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Purpose: The purpose of this study is to evaluate BALY as a startup (emerging) company in the Iraq’s market as an emerging company by the McKinsey model to monitor and analyze performance in it. Because of the similarities between the rising companies under analysis.
Theoretical Framework: The measuring the company (BALY IRAQ) efficiency in terms of its Shared Values, Strategy, Structure, Systems, Style, Staff, and Skills using the McKinsey 7 S Model. All 7 components must be in sync with one another for optimal performance, with Shared Values serving as the driving force behind the growth of the rest. Together with their colleagues, managers use a system called a Performance Management System (PMS) to oversee all aspects of their staff's performance, from setting goals to monitoring progress to recognizing and rewarding success. Human resource efficiency may be measured with the help of PMS.
Methodology: The net profit has been chosen as the measure of efficacy (Baly) Responses were gathered from key HR people at the target firms using a standardized questionnaire.
Findings: It have been observed that the 7 Ss is most prevalent in a business and whether or not Shared Values has an influence on performance. The research also shows if any of the "S"s need to be adjusted to boost efficiency.
Implications: This study can serve as a useful resource for entrepreneurs, and anyone seeking to start or evaluate a business on a global scale, as long as the framework is applied correctly and at the appropriate time. However, it can be disappointing if the business is not yet qualified to undergo the McKinsey framework evaluation process.
Value: The value of the study is to evaluate the McKinsey 7s framework as a method for gauging a company's productivity as it is recommended by researchers as a reference, basis, and instrument for any company serious about assessing its performance or establishing a strategy and structuring its future organization.
