• Post category:StudyBullet-15
  • Reading time:9 mins read

Strategic Perspective on Organizational Design & Change – Based on Distinctions, Current Challenges & Future of Work

What you will learn

Application of McKinsey’s 7S framework in practice

Application of Mintzbertg’s organizational configurations in practice

How different factors influence Organizational Design, and consequently – how to Up the Organization

How to lead a Change Management Process

Have a solid understanding on how to cope with challenges affecting the Future of Work


This course is approaching a company from three perspectives:

McKinsey’s 7S framework, meaning looking deeply at Strategy, Structure, Systems, leadership Style, Staff, Skills, and Shared values (or Corporate Culture); next

Mintzberg’s configurations – meaning by looking which cluster of employees dominates in a company (either Strategic apex, Mid-Line, Techno-structure, Operating core, or Support staff), we can recognize the following typical structures: Simple, Machine Bureaucracy, Professional Bureaucracy, Adhocracy, and Divisional structure. And, each configuration has its own specifics that we, for sure, are going to explain here; and

Context in which company operates, including traditional factors like size, stage of development, complexity of environment, etc. plus contemporary factors like “Uberization of economy, raising GIG culture, impact of AI, and similar;

Since this is a huge task – we have structured the course around 7 core sections, each explaining one of McKinsey’s 7S elements. Within each section (or element), we are going to compare all 5 Mintzberg’s configurations – for example, from perspective of a Strategy, applied Leadership style, needed managerial Systems to be better run, and similar – we will explain how each configuration is designed to answer that challenge. Through these distinctions – you will better understand your possibilities, either you are an entrepreneur, business leader, or a new manager. Additionally, we are going to incorporate talks about traditional factors within discussion about the configurations, while to add at each section an interesting topic relevant for the mentioned contemporary factors – distributed where we believe it fits the best.

For example, “Uberization” of economy and raising GIG culture is placed within Structure section, since it’s dealing with a business model you are applying. Or, within Styles, we are going to launch talks about Remote and Hybrid work as your leadership challenge.

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Finally, we are going to give you hints regarding Change Management (as 8th Section) since all upcoming challenges will force you to think how to “up the organization”.

And, here and there, we are going to share with you some interesting reads or video clips to watch.

Additionally, we want to believe that you are going to love our video format based on drawings – playing with images, symbols, provocative messages and similar – their purpose is to keep your attention and provoke your thinking – meaning you don’t have to agree with me all the time. Yet, if you find this format as not suitable for you – within Resources Section – you can find PDF file covering the entire course. However, we believe it will rather serve you as a reminder, or to write down your own comments for later on.

Of course – before we start – we have to explain some basic terminology and methodology in use – that’s why the next three videos are pretty much elementary – explaining McKinsey’s 7S framework, Mintzberg’s configurations, and factors. If you are familiar with Mintzberg’s work, maybe even Structure section will be a warm-up for you. Yet, after that, we are really going to speed up!

I really hope you are going to enjoy the course!




Introduction: Navigating course structure & your expectations
Perspective 1: McKinsey’s 7S framework
Perspective 2: Mintzberg’s 5 organizational components
Perspective 3: Understanding Context influences


Structure – Introduction
A, B, C, D of organizational structuring
Simple Structure (Personal Enterprise)
Machine Bureaucracy (Programmed Machine)
Professional Bureaucracy (Professional Assembly)
Divisional Structure (Super-structure)
Adhocracy (Project-based organization)
“Uberization” of economy and raising GIG culture
Assignment #1 – Structure


Strategy – Introduction
Strategy at Simple structure
Strategy at Machine Bureaucracy
Strategy at Professional Bureaucracy
Strategy at Divisional structure
Strategy at Adhocracy
Building capabilities to shift from offline to online operations – Gambling case
Assignment #2 – Strategy


Systems – Introduction
The most common managerial tools – traditional perspective
Systems at Simple structure
Systems at Machine Bureaucracy
Systems at Professional Bureaucracy
Systems at Divisional structure
Systems at Adhocracy
New organizational challenges fueled by AI and other trends
Assignment #3 – Systems


Style – Introduction
Applying different Leadership styles
Styles at Simple structure
Styles at Machine Bureaucracy
Styles at Professional Bureaucracy
Styles at Divisional structure
Styles at Adhocracy
Leadership challenge: Remote and Hybrid work
Assignment #4 – Styles


Staff – Introduction
Exploring followership – other side of the leadership coin
Staff at Simple structure
Staff at Machine Bureaucracy
Staff at Professional Bureaucracy
Staff at Divisional structure
Staff at Adhocracy
“The Big Resignation” challenge
Assignment #5 – Staff


Skills – Introduction
Skills, technology and need for delegation
Skills at Simple structure
Skills at Machine Bureaucracy
Skills at Professional Bureaucracy
Skills at Divisional structure
Skills at Adhocracy
University degree is losing the impact?
Assignment #6 – Skills

Shared values

Shared values – Introduction
Dynamic approach to understanding corporate culture
Culture at Simple structure
Culture at Machine Bureaucracy
Culture at Professional Bureaucracy
Culture at Divisional structure
Culture at Adhocracy
Assignment # 7 – Shared Values

Change Management

Change Management – Introduction
Navigating Change Management process
How to hook them?