Implementing Hoshin Kanri: How to Manage Strategy Through Policy Deployment and Continuous Improvement

This book focuses on the implementation of Hoshin Kanri. It is a response to most books on strategic planning (including Hoshin Kanri) that tend to downplay the implementation and only describe the implemented planning process and are often accompanied with a focus on analytical tools. The power of this book originates from a project in which a team of five professionals over a period of three years implemented Hoshin Kanri in 14 companies including results drawn from 130 workshops with leadership teams. The project team subsequently ran several accelerators inside large and small companies as well as public institutions. All these experiences together form the implementation focus of the book. Moreover, the organization of the book mirrors the message of its scientific thinking, which is also the basic principle of Hoshin Kanri: - Chapter 1 focuses on the basic analysis - Is Hoshin Kanri something for your organization? - Chapter 2 addresses the ambition -- What is the vision for strategy work in your organization? - Chapter 3 presents the conditions needed for effective strategic work. - Chapter 4 discusses the choice of implementation strategy and your role as change agent. - Chapter 5 describes how Hoshin Kanri works when implemented. - Chapter 6 address coaching/mentoring and the Kata philosophy. - Chapter 7 presents important analytical tools. - The appendix describes the journey made by medium-sized construction companies. Essentially, this book describes in a concrete and structured way how you -- the change agent -- can use Hoshin Kanri your organization to tackle large and complex challenges.