The McKinsey change management framework is commonly associated with the McKinsey Influence Model, which explains four key actions organizations can use to encourage new mindsets and behaviors during change. These are fostering understanding and conviction, reinforcing change through formal mechanisms, developing talent and skills, and role modeling.
The framework recognizes that communicating a change is not enough. Employees also need to understand why the change matters, see the desired behaviors in practice, have the skills to work differently, and receive support from organizational systems.
1. Foster Understanding and Conviction
Employees need to understand why change is necessary and how it connects to the organization’s goals. Leaders should communicate a clear change story that explains what needs to change, why it matters, and what employees are expected to do differently.
Understanding alone may not lead to action. Employees also need to see how the change relates to their own work and have opportunities to ask questions, discuss concerns, and understand the expected benefits.
Clear communication can help employees develop greater understanding and commitment to the change.
2. Reinforce Change Through Formal Mechanisms
Organizations need systems and processes that support the behaviors they want employees to adopt. If formal mechanisms continue to reward old behaviors, employees may find it difficult to sustain new ones.
These mechanisms can include performance goals, incentives, organizational structures, processes, technology, and other management systems.
For example, if an organization wants managers to spend more time developing their employees, performance expectations and management processes should reinforce that responsibility. The systems around employees should make the desired behavior practical and sustainable.
3. Develop Talent and Skills
People may understand and support a change but still struggle to put it into practice if they lack the necessary skills.
Organizations should identify capability gaps and provide appropriate training, coaching, mentoring, or opportunities to apply new skills. Development should be connected to what employees are expected to do differently after the change. Structured programmes such as Professional Development Courses can help close these gaps.
Building capability is particularly important when change involves new technology, processes, leadership responsibilities, or ways of working.
4. Role Model the Desired Changes
Leaders and influential employees play an important role in demonstrating what the change looks like in practice. Employees often look at the behavior of people around them when deciding how to respond to a new direction.
Leaders should therefore demonstrate the behaviors they expect from others. If an organization wants greater collaboration, for example, leaders should demonstrate collaborative behavior in their own decisions and interactions.
Role modeling can make an abstract change more visible and provide employees with practical examples to follow.
How the McKinsey Framework Supports Change
The four elements work together rather than functioning as separate steps. Employees need to understand and support the change, while organizational systems need to reinforce it. People also need the skills to behave differently, and leaders need to demonstrate those behaviors themselves.
McKinsey describes these four actions as part of its Influence Model for changing mindsets and behaviors. Its research emphasizes that using the four elements together is more comprehensive than relying on only one or two of them.
McKinsey 7-S and Change Management
The McKinsey 7-S Framework is another important framework associated with organizational change. It examines seven interconnected elements: strategy, structure, systems, shared values, skills, style, and staff.
The 7-S Framework is designed to look at how different parts of an organization work together. McKinsey notes that these factors are interrelated, meaning that changing one area may require changes in others to maintain alignment.
The Influence Model and 7-S Framework therefore serve different purposes. The Influence Model focuses more directly on changing employee mindsets and behaviors, while 7-S provides a broader view of organizational alignment.
Why Is the McKinsey Change Management Framework Useful?
The framework provides a practical way to look beyond the technical side of change. Introducing a new strategy, system, or process does not automatically mean employees will adopt it.
Change requires people to understand what is happening, develop the capabilities needed to work differently, see leaders demonstrating the expected behaviors, and work within systems that reinforce the new direction.
By considering all four areas, organizations can address both the human and organizational factors that influence whether change becomes part of everyday work.
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