Description
Many leaders face difficulty not in creating a strategy, but in seeing through its execution. Organisations invest significant time and resources into developing strategic plans yet struggle to translate those plans into consistent action and measurable outcomes. Strategic priorities often become disconnected from day-to-day operations, resulting in missed targets, competing priorities, poor accountability, and slow execution.
Sharpen your leadership skills and discover a proven method for successfully executing your strategy. This course provides a framework for implementing strategy by engaging all levels of the organization. Get practical takeaways, not just theories, that empowers you to apply new skills as you progress. Leave with a clear framework to overcome common execution obstacles, ways to engage every level of your organization, and learn how to break down strategic goals into actionable steps.
In this workshop, you will learn through a combination of instruction and peer-to-peer interaction. The workshop will take participants through a simulation of a company’s hoshin process. This simulation immerses you in a situation, like real life, where you must make decisions, debate, and come to an alignment. The primary learning is experiential, supported by instruction in relevant tools and examples. Much of your learning will occur in the simulation through peer-to-peer interaction. A major emphasis of the workshop is on aligning all levels of the organization and improving strategy execution rather than strategy formulation alone.
Learning Objectives
Through the simulation, you will be able to:
· Discuss the fundamental framework for Hoshin Kanri.
· Clarify conditions for successful execution of hoshin planning and alignment in an organization.
· Discuss how to build a structure of PDCA at individual and corporate levels.
· Understand the relationship between hoshin planning and A3 problem solving.
Topics and materials that will be covered are:
· Fundamentals of Hoshin Kanri, Managing On Purpose.
· Annually develop, communicate, and align on strategy up and down the organization and across functions, developing corporate and department objectives, activities, and targets.
· Proactively engage and develop everyone — with top-down/bottom-up and across department dialogue — as strategic targets are pursued and actions undertaken.
· Establish systems to regularly review progress toward objectives.
· Tackle frontline problems in the work as they are encountered, adjusting quickly when strategy meets the real world and things do not go as planned.
Workshop Benefits:
Through instruction, small group discussions, exercises, and a practical case study, participants will:
· Learn the fundamentals of Hoshin Kanri as practiced in Toyota
· Learn how to develop corporate hoshin objectives, activities, and targets
· Build capability to align vertically and horizontally in the organization
· Through a case study, we will cover and practice:
o Writing hoshin objectives, activities, and targets
o Defining and gaining alignment on corporate direction
o Utilizing specific tools of hoshin kanri
Who Should Attend?
· Executives responsible for leading change in their organization
· Continuous Improvement leaders who must support corporate strategy
· Middle leaders who have to execute on the strategy that is defined
