What’s wrong with Hoshin Kanri? Let’s start with the name. When translated to English someone came up with Policy Deployment. Really? Let’s call it what it is – it’s Strategy Deployment. In the USA, we don’t deploy policy – we deploy strategy. For me, Hoshin Kanri helps simplify strategy and make it well… executable.
Engaging Change: The Role of Catch Ball
The X-Matrix: A Polarizing Tool
The X-Matrix seems to appeal to one-half of the population, but the other half simply hates it. I recall watching a brilliant CEO twist and turn her head trying to figure it out… and then she walked away… shaking her head. Later she told me, “Let’s get rid of the X-Matrix” while making an X with her two forefingers. (Lol) The X-Matrix is merely a tool. There are substitutes to the X-Matrix that work just fine. By the way, most X-Matrix haters feel that way because the tool has become too complicated and unwieldy. Root cause? The organization has too many strategic objectives in the Southern quadrant of the X-Matrix.
Hoshin Kanri Done Right: A Path to Success
The other thing that’s wrong with Hoshin Kanri is that, when done wrong, it can become excruciatingly painful. When tactical bureaucrats take control, they make it all about the process and they lose sight of the intended outcomes and results. With bureaucrats in charge, it all starts with a bang and then ends (permanently) months later with a whimper. For me, Hoshin Kanri is first and foremost about helping an organization identify a very few (certainly less than five) BIG things they want to focus the organization on. The rest of the process is all secondary and tertiary. Read about the “Scan” process in “The Basics of Hoshin Kanri” on Amazon. Hoshin Kanri, when executed correctly, can be a transformative strategy for organizations. However, its effectiveness can be significantly undermined when mishandled.
Missteps in Implementation
A common pitfall in Hoshin Kanri is overly bureaucratic management. When tactical bureaucrats take the reins, they often focus too much on the process rather than the intended outcomes. This myopic approach can lead to a loss of sight of the ultimate goals, resulting in initial enthusiasm fizzling out into ineffectiveness.
Focusing on Key Objectives
The essence of Hoshin Kanri lies in helping organizations to identify a few critical objectives. Ideally, these should not exceed five major goals. The primary aim is to channel the organization’s energy and resources into these significant areas. The rest of the Hoshin Kanri process, while important, should be considered secondary, serving to support these key objectives.
The “Scan” Process in Hoshin Kanri
An integral part of Hoshin Kanri is the “Scan” process, detailed in “The Basics of HK.” This process involves a thorough analysis of the organization’s current state and the external environment. It helps in identifying the critical areas where the organization needs to focus its efforts and resources. Understanding and effectively implementing the “Scan” process is crucial for the success of managment.
Conclusions about Hoshin Kanri
In conclusion, Hoshin Kanri, when done right, can lead an organization to significant success. It requires a balanced approach that prioritizes key objectives while maintaining a holistic view of the organizational process and environment. This strategic focus, combined with the effective implementation of processes like the “Scan,” can transform an organization’s trajectory toward achieving its most significant goals.
Defining the Bureaucrat: A Bureaucrat (My definition) – is a person who cares more about the process than about the outcomes and results.
8 years as a successful senior advisor and 18 years as an executive leader in the industry. Leadership roles: in Aerospace & Defense and Space,
Industrial (Doosan Bobcat, VP Global Ops & OpEx, John Deere, started career as a mfg engineer), and Corp Board of Director roles, 5 years.
