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.

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 get the chance to chat with folks who are interested in implementing strategy deployment software within their organizations almost every day. Most of the people we talk to really understand the need for this kind of solution and how it can benefit their company. Convincing others, however, can be a challenge. Not everyone immediately recognizes the valuable returns that a structured approach to strategy execution can provide. We’d like to help. Here are the most important elements of a compelling case for strategy deployment software, along with some relevant quotes from business leaders and other visionaries.

When you're thinking about rolling out Strategy Deployment in your organization, it can be intimidating to know exactly where to start, what pitfalls to avoid, and how to set yourself up for success right from the beginning. I've recently written an eBook that covers these questions, as well as information about the software you need to enable Strategy Deployment, that you can download here:

But I thought that today on the blog, I'd give you a sneak peak into one of the chapters of the book covering the formula for successful Strategy Deployment.

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Speculative fiction and horror writer, Ray Bradbury, was one of the most celebrated 20^th and 21 ^st century American writers. He is best known for works such as Fahrenheit 451, The Martian Chronicles, The Illustrated Man, and I Sing the Body Electric. As someone in the business of conjuring up visions of what’s to come, he had an interesting take on how to accurately foretell the future.

“People ask me to predict the future, when all I want to do is prevent it…. Predicting the future is much too easy anyway. You look at the people around you, the street you stand on, the visible air you breathe, and predict more of the same.”  

In other words, keep doing what you’re doing and you’re going to get what you are getting. Few would argue that logic, but unfortunately, this idea is often ignored when it comes to strategic business planning. Executives huddle in a room, analyze budgets, set revenue goals, and predict great success without fundamentally changing the conditions that led to the business results they are experiencing today. A year later, or a quarter later, everyone wonders why nothing has changed.

Bradbury finished his quote about predicting the future with, “To hell with more, I want better.” Businesses should too and Hoshin Kanri is one way to change the future by building it.

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If you are considering investing in strategy deployment software to support your organization’s efforts to achieve your most important objectives, we congratulate you. Too many leaders talk a big game when it comes to strategy, but fail to provide the company with the tools and information necessary to effectively carry it out. (Here’s a good example of what can go wrong.)

There are a lot of systems out there that could be sold as a strategy deployment solution. You can find everything from glorified spreadsheets to purpose-built improvement platforms. We’ve had the chance to chat with lots of folks who have been through the selection and implementation process, so we thought it would be useful to share a few of the features that make all of the difference.

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KaiNexus is pretty lucky in that it has a staff of amazingly talented and knowledgeable individuals. Our Vice-President of Improvement & Innovation Services, Mark Graban, is certainly no exception. Graban has over 20 years of experience practicing Lean both in manufacturing and in healthcare, is the author of several books including Lean Hospitals, and is the founder of LeanBlog.org. Recently Jeff Roussel, Vice-President of Sales for KaiNexus, hosted a webinar wherein Graban shared some of his experience and knowledge about Strategy Deployment. You can watch that full webinar, titled Everything You Need to Know About Strategy Deployment, here.

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