ethic.
    Style: the style of leadership adopted.
    Staff: the employees and their general capabilities.
    Skills: the actual skills and competencies of the employees working for the comp
    any.Let's look at each of the elements specifically:
    Strategy: the plan devised to maintain and build competitive advantage over the
    competition.
    Structure: the way the organization is structured and who reports to whom.
    Systems: the daily activities and procedures that staff members engage in to get
    the job done.
    Shared Values: called "superordinate goals" when the model was first developed,
    these are the core values of the company that are evidenced in the corporate cul
    ture and the general work ethic.
    Style: the style of leadership adopted.
    Staff: the employees and their general capabilities.
    Skills: the actual skills and competencies of the employees working for the comp
    any.

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