Introduction
For several decades now, scholars have struggled to assess the effectiveness of an organization. However, van Diggele et al. (2020) show that this issue has sparked heated debate and posed significant challenges to achieving this goal, as there are no well-established guidelines for a firm that is well-adapted and responsive. In this light, the best management and leadership qualities that can help health organizations align with expected quality standards, meet individuals’ needs, and maintain a healthy work environment that motivates all staff to give their best must be identified.
This argument aligns with Anderson (2017) and Schein (2004) in its emphasis on strengthening effective leadership in the medical environment to overcome uncertainties that might jeopardize normal operations. Nevertheless, Chmielewska et al. (2022) show that these problems encountered in medical facilities can be overcome with the implementation of the McKinsey 7S Model. Therefore, this paper emphasizes that incorporating the McKinsey 7S Model and practical leadership skills is the ultimate strategy to enhance hospital management in the UK, as it shapes organizational performance, improves patient outcomes, and reinforces staff well-being.
Evaluation of McKinsey 7-S Framework in Healthcare Management
Effectiveness of the McKinsey 7S Model
Most of the challenges in the UK’s healthcare lie in leaders’ capacity to organize their goals while striving for organizational effectiveness within the UK healthcare environment. However, doing this means adapting to the current guiding frameworks and theories, which can be essential for building a robust organizational approach that meets the desired goals. Therefore, the underlying concept of the McKinsey 7S model, as a fundamental organizational framework, proves effective in this endeavor, aligning with Jabri’s (2018) emphasis on perceiving change as an ongoing process that requires agility and adaptability.
Moreover, Hayes (2014), Hofstede (2003), and Kotter (2012) show that change management should be phased to ensure the organization can adapt its culture to the new transformation. According to Chmielewska et al. (2022) and Mamun et al. (2020), the 7S model is well-suited to a healthcare system due to its demonstrated practicality across several business environments. In their view, this model serves as a foundation for diagnosing organizational malaise and for developing improvement programs that lead to success.
In addition, the McKinsey 7-S Framework provides a comprehensive lens through which hospitals in the UK can assess and optimize their internal dynamics. At the same time, they set a high bar for competitors to imitate. This is a significant process that takes drastic steps, though, since Figueroa et al. (2019) and Nilsen et al. (2020) highlight the complexity of healthcare management within the UK as a complicated structure.
However, this necessitates a better understanding of technological changes, individuals’ values, and the overall organizational capacity to change (Jabri, 2018). Moreover, the McKinsey 7S model is effective because it provides a structured framework for understanding the interconnectedness of the elements essential to organizational effectiveness. Nevertheless, an insightful view of this framework for the medical sector requires a comprehensive understanding of what it is and how it works, along with its practicality and the areas where it has served as a central guide to management success.
Even though management strategies in healthcare systems have been posing significant challenges for leaders to overcome, many of these issues can be linked to the ongoing changes businesses are forced to adopt to succeed. In the 1980s, the development of the McKinsey 7S Model was prompted by the insights of McKinsey consultants, including Julien Philips, Robert Waterman, and Tom Peters (Demir and Kocaoglu, 2019; Helmold, 2022). In this regard, it is clear that they developed the framework in their quest to overcome the complexities of change management and drive consistent alignment of firms’ strategies during the modification process.
Despite tracing its origins to McKinsey consultants, the model has gained significant attention over the years, serving as the central recommendation for practitioners and managers seeking a practical, reliable strategic planning tool to drive change. According to Helmold and Terry (2021), the McKinsey 7S Model is a strategic framework that helps organizations identify gaps, pinpoint inconsistencies, and align with a firm’s core values to achieve successful adaptation in the face of change. However, it is concentrated within seven core concepts: organizational structure, strategy, systems, skills, staff, style, and shared values, hence the term 7S.
Applicability of the McKinsey 7S Model in UK Healthcare Systems
As a practical change model that has worked across various business environments, the McKinsey 7S Model can be applied in UK hospital systems by following its seven elements (structure, strategy, systems, skills, staff, style, and shared values). However, these components can be further divided into two distinct categories: soft and hard elements. As Jain and Kansal (2023) illustrate, the hard ones involve elements that are easily identified, and leaders and management techniques have a significant influence over them. In this regard, the complex components include strategy, structure, and systems.
Strategy is the detailed plan a firm sets to develop an effective change operation while aiming to overcome competitive challenges from other players. However, the core strength of each strategy becomes evident only when it aligns with other components of the 7S model, and Khiew et al. (2020) go so far as to insist that it be reinforced by the firm’s core mission, values, and vision. For hospitals in the UK, this strategy concept means aligning organizational goals with broader healthcare objectives and societal needs, in line with the McKinsey 7S Model. However, the arguments about the McKinsey 7S Model above make sense because medical firms need to develop strategies that can respond to policy changes, meet population health needs, and even navigate financial constraints.
In terms of structure, as with the complex components of the 7S model, the outline describes how the organization’s setup is designed to enhance decision-making and promote effective leadership and ownership. However, leaders play a significant role here, as they need to adopt either hierarchical or flat structures that align with the organizational values. In addition, the critical point is to establish a clear chain of command that promotes accountability and transparency among individuals within the organization (Jalilvand, Raeisi, and Shaarbafchizadeh, 2024). According to Abor and Tetteh (2023), this is a significant element that must be considered in the healthcare system. The consideration is based primarily on the uniqueness of the UK healthcare system.
Essentially, the context provides multiple case examples that assert its need. For instance, hospitals in this country often operate within hierarchical structures characterized by departmental silos and bureaucratic processes (Vivier et al., 2024). While this structure may facilitate accountability and specialization, there is more to consider if hospital leaders want to develop a reliable company culture.
Fernandopulle (2021) also notes that it can become a critical barrier to effective communication due to the long channels information has to traverse. Moreover, it poses a threat to reliable collaboration, as individuals are denied the chance to interact and teamwork is discouraged when authority lies with top managers. Even attaining agility becomes a significant challenge when decisions are left in the hands of a few, and adapting to change poses a critical threat to hospitals in this country.
Moreover, the system aspect of the McKinsey 7S model is a challenging yet useful element for healthcare leaders in setting the tone for an adaptive system that reinforces individuals’ well-being. According to Demir and Kocaoglu (2019), it involves vital processes, the firm’s infrastructure, and the workflows developed to maintain the smooth operations of strategies. However, within the medical sector, systems can be complex, as they require transparent processes and information technology infrastructure to support patient care delivery.
In addition, the care sector’s systems need a clear framework that supports administrative functions and effective decision-making, ensuring quality services that align with patients’ desires. As medical facilities in the UK strive to meet these essential factors, most of them have developed myriad systems that incorporate electronic health records, clinical pathways, and quality improvement initiatives (Farre et al., 2023). In addition, the approaches have been essential to optimize operational efficiency and maintain top-notch patient safety.
While organizational management and leadership can influence the problematic elements, soft ones are more hidden from the team and only come to light when analyzed. These components include the skills, which include the competencies and capabilities of the individuals working within the firm to assist it in attaining its intended outcomes. However, hospital skills in the UK are associated with the effectiveness of caregivers and other medical professionals in delivering quality outcomes that meet and exceed individuals’ expectations.
According to Northouse (2015), this means hospitals must rely on a diverse workforce of clinicians, administrators, and support staff with specialized skills in areas such as clinical care, leadership, and quality improvement. In addition, good leaders in this sector must strive to work without creating room for skill shortages, workforce turnover, and burnout, as those problems can be a viable pain point to patient access, quality, and safety. This is why Deussom et al. (2022) encourage managers in the sector to invest heavily in workforce development initiatives. In this regard, maintaining consistent individual training and mentoring, and developing additional career development pathways, can be effective in building a highly adaptive workforce.
The style also emerges as one of the soft elements that can be essential within hospital management. It involves the diverse leadership techniques that hospital leaders use to articulate their agenda and establish the proper operational system. Flores et al. (2023) indicate that any management approach that managers undertake can directly impact organizational culture, employee engagement, and performance outcomes.
For instance, when leaders demonstrate a high level of transparency, empathy, and integrity, they foster a culture of trust and accountability among staff. This can be an essential tool to overcome challenges posed by autocratic or micromanaging behaviors, which Capler (2021) insists harm firms by fostering fear and resentment rather than fostering cohesion. However, such arguments make sense because a good leadership style sets the tone for how decisions are made, conflicts are resolved, and successes are celebrated within the organization. Still, leadership transitions, succession planning, and diversity and inclusion initiatives are essential to ensure continuity and coherence in leadership style across the organization.
Staff is another critical component of the McKinsey 7S Model under the soft category, encompassing human resources and decision-making capabilities related to talent management. Nevertheless, staff members are the bedrock of the industry, acting as the first line of service providers to patients, interacting with and implementing organizational programs. According to Banfield and Kay (2012), organizations must be aware of their staff’s well-being and ensure they are in the right position to deliver their best.
Thus, staffing gaps, skill mix imbalances, and workplace stressors in the UK can adversely affect patient safety, nurses’ stress, and organizational performance (Poorchangizi et al., 2019). However, there is a strong case for almost all hospital leaders to undertake a remediation strategy by aligning with the 7S model. In this example, workforce planning, hiring, and staff retention strategies will come first to ensure we don’t have gaps in recruiting. On top of this, such steps foster staff resilience and create an environment that promotes a sense of belonging and professional development.
In addition, the McKinsey 7S Model includes shared values as the core soft element, capturing all the other parts into a single central driver. According to Poorchangizi et al.(2019), shared values represent the core beliefs, norms, and principles that guide behavior and decision-making within hospitals. This means that, otherwise, in the UK healthcare system, hospitals are guided by principles of equity, compassion, and quality (NHS, 2023). In addition, the commitment to providing accessible, safe, and effective care to all patients becomes an integral set of values that requires leaders to leverage to align with the overall client’s desires in delivering quality care outcomes. Nevertheless, this attempt to meet communities’ needs and medical standards is not devoid of challenges, as at times the espoused values do not match the behavior enacted.
Features of an Effective Healthcare Leadership
Communication Skills
Communication skills have proven to be the most important factor in boosting success in healthcare management. Understanding each other and having reliable communication channels can go a long way, because in a team, you need to bridge differences and understand one another. In my previous work, where I was an intern in a healthcare system under the emergency department, I realized the underlying impacts of leveraging effective communication as we developed a proper communication strategy where people could talk freely, share their problems, and call team members to help one another, a significant approach that helped overcome most of the challenges. This concept is affirmed by The Graduate Capital Workshop under social capital, which highlights the need for networks, relationships, and connections, which should also be implemented to secure a viable job (Pham et al., 2019).
Moreover, in the transformational leadership style, the need to maintain reliable connections among followers is emphasized, as it allows the leader to motivate followers towards a shared vision (Cardona and Rey, 2022). It is only through effective communication that a transformational leader can share their vision and objectives, helping the team buy into them. In this regard, a communication strategy designed to foster positive interaction becomes a key instrument for building relationships between medical students and leaders, which, in turn, can help create stronger networks for organizational strategy.
Continuous Learning and Skill Development
As acquired skills and knowledge are crucial for any position, continuous learning and skill development should be essential for every leader. In trait theory, qualities such as adaptability and openness to experience are seen as viable pathways to effective leadership (Verawati and Hartono, 2020). This makes sense, as leaders who prioritize continuous opportunities for learning can develop their skills to promote the smooth running of their operations through a trait-theory lens.
However, the main point in opposing this agenda is the critical lessons learned from the human capital highlighted in the Graduate Capital Model. Pham et al. (2019) emphasize that a person must be well-equipped with the appropriate skills and credentials. They believe this is the key to success at all stages of the work field in which they find themselves.
When I first joined the social work team in our community, I had no idea what specific actions I could take. However, by focusing on learning and imitating what experienced people were doing, I gained several skills that put me on the right track to do my work with ease. This is just a testament to what learning can do to a leader, allowing one to improve and achieve the impossible.
Cultural Competence and Humility
Leadership in healthcare management hinges on sensitivity to understand and engage with organizational cultures in different ways. Marshall (2003) emphasizes that the diverse nature of healthcare systems today necessitates a clear comprehension of the cultural context. Moreover, the underlying pressure to enhance inclusivity means every leader must be culturally sensitive. I once had a boss who understood the benefits of embracing one’s culture and promoting collaboration despite the differences.
However, one thing I learned was how the team united, shared their viewpoints, and even brought unique ideas that set them apart in making informed decisions. Therefore, the insights align with the Cultural Intelligence Theory, as scholars such as Earley and Ang have suggested, to help organizations meet the current need to embrace diversity and inclusivity (QIC-WD, 2021). This notion holds that once a leader demonstrates cultural competence and humility, they can be on the right side to understand and navigate the complexities of cultural differences, build trust, and help their team succeed (QIC-WD, 2021).
In addition, within the Graduate Capital Model, Cultural capital is defined as a polite term that unifies individuals’ cultural backgrounds, experiences, and values; however, they may differ and may even have values that differ from the firm’s mission (Pham et al., 2019). In this light, the strength of a good leader lies in their sensitivity to the cultural importance of competence, which positions them as an essential person in the system, whose significance as someone conscious of their team lies in their understanding of inclusiveness.
Emotional Intelligence
Besides attention to the factors highlighted above, emotional resilience is not neglected; it plays a significant role in a leader’s personal capabilities. Working in the emergency department made me realize the importance of developing a robust capacity to control my emotions, be self-aware, and demonstrate a high level of empathy. Since the sector requires enhanced precision and accuracy, controlling one’s emotions was the embodiment of success in making wise decisions.
I had to suppress my emotions, maintain positive communication with the team, and learn to handle issues with the team without overreacting. However, Bandura’s Social Learning Theory suggests that the actions I undertook are essential because people need to learn from observing and modifying their behaviors to set a good example for others (LaMarco, 2019). Thus, leaders who embody emotional intelligence can survive the terrible ordeals that capture inappropriate behaviors and build robust interpersonal skills.
Moreover, these insights align with the identity and psychological aspects of the Graduate Capital Model, which emphasize the need to build emotional intelligence, psychological well-being, and resilience. Having also reflected on my own experiences, I now realize that self-awareness, emotional intelligence, and self-care are the most creative ways to preserve leadership effectiveness in the long run. Along with that, Pham et al. (2019) state that efforts to preserve a firm concept of identity, mission, and the ability to survive offer the possibility of managing the stresses and strains that are common in healthcare positions. Also, the emphasis is more on psychological and social welfare, with a focus on truthfulness, empathy, and sympathy.
Conclusion
Effectual leadership competencies are of paramount importance for hospital management in the UK because they significantly affect organizational performance, patient outcomes, and staff welfare. By improving upon the critical analyses of leadership theories, models, and personal experiences, this article offers insights into the complex nature of leadership in healthcare settings, thereby enhancing the value of communication, decision-making, emotional intelligence, and adaptability. Additionally, some frameworks, such as the McKinsey 7-S Framework, have helped provide an understanding of the interrelated elements of hospital management that drive success. Nevertheless, hospital leaders need to be lifelong learners, reflective, and adaptable as they navigate the intricate challenges and opportunities inherent in healthcare management.
Reference List
Abor, P.A. and Tetteh, C.K. (2023) ‘Accountability and transparency: is this possible in hospital governance?‘, Cogent Business & Management, 10(3).
Anderson, S. (2017) ‘Leading organization’s, in T. Swanwick and J. McKimm (eds.) ABC of clinical leadership. 2nd edn. Wiley Blackwell, pp. 29–32.
Banfield, P. and Kay, R. (2012) Introduction to human resource management. 2nd edn. New York: Oxford University Press.
Capler, J. (2021) ‘Death by authoritative leadership and micro-management‘, When Leadership Fails: Individual, Group and Organizational Lessons from the Worst Workplace Experiences, pp. 49–57.
Cardona, P. and Rey, C. (2022) ‘Missions-driven leadership‘, Management by Missions, pp. 131–145.
Chmielewska, M. et al. (2022) ‘Evaluating organizational performance of public hospitals using the McKinsey 7-S framework‘, BMC Health Services Research, 22(1).
Demir, E. and Kocaoglu, B. (2019) ‘The use of McKinsey S 7s framework as a strategic planning and economic assessment tool in the process of digital transformation‘, Pressacademia, 9(9).
Deussom, R. et al. (2022) ‘Putting health workers at the centre of Health System Investments in COVID-19 and beyond‘, Family Medicine and Community Health, 10(2).
Farre, A. et al. (2023) ‘Exploring the use of digital technology to deliver healthcare services with explicit consideration of health inequalities in UK settings: a scoping review‘, Digital Health, 9.
Fernandopulle, N. (2021) ‘To what extent does hierarchical leadership affect health care outcomes?’, Medical Journal of The Islamic Republic of Iran.
Figueroa, C.A. et al. (2019) ‘Priorities and challenges for health leadership and workforce management globally: a rapid review’, BMC Health Services Research, 19(1).
Flores, I.F. et al. (2023) ‘Congruence of effective leadership values between nurse leaders and staff nurses in a Multicultural Medical City in Saudi Arabia: a sequential mixed-methods study’, Healthcare, 11(3), p. 342.
Hayes, J. (2014) The theory and practice of change management. 4th edn. London: Palgrave Macmillan.
Helmold, M. (2022) ‘Change management for marketing and sales activities‘, Management for Professionals, pp. 221–233.
Helmold, M. and Terry, B. (2021) ‘Change management as driver towards operations and Supply Management 4.0‘, Operations and Supply Management 4.0, pp. 125–138.
Hofstede, G. (2003) Cultures and organizations: intercultural cooperation and its importance for survival: software of the mind. London: Profile Books.
Jabri, M. (2018) Managing organizational change: process, social construction and dialogue. (2nd Ed). London. Palgrave.
Jain, N. and Kansal, J. (2023) ‘Application of McKinsey 7S framework as a strategic tool for a knowledge based organizational development‘, IEEE Engineering Management Review, pp. 1–41.
Jalilvand, M.A., Raeisi, A.R. and Shaarbafchizadeh, N. (2024) ‘Hospital governance accountability structure: a scoping review’, BMC Health Services Research, 24(1).
Khiew, K.-F. et al. (2020) ‘The implementation of adopted Balanced Scorecard with new insight strategy framework for the healthcare industry: a case study’, Open Journal of Business and Management, 08(02), pp. 600–627.
Kotter, J.P. (2012) Leading change. Boston: Harvard Business Review Press.
LaMarco, N. (2019) How to apply the social learning theory in the workplace.
Mamun, M. et al. (2020) ‘Implementation of McKinsey 7s management strategy concepts for a startup business: fruit Combining’, Russian Journal of Agricultural and Socio-Economic Sciences, 97(1), pp. 133–141.
NHS (2023) NHS equality, diversity, and inclusion improvement plan, NHS choices.
Nilsen, P. et al. (2020) ‘Characteristics of successful changes in health care organizations: an interview study with physicians, registered nurses and assistant nurses’, BMC Health Services Research, 20(1).
Northouse, P.G. (2022) Leadership: theory and practice. 7th edn. Los Angeles: SAGE.
Pham, T., Tomlinson, M. and Thompson, C. (2019) ‘Forms of capital and agency as mediations in negotiating employability of international graduate migrants‘, Globalization, Societies and Education, 17(3), pp. 394–405.
Poorchangizi, B. et al. (2019) ‘The importance of professional values from nursing students’ perspective‘, BMC Nursing, 18(1).
QIC-WD (2021) Cultural intelligence.
Schein, E.H. (2004) Organizational culture and leadership. 3rd edn. San Francisco: Jossey-Bass.
van Diggele, C. et al. (2020) ‘Leadership in healthcare education‘, BMC Medical Education, 20(S2).
Verawati, D.M. and Hartono, B. (2020) ‘Effective leadership: from the perspective of trait theory and behavior theory’, Jurnal Riset Ekonomi Manajemen (REKOMEN), 4(1), pp. 13–23.
Vivier, E. et al. (2024) ‘Institutional logics and relational shifts: permeating hierarchies and silos in the healthcare sector’, Public Management Review, pp. 1–23.