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mdc-u-grid-col-lg-span-10"><div><a data-component="mdc-c-link" href="/quarterly/overview" class="mdc-u-ts-10 mck-u-animation-blur-in-800 ArticleDefault_mck-c-article-default__eyebrow__wl_Rt mdc-c-link___lBbY1_8032924 mdc-c-link--secondary___TSFam_8032924"><span class="mdc-c-link__label___Pfqtd_8032924">McKinsey Quarterly</span></a><h1 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_8032924 mdc-u-ts-2 mck-u-animation-slide-down ArticleDefault_mck-c-article-default__heading__bv6rL"><div>Enduring Ideas: Classic McKinsey frameworks that continue to inform management thinking</div></h1></div><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_8032924 mdc-u-ts-10 mck-u-animation-blur-in-800 ArticleDefault_mck-c-article-default__description__sjoe9"><div><time datetime="2008-07-01T00:00:00Z">July 1, 2008</time> | Article</div></div></div></div></div></div></div><div class="mck-o-container"><div class="mck-o-container--wrapped mck-o-container--mobile-spacing mdc-u-grid mdc-u-grid-gutter-xxl"><section data-layer-region="article-body-header" class="mdc-u-grid mdc-u-grid-col-md-12 mck-u-animation-blur-in-400 byline-share-container"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-7 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-8 mdc-u-ts-10"></div></section><section class="mdc-u-grid mdc-u-grid-col-md-12 mck-u-animation-blur-in-400"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_8032924 mdc-u-ts-5"><div class="mck-u-links-inline">In this interactive module, we present a series of strategic and organizational frameworks with audio commentary.</div></div></div></section><main data-layer-region="article-body" class="mdc-u-grid mdc-u-grid-gutter-xxl"><div class="mdc-u-grid mdc-u-grid-col-1 mdc-u-grid-col-md-12"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><div class="mdc-o-content-body mck-u-dropcap"><p><strong>Ever since strategy arose as a managerial discipline</strong> in the 1960s, business leaders have been honing their analysis of where and how to compete, grow, and best manage their organizations. Strategic and organizational models or frameworks help inform these decisions, offering shorthand for qualitative analysis of potential scenarios and insight on what options to adopt.</p> <p>Today鈥檚 complex business environment has rendered some of these models obsolete, but others have endured. In this series of interactive presentations, <em>McKinsey Quarterly</em> presents a selection of frameworks, highlighting their origin, utility, and lasting relevance.</p> <p></p> <p><img src="/~/media/mckinsey/business functions/strategy and corporate finance/our insights/enduring ideas classic mckinsey frameworks that continue to inform management thinking/spot_gemc08.jpg" width="50" alt="GE鈥揗cKinsey nine-box matrix" height="50"/><br/> <strong>GE鈥揗cKinsey nine-box matrix:</strong> Kevin Coyne, a McKinsey alumnus and senior adviser to the firm on strategy, describes the GE鈥揗cKinsey nine-box matrix. <a href="/capabilities/strategy-and-corporate-finance/our-insights/enduring-ideas-the-ge-and-mckinsey-nine-box-matrix">Read more about the nine-box matrix.</a></p> <p>聽</p> <br/> <p></p> <p><img src="/~/media/mckinsey/business functions/strategy and corporate finance/our insights/enduring ideas classic mckinsey frameworks that continue to inform management thinking/spot_sefr08_01.jpg" width="50" alt="7-S" height="50"/><br/> <strong>7-S:</strong> Lowell Bryan, a director in McKinsey鈥檚 New York office, reflects on 7-S, a framework introduced in the late 1970s to address the critical role of coordination, rather than structure, in organizational effectiveness. <a href="/capabilities/strategy-and-corporate-finance/our-insights/enduring-ideas-the-7-s-framework">Read more about 7-S.</a></p> <p>聽</p> <br/> <p><img src="/~/media/mckinsey/business functions/strategy and corporate finance/our insights/enduring ideas classic mckinsey frameworks that continue to inform management thinking/thumb_busy09.jpg" width="50" alt="The Business System" height="50"/><br/> <strong>The business system:</strong> McKinsey alumnus Kevin Coyne describes how the business system framework can facilitate the creation of a truly integrated business strategy. <a href="/capabilities/strategy-and-corporate-finance/our-insights/enduring-ideas-the-business-system">Read more about the business system.</a></p> <p>聽</p> <br/> <p><img src="/~/media/mckinsey/business functions/strategy and corporate finance/our insights/enduring ideas classic mckinsey frameworks that continue to inform management thinking/thumb_inco09.jpg" width="50" alt="Industry Cost Curve" height="50"/><br/> <strong>Industry cost curve:</strong> McKinsey director Rob Latoff offers insight into the industry cost curve, a business school classic for understanding pricing. By bringing discipline and a practical set of definitions to bear, this framework can be applied to real-world, competitive markets. <a href="/capabilities/strategy-and-corporate-finance/our-insights/enduring-ideas-the-industry-cost-curve">Read more about the industry cost curve.</a></p> <p>聽</p> <br/> <p><img src="/~/media/mckinsey/business functions/strategy and corporate finance/our insights/enduring ideas classic mckinsey frameworks that continue to inform management thinking/spot_enid08.jpg" width="50" alt="SCP" height="50"/><br/> <strong>SCP:</strong> John Stuckey, a director emeritus in McKinsey鈥檚 Sydney office, comments on SCP, a framework whose origin dates back to the 1930s. This framework depicts the influence of an industry鈥檚 structure (for example, the growth of demand and barriers to entry) on the conduct of producers (pricing, for example) and the performance of both the industry and the producers. <a href="/capabilities/strategy-and-corporate-finance/our-insights/enduring-ideas-the-scp-framework">Read more about SCP.</a></p> <p>聽</p> <br/> <p><img src="/~/media/mckinsey/business functions/strategy and corporate finance/our insights/enduring ideas classic mckinsey frameworks that continue to inform management thinking/thumb_stco10.jpg" width="50" alt="Strategic Control Map" height="50"/><br/> <strong>The strategic control map:</strong> McKinsey director Lowell Bryan describes the strategic control map, a framework that tracks the dynamics of market capitalization within industries. <a href="/capabilities/strategy-and-corporate-finance/our-insights/enduring-ideas-the-strategic-control-map">Read more about the strategic control map.</a></p> <p>聽</p> <br/> <p><img src="/~/media/mckinsey/business functions/strategy and corporate finance/our insights/enduring ideas classic mckinsey frameworks that continue to inform management thinking/thumb_enid09.jpg" width="50" alt="The three horizons of growth" height="50"/><br/> <strong>The three horizons of growth:</strong> The three horizons framework illustrates how to manage for current performance while maximizing future opportunities for growth. <a href="/capabilities/strategy-and-corporate-finance/our-insights/enduring-ideas-the-three-horizons-of-growth">Read more about the three horizons of growth.</a></p> <p>聽</p> <br/> <p><img src="/~/media/mckinsey/business functions/strategy and corporate finance/our insights/enduring ideas classic mckinsey frameworks that continue to inform management thinking/thumb_poin09.jpg" width="50" alt="The portfolio of initiatives" height="50"/><br/> <strong>The portfolio of initiatives:</strong> McKinsey director Lowell Bryan discusses how the portfolio-of-initiatives framework offers a way to develop strategy in a more fluid, less predictable environment. <a href="/capabilities/strategy-and-corporate-finance/our-insights/enduring-ideas-portfolio-of-initiatives">Read more about the portfolio of initiatives.</a></p> <p>聽</p> <br/> <p><img src="/~/media/mckinsey/business functions/strategy and corporate finance/our insights/enduring ideas classic mckinsey frameworks that continue to inform management thinking/spot_cdj.jpg" width="50" alt="Consumer Decision Journey" height="50"/><br/> <strong>Consumer decision journey:</strong> David Court, a director in McKinsey鈥檚 Dallas office, describes the consumer decision journey鈥攁 sophisticated tool for marketers facing an explosion of product choices and digital channels, coupled with the emergence of an increasingly discerning, well-informed consumer. <a href="/capabilities/growth-marketing-and-sales/our-insights/the-consumer-decision-journey">Read more about the consumer decision journey.</a></p></div><div class="container-placeholder"></div></div></div></main></div></div></main></div><script id="__NEXT_DATA__" type="application/json">{"props":{"pageProps":{"locale":"en","dictionary":{},"sitecoreContext":{"route":{"name":"Enduring Ideas Classic McKinsey frameworks that continue to inform management thinking","displayName":"Enduring Ideas Classic McKinsey frameworks that continue to inform management thinking","fields":null,"databaseName":"web","deviceId":"fe5d7fdf-89c0-4d99-9aa3-b5fbd009c9f3","itemId":"abf024dd-ca63-421a-979e-49aaeb0733d9","itemLanguage":"en","itemVersion":1,"layoutId":"ae753eb4-a035-40b4-83bf-4b4438df6742","templateId":"683910db-02ba-40ba-92e7-726c880160a9","templateName":"ArticleJSS","placeholders":{"jss-main":[{"uid":"232bb7e9-289f-492d-a916-2b6185e44a84","componentName":"ArticleTemplate","dataSource":"","fields":{"data":{"articleTemplate":{"title":{"jsonValue":{"value":"Enduring Ideas: Classic McKinsey frameworks that continue to inform management thinking"}},"sEOTitle":{"value":""},"description":{"jsonValue":{"value":"In this interactive module, we present a series of strategic and organizational frameworks with audio commentary."}},"sEODescription":{"value":""},"displayDate":{"jsonValue":{"value":"2008-07-01T00:00:00Z"}},"body":{"value":"\u003c!-- begin article body --\u003e\n\u003cp\u003e\u003cstrong\u003eEver since strategy arose as a managerial discipline\u003c/strong\u003e in the 1960s, business leaders have been honing their analysis of where and how to compete, grow, and best manage their organizations. Strategic and organizational models or frameworks help inform these decisions, offering shorthand for qualitative analysis of potential scenarios and insight on what options to adopt.\u003c/p\u003e\n\u003cp\u003eToday\u0026rsquo;s complex business environment has rendered some of these models obsolete, but others have endured. In this series of interactive presentations, \u003cem\u003eMcKinsey Quarterly\u003c/em\u003e presents a selection of frameworks, highlighting their origin, utility, and lasting relevance.\u003c/p\u003e\n\u003cp\u003e\u003c!--roadblock--\u003e[[interactive interactive_enduring_ideas]]\u003c/p\u003e\n\u003c!-- 9-box --\u003e\n\u003cp\u003e\u003cimg height=\"50\" alt=\"GE\u0026ndash;McKinsey nine-box matrix\" width=\"50\" src=\"/~/media/mckinsey/business functions/strategy and corporate finance/our insights/enduring ideas classic mckinsey frameworks that continue to inform management thinking/spot_gemc08.jpg\" /\u003e\u003cbr /\u003e\n\u003cstrong\u003eGE\u0026ndash;McKinsey nine-box matrix:\u003c/strong\u003e Kevin Coyne, a McKinsey alumnus and senior adviser to the firm on strategy, describes the GE\u0026ndash;McKinsey nine-box matrix. \u003ca href=\"/capabilities/strategy-and-corporate-finance/our-insights/enduring-ideas-the-ge-and-mckinsey-nine-box-matrix\"\u003eRead more about the nine-box matrix.\u003c/a\u003e\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003cbr /\u003e\n\u003cp\u003e\u003c!-- 7-s --\u003e\u003c/p\u003e\n\u003cp\u003e\u003cimg height=\"50\" alt=\"7-S\" width=\"50\" src=\"/~/media/mckinsey/business functions/strategy and corporate finance/our insights/enduring ideas classic mckinsey frameworks that continue to inform management thinking/spot_sefr08_01.jpg\" /\u003e\u003cbr /\u003e\n\u003cstrong\u003e7-S:\u003c/strong\u003e Lowell Bryan, a director in McKinsey\u0026rsquo;s New York office, reflects on 7-S, a framework introduced in the late 1970s to address the critical role of coordination, rather than structure, in organizational effectiveness. \u003ca href=\"/capabilities/strategy-and-corporate-finance/our-insights/enduring-ideas-the-7-s-framework\"\u003eRead more about 7-S.\u003c/a\u003e\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003cbr /\u003e\n\u003c!--business system--\u003e\n\u003cp\u003e\u003cimg height=\"50\" alt=\"The Business System\" width=\"50\" src=\"/~/media/mckinsey/business functions/strategy and corporate finance/our insights/enduring ideas classic mckinsey frameworks that continue to inform management thinking/thumb_busy09.jpg\" /\u003e\u003cbr /\u003e\n\u003cstrong\u003eThe business system:\u003c/strong\u003e McKinsey alumnus Kevin Coyne describes how the business system framework can facilitate the creation of a truly integrated business strategy. \u003ca href=\"/capabilities/strategy-and-corporate-finance/our-insights/enduring-ideas-the-business-system\"\u003eRead more about the business system.\u003c/a\u003e\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003cbr /\u003e\n\u003c!-- The industry cost curve --\u003e\n\u003cp\u003e\u003cimg height=\"50\" alt=\"Industry Cost Curve\" width=\"50\" src=\"/~/media/mckinsey/business functions/strategy and corporate finance/our insights/enduring ideas classic mckinsey frameworks that continue to inform management thinking/thumb_inco09.jpg\" /\u003e\u003cbr /\u003e\n\u003cstrong\u003eIndustry cost curve:\u003c/strong\u003e McKinsey director Rob Latoff offers insight into the industry cost curve, a business school classic for understanding pricing. By bringing discipline and a practical set of definitions to bear, this framework can be applied to real-world, competitive markets. \u003ca href=\"/capabilities/strategy-and-corporate-finance/our-insights/enduring-ideas-the-industry-cost-curve\"\u003eRead more about the industry cost curve.\u003c/a\u003e\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003cbr /\u003e\n\u003c!-- scp --\u003e\n\u003cp\u003e\u003cimg height=\"50\" alt=\"SCP\" width=\"50\" src=\"/~/media/mckinsey/business functions/strategy and corporate finance/our insights/enduring ideas classic mckinsey frameworks that continue to inform management thinking/spot_enid08.jpg\" /\u003e\u003cbr /\u003e\n\u003cstrong\u003eSCP:\u003c/strong\u003e John Stuckey, a director emeritus in McKinsey\u0026rsquo;s Sydney office, comments on SCP, a framework whose origin dates back to the 1930s. This framework depicts the influence of an industry\u0026rsquo;s structure (for example, the growth of demand and barriers to entry) on the conduct of producers (pricing, for example) and the performance of both the industry and the producers. \u003ca href=\"/capabilities/strategy-and-corporate-finance/our-insights/enduring-ideas-the-scp-framework\"\u003eRead more about SCP.\u003c/a\u003e\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003cbr /\u003e\n\u003c!--: The strategic control map--\u003e\n\u003cp\u003e\u003cimg height=\"50\" alt=\"Strategic Control Map\" width=\"50\" src=\"/~/media/mckinsey/business functions/strategy and corporate finance/our insights/enduring ideas classic mckinsey frameworks that continue to inform management thinking/thumb_stco10.jpg\" /\u003e\u003cbr /\u003e\n\u003cstrong\u003eThe strategic control map:\u003c/strong\u003e McKinsey director Lowell Bryan describes the strategic control map, a framework that tracks the dynamics of market capitalization within industries. \u003ca href=\"/capabilities/strategy-and-corporate-finance/our-insights/enduring-ideas-the-strategic-control-map\"\u003eRead more about the strategic control map.\u003c/a\u003e\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003cbr /\u003e\n\u003c!--: The three horizons--\u003e\n\u003cp\u003e\u003cimg height=\"50\" alt=\"The three horizons of growth\" width=\"50\" src=\"/~/media/mckinsey/business functions/strategy and corporate finance/our insights/enduring ideas classic mckinsey frameworks that continue to inform management thinking/thumb_enid09.jpg\" /\u003e\u003cbr /\u003e\n\u003cstrong\u003eThe three horizons of growth:\u003c/strong\u003e The three horizons framework illustrates how to manage for current performance while maximizing future opportunities for growth. \u003ca href=\"/capabilities/strategy-and-corporate-finance/our-insights/enduring-ideas-the-three-horizons-of-growth\"\u003eRead more about the three horizons of growth.\u003c/a\u003e\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003cbr /\u003e\n\u003c!--Portfolio of initiatives--\u003e\n\u003cp\u003e\u003cimg height=\"50\" alt=\"The portfolio of initiatives\" width=\"50\" src=\"/~/media/mckinsey/business functions/strategy and corporate finance/our insights/enduring ideas classic mckinsey frameworks that continue to inform management thinking/thumb_poin09.jpg\" /\u003e\u003cbr /\u003e\n\u003cstrong\u003eThe portfolio of initiatives:\u003c/strong\u003e McKinsey director Lowell Bryan discusses how the portfolio-of-initiatives framework offers a way to develop strategy in a more fluid, less predictable environment. \u003ca href=\"/capabilities/strategy-and-corporate-finance/our-insights/enduring-ideas-portfolio-of-initiatives\"\u003eRead more about the portfolio of initiatives.\u003c/a\u003e\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003cbr /\u003e\n\u003c!--: CDJ--\u003e\n\u003cp\u003e\u003cimg height=\"50\" alt=\"Consumer Decision Journey\" width=\"50\" src=\"/~/media/mckinsey/business functions/strategy and corporate finance/our insights/enduring ideas classic mckinsey frameworks that continue to inform management thinking/spot_cdj.jpg\" /\u003e\u003cbr /\u003e\n\u003cstrong\u003eConsumer decision journey:\u003c/strong\u003e David Court, a director in McKinsey\u0026rsquo;s Dallas office, describes the consumer decision journey\u0026mdash;a sophisticated tool for marketers facing an explosion of product choices and digital channels, coupled with the emergence of an increasingly discerning, well-informed consumer. \u003ca href=\"/capabilities/growth-marketing-and-sales/our-insights/the-consumer-decision-journey\"\u003eRead more about the consumer decision journey.\u003c/a\u003e\u003c/p\u003e"},"isFullScreenInteractive":{"boolValue":false},"hideStickySocialShareBar":{"boolValue":false},"desktopID":{"value":""},"mobileID":{"value":""},"desktopURL":{"value":""},"mobileURL":{"value":""},"desktopPaddingPercentage":{"value":""},"mobilePaddingPercentage":{"value":""},"desktopOverrideHeight":{"value":""},"mobileOverrideHeight":{"value":""},"cerosOembedURL":{"value":""},"cerosRenderMode":{"targetItem":null},"cerosBackgroundColor":{"targetItem":null},"hideByLine":{"boolValue":false},"tableOfContentsTitle":{"value":"TABLE OF CONTENTS"},"accessStatus":{"targetItem":{"key":{"value":"RegisteredUsers"},"value":{"value":"Registered Users"}}},"articleType":{"targetItem":{"displayName":"Article"}},"hasSpecialReport":{"boolValue":false},"contentType":{"targetItem":{"displayName":"Article"}},"sourcePublication":{"targetItem":{"name":"McKinsey Quarterly","displayName":"McKinsey Quarterly","title":{"value":"McKinsey 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Discover new research, practical strategies, and collaborations across sectors to move climate action beyond why to how."},"image":{"src":"/~/media/mckinsey/business functions/sustainability/how we help clients/cop/cop29/cop_29_thumb.jpg","alt":"McKinsey at COP29"},"moreLinks":{"jsonValue":{"value":[{"CssClass":"","LinkType":"external","Target":"","Text":"Register","Title":"","Url":"https://mckinsey.cventevents.com/Q2MVE1?rt=RrQJ1iBSfEiqSK7N9VAGCw\u0026RefId=cop"}]}}},{"mediaID":{"value":"attheedge"},"title":{"value":"Subscribe to the \u003cem\u003eAt the Edge\u003c/em\u003e podcast"},"description":{"value":""},"image":{"src":null,"alt":""},"moreLinks":{"jsonValue":{"value":[{"CssClass":"btn btn-fill","LinkType":"external","Target":"","Text":"Apple Podcasts","Title":"","Url":"https://podcasts.apple.com/us/podcast/at-the-edge/id1612870236"},{"CssClass":"btn 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