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Deploying Hoshin Kanri as a Competitive Weapon!

Explore the power of Hoshin Kanri as a strategic weapon in modern business competition. Learn about its promises, theory, practical challenges, underlying concepts, key challenges to overcome, and proven strategies for successful deployment. Discover how Hoshin Planning aligns, communicates, and executes strategies to achieve breakthrough objectives for competitive advantage.

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Deploying Hoshin Kanri as a Competitive Weapon!

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  1. Deploying Hoshin Kanri as a Competitive Weapon!

  2. What are we going to cover? • What is Hoshin Kanri and what does it promise? • How does it work (in theory)? • What can go wrong (in practice)? • What’s behind this? • 4 key challenges to overcome • Proven strategies to make Hoshin really work • Key takeaways

  3. Hoshin Planning – The Concept Ho Shin Kan Ri 方 針 管 理 A ‘Vision Compass’ • Direction • Needle • Control • Channeling • Reason • Logic Hoshin Planning is a systematic and disciplined process to align, communicate and execute strategy by focusing on those few breakthrough objectives that give you competitive advantage. Management Direction Needle, or Compass

  4. Hoshin Planning – The Process Hoshin Process in Concept

  5. Reasons Not to Do This.... And the leaders will say.... • We already do this. • We do not have enough time to do this. • We can not possibly plan that far into the future. • We have tried this before. • Our corporate leadership (insert board if appropriate) will never give up control. • The way we do it today is just fine. • We will not maintain this process. • Etc, Etc, Etc...

  6. Recognise these symptoms? And the organisation will see... • Too many bad projects in process. • Very long lead-times for improvements. • Constantly missed budgets and forecasts. • Senior management vision does not match organizational activities. • Annual objectives rolled out in March instead of January. • Way too many good projects in process. • Year to year plans never seem to connect. • Most employees never seem to feel a part of the team. • Little connection between strategy and continuous improvement.

  7. The Basic Model.... A simple model..... • Performance Management Systems are really designed to help organisations perform three basic tasks: • Monitor… We have to examine our core activities on a regular basis. Collecting data. • Learn…From that examination we have to better understand what is working and what is not. Turning data into information. • Improve… Take the information and turn it into ACTION!

  8. Hoshin is rapidly becoming the de facto strategy deployment methodology in Corporate America

  9. Hoshin can clearly be a Competitive Weapon...

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