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How the balanced scorecard complements the McKinsey 7‐S model

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).)

Strategy & Leadership

ISSN: 1087-8572

Article publication date: 1 June 2005

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.

Keywords

Citation

Kaplan, R.S. (2005), "How the balanced scorecard complements the McKinsey 7‐S model", Strategy & Leadership, Vol. 33 No. 3, pp. 41-46. https://doi.org/10.1108/10878570510594442

Publisher

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Emerald Group Publishing Limited

Copyright © 2005, Emerald Group Publishing Limited