Vision, Function, and Influence: Analyzing <scp>NGOs</scp> for a Shared Society in Israel

ABSTRACT This study analyzes four Israeli NGOs promoting shared society using the McKinsey 7S Framework to assess their internal alignment and effectiveness in achieving their goals. This study employed a qualitative approach. We interviewed seven key figures—directors and keyholders—from four NGOs, some with co‐leadership structures. We employed two methods: semi‐structured interviews to understand the organizations' vision, strategies, and challenges and website analysis to supplement interview data with official statements and team compositions. The study found that while the NGOs share similar visions and goals, they specialize in distinct areas and employ unique strategies. Their structures reflect a commitment to equality and multiculturalism, aligning with their overall values. This research offers valuable insights for NGOs, highlighting successful work patterns, strategies for strengthening internal alignment (as defined by the McKinsey 7S model), and ultimately, achieving their goals and implementing impactful change. This study's limited scope (few NGOs, no international comparison) and single data source (NGO perspective) restricts its understanding. NGOs can boost impact by expanding social services, partnering with local authorities, and creating a central body for planning and collaboration. Increased NGO influence could lead to more active citizens, trust in GOs, and collaboration with local authorities. This research explores a unique challenge: building a shared society in Israel. It examines how NGOs, key social change agents, approach this goal. By using a qualitative approach and the McKinsey Framework, it offers valuable insights into their strategies and internal alignment.