Creating and implementing strategy (Hoshin Kanri)

When You need it?

When You need it?

Start with the ultimate vision – it is a condition for effective action. If someone in your company not aware of the target, are you sure they’re rowing in the right direction? Perhaps there is no such vision? A set of tasks to be performed or targets to be achieved, without an imaginative and alluring vision will not motivate a team for long! In devoting our time, we like to be part of something big, we need a vision to act. Meanwhile, many companies do not have a defined vision, and many of those who do have one, fail to live by their visions. Such companies are most likely to fail.

When do we apply it?

When do we apply it?

It is good to work on a company’s vision, mission and strategy if:

  • Employees asked in a corridor are unable to say what the company’s mission is.
  • The mission or vision are not applicable in practice, e.g. in making everyday decisions.
  • The company has a strategy, but it is not based on a vision and mission which engage employees’ emotions.
  • The company is stagnating, the market is changing dynamically or the company has to prepare for a significant change.
  • You see that too many things have to be done at the same time and you’d like to arrange them into a cohesive and easy to monitor plan of action.

How does it work?

How does it work?

It is most important to build a vision. It should clearly show what company we want to be in 3 years. It has to be emotionally engaging, as only then will there be enough drive within a company to sustain it for a long time. A mission is the next step. It has to be engaging and represent value to customers. Then a strategic plan has to be drawn up, one which is cohesive and powerful. That can be achieved by using tools such as X-Matrix. That is how a ready-made manual for implementing the vision and mission in practice is obtained.

 

Benefits

Benefits

  • A bird’s eye view of the company, taking into account many perspectives, from finances to talent development.
  • Clear criteria for determining targets, prioritising projects and making decisions.
  • Cohesive and constructive combination of that which the team is engaged with that which the Management Board wants.
  • Staff energy and commitment geared towards tasks key for the company.
  • Legible success indicators, early warning system, monitoring of key projects form one location.

Any questions? Write to us!