We find that it is often the people closest to the problem who bring a software solution to the attention of leaders. In many cases, successfully securing the green light to move ahead with a software implementation requires a bit of “selling up.” After all, people who don’t directly feel the pain of a problem are less likely to get excited by the solution.

If you are tasked with deploying the strategic plan or managing improvement projects Hoshin Kanri Software probably seems like a fantastic idea. The challenge is getting everyone else to buy in.

We’ve got good news.

When presented with all of the essential information about Hoshin Kanri software, executives quickly recognize its value more often than not. Here’s an excellent approach to introducing the idea and getting the resources your implementation will need.

For more help getting the green light, download this free software comparison matrix.

Hoshin Kanri (sometimes called "strategy deployment") is an approach that helps companies achieve breakthrough goals over a three- to five-year time horizon.

The methodology is effective because it allows leaders to keep their eye on the long-term objectives that will change the game, without losing sight of the day-to-day improvements that can add up to significant benefits.

However, we won’t lie. Effective strategy deployment isn’t easy.

Too often, the strategic plan gets lip service, but little else. If you are looking for help making sure that your organization arrives at “True North,” an X-Matrix might help.

X-Matrix Design

X-Matrices are visualization tool made up of five sections. The layout of the matrix helps define the relationships between each of them.

One thing that we like to remind our clients who are implementing the Hoshin Kanri method of strategy deployment is that most of your employees have probably been through strategic planning exercises before.

Even more likely, they’ve probably watched management go through an annual planning drill and then present the scheme to the rest of the organization like Charlton Heston as Moses in The Ten Commandments.

That means that the first order of business needs to be convincing the team that this is an entirely different approach that will have a meaningful impact on how work gets done. For that reason, it is necessary to have a solid plan for introducing Hoshin Kanri to the organization.

Here are a few of the things that we’ve seen work very well.

The Hoshin Kanri method of strategic planning and deployment is brilliantly simple, yet powerful. It helps organizations navigate toward their “true north,” while practicing continuous daily improvement. However, like most great ideas, the devil is in the details. When we talk to leaders who have tried the approach but failed to get the desired results, the problem is usually not in the effort, but instead, in the execution. We’ve compiled a few tips to help make sure you achieve the intended outcomes.

Provide training about the approach and let people know what to expect and why Hoshin Kanri is different from other strategic planning tools.

I’m just going to put this out there – your employees have been through strategic planning exercises before. Anyone who’s been around the block at all has seen various goal setting schemes come and go. You’ll probably get enthusiastic nods while you’re in the meeting, but expect eye rolls and Dilbert jokes as soon as management leaves the room. Success depends on convincing your team that this is not the annual plan that gets sent out and then stuck in a drawer. A large part of the discussion should be focused on how Hoshin Kanri will guide everyday decisions and be a consistent part of how the organization is managed.

Hoshin Kanri is a popular approach to strategic planning and deployment. It provides a roadmap to achieving an organization’s most important three to five-year objectives, while at the same time achieving continuous, daily improvement.

(If the approach is new to you, start here for the background.)

While the Hoshin Kanri methodology is relatively straightforward, there are a few common errors that send it off the rails. We’ve looked to the literature to see what the experts have to say about each frequent mistake. Hopefully this post will help you avoid or correct them. (It will also make a handy reading list.)

The practice of Hoshin Kanri, also called Policy Deployment or Strategy deployment, is about the alignment of individual goals and performance measurement with the company goals and mission. It is rare to find a management practice that has the potential for so much impact at the strategic, tactical, and operational levels of an organization, but Hoshin Kanri does. In fact, some experts believe that Hoshin Kanri is the single most important responsibility of senior management.

Hoshin Kanri is a management technique designed to steer an organization towards its most important long-term goals without sacrificing the need to practice continuous improvement. If you are unfamiliar with the approach, we have some detailed information that will be useful. (Click here, here, and here.)

In short, the words "Hoshin Kanri" are usually interpreted as direction (setting) management. Much like a compass pointed toward true north, the Hoshin approach to strategic planning defines where the organization is headed. The core idea is that the best way to obtain the desired result is to make sure every person in the organization knows the long-term vision and that they are all working a defined plan to make it happen. Key processes must be monitored to ensure that the day-to-day operation of the organization continues to improve, so it must be noted that Hoshin planning is about both direction and control.

If you are wondering exactly how Hoshin Kanri can help, this blog is for you. We’ve been lucky enough to work with organizations of all types that use the Hoshin way of strategy deployment to successfully overcome some of the most difficult (and common) barriers to operational alignment and daily improvement. Here are the ones we run into most often.

If you have implemented - or are planning to implement - strategy deployment software, let me take a minute to congratulate you. Too many organizations leave what is arguably the most important function of the organization without support. Pat yourself on the back for recognizing that if software helps you manage everything from your finances to your customer relationships, it can help manage the strategic direction of the company as well. That said, not all strategy deployment software implementations are equally effective. We’ve seen leaders with their hearts in the right place make tactical mistakes that diminish - or even eliminate - the value of strategy deployment software. Don’t let these missteps happen to you.

Hoshin Kanri is a powerful strategic planning tool because it helps align the organization top to bottom around breakthrough objectives. It lets leaders take the long view with a three to five-year plan, but addresses the need to have short-term goals as well. Our clients that use the approach find that it makes decision making easier and speeds the way to consensus. Here are a few best practices that they have uncovered along the way.

We are fortunate enough to get to spend a lot of time chatting with customers and other organizations that are interested in continuous improvement about how they approach the need for constant positive change.

Many techniques that are used in the Lean and Six Sigma management approaches come up during these conversations, but one which seems to be less understood than many others is Hoshin Kanri.