How to apply the McKinsey-Bennett 9S Framework in real business scenarios

Some models stay with you. For me, the McKinsey 7-S Framework has always been one of those. Over the years, I’ve used it in global boardrooms and local leadership offsites, in crisis reviews and transformation planning. It gives structure to chaos - and language to complexity.

But it also has blind spots.

The first time I heard about the McKinsey-Bennett 9-S Framework, I assumed it was a minor update. Just two extra “S” words tacked onto an already dense model. But after applying it across multiple client projects - from fast-scaling startups to legacy enterprises in transition - I now see it differently. This model doesn’t just add. It completes.

It’s especially powerful in those fuzzy, messy situations where traditional strategy tools fall short. Where everything seems in place, yet something isn’t working. Where alignment exists, but outcomes still stall. Where the numbers say one thing, but the people say another.

This article is about how I use the full 9-S Framework in real-world scenarios - and how you can too. Whether you lead a business, advise one, or work deep inside one, these insights can help you see your organization more clearly and act more decisively.