1. Human Resources Development Exhibition
Meridian Damascus Hotel - Damascus May 7-9, 2007
“The Move from 7-S McKinsey Model Towards the Learning Organization: An Impact on Human Resources”
Hussin J. Hejase, PH.D. – Director School of Business
American University College of Science and Technology

2. Agenda Introduction Times of Change The Learning Organization
The 7S McKinsey Model
Seeking the Human Side of the Organization
Challenges
Lessons Learned
Hussin J. Hejase May 2007

3. Introduction Contemporary Changes:
The move to Customer Centric organizations.
Best firms to work to are firms that respect its HR.
Aligning Hr Strategy to the Organization’s strategy.
Emotional Intelligence ??
Passionate organizations ??
Amoeba management !
Recognizing Intellectual Capital ?
Hussin J. Hejase May 2007

4. Dynamics of Time 1985 – 1990 Restructuring Automation
Competitive Advantage
Downsizing
1990 – 1995
Learning Organization
Passionate Organization
Intellectual Capital
Balanced Score Cards
Emotional Intelligence
To what extent a contemporary manager is able to accommodate new management approaches ??
Hussin J. Hejase May 2007

5. The Age of Enlightenment
Hussin J. Hejase May 2007

6. Excellence in the Role of the Manager
Forecast changes and deal with them
Recognizing the Vision
Influencing others
Sharing the Vision
Total involvement of all employees at all levels
Incite Leadership
Empowering others
Hussin J. Hejase May 2007

7. The World in the 21st Century
From:
Stability
Hierarchical Structure
Concentration on Profits
A manager that runs the business
Work for living
Work: Easy & Simple
Award for job title
Fixed salary
Compensate and supervise
To:
Continuous Change
Flat / Organic
Concentration on Satisfying the Customer
A leader who develops / coaches
Reach a specific level of living, self achievement, growth, sharing & appreciating
Work: Complex responsibilities
Award for accomplishment
Salary according to new skills adopted and implemented, according to productivity, & customer satisfaction,
Coach the employee and assign expectations
Hussin J. Hejase May 2007

8. The Learning Organization
Peter Senge:
“A learning organization is an organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights”.
Hussin J. Hejase May 2007

9. Five Pillars (3) Personal Mastery Systemic thinking (2) Mental Models
(5) Team Learning
(4) Sharing the Vision
Hussin J. Hejase May 2007

10. Critical Characteristics of a Learning Organization
Organization-wide Learning
Organizational Transformation & Change occur on a Constant Basis
Hussin J. Hejase May 2007

11. Imperatives for Creating a LO
Society
Empower people toward a collective vision
Establish systems to capture & share learning
Organization
Continuous Learning & Change
Encourage collaboration & team learning
Teams
Promote Inquiry
& dialog
Create continuous learning opportunities
Individuals
Hussin J. Hejase May 2007

12. Ten Facilitating Factors Experimental mind-set
Involved Leadership
Operational Variety
Scanning Imperatives
Concern for Measurement
Climate of Openness
Systems Perspective
Performance Gap
Experimental mind-set
Continuous Education
Multiple Advocates
Desired State
Gap
Actual State
Hussin J. Hejase May 2007

13. McKinsey 7S Framework Model
“Is a Value-Based Management (VBM) model that describes how one can holistically and effectively organize a company. Together these factors determine the way in which a corporation operates”
2006 Value Based Management.net
Hussin J. Hejase May 2007

14. The Framework Strategy Systems Structure Shared Values Style Skills
Staff
Hussin J. Hejase May 2007

15. The Hard S’s Strategy Systems Structure Shared Values Style Skills
Staff
Hussin J. Hejase May 2007

16. The Soft S’s Strategy Systems Structure Shared Values Style Skills
Staff
Hussin J. Hejase May 2007

17. GAP Analysis
Hard
Soft
Hussin J. Hejase May 2007

18. The Problem
In change processes, many organizations focus their efforts on the hard S’s (Strategy, Structure, and Systems). They care less for the Soft S’s.
Hussin J. Hejase May 2007

19. The Problem
When managers decide to introduce the Soft S’s, instead of looking at the integrated comprehensive situation, they simply offer training for their employees thinking that they solved the problem !
Hussin J. Hejase May 2007

20. Integrating the LO & McKinsey 7S’s
The Concept of the Customer Centric Organization
Governance
Organization
Style
Staff
Skills
Structure
Technology
Customers
Response
Loyalty
Systems
People
Job Characteristics Model
Hussin J. Hejase May 2007

21. Hackman & Oldham’s Job Characteristics Model
Core Dimensions
Psychological States
Outcomes
Skill Variety
Task Identity
Task Signif.
High intrinsic
motivation
High job per-
ormance
High job satis-
faction
Low absentee
ism & turnover
Meaningfulness
of Work
Responsibility
for outcomes
Autonomy
Knowledge of
Results
Feedback
Hussin J. Hejase May 2007

22. Lessons Learned Managers should believe in the following:
Seek solutions that are holistic in nature.
Serious interest in developing HR.
Strive for knowledge and continuous learning.
The Soft S’s can make or break a successful change process, since new structures and strategies are difficult to build upon inappropriate cultures and values.
Solutions should consider business synergies.
Creative engineering of organizational structure matching hard & soft factors (Ex. Process management)
Hussin J. Hejase May 2007

23. Lessons Learned
7. Improving the team spirit should be matched with a serious review of HR practices.
8. Incite a vision of continuous evolution to enrich intellectual capital.
9. Gap analysis model may enforce further the study of the 7S’s 3600 impact analysis for sound implementation of solutions.
10. Match HR development to organizational productivity and quality.
Hussin J. Hejase May 2007

24. Lessons Learned Create flexibility by being organic.
Organizations should fit 21st Century Req.
Create flexibility by being organic.
Induce Cross-functional teams.
Stress the Value added concept in products and services.
Continuous improvement in products/services.
Adequate response to market demands.
Hussin J. Hejase May 2007

25. Lessons Learned
6. Stressing innovation to respond to customers’ needs & wants.
7. Flexibility in review of priorities.
8. Staffing the organization with potential HR capable physically as well as mentally.
Hussin J. Hejase May 2007

26. Hussin J. Hejase May 2007

27. Let’s Brain Storm
Hussin J. Hejase May 2007