Beyond Strategic Vision

"The focus and alignment of the organization on this objective will assure that significant progress will get made, that is, a Breakthrough."

"Here The Hoshin process is described."

"The important point here is that those who will be responsible for implementation must also be responsible for planning."

"It is probably obvious that in the use of Hoshin, managers and their teams play important roles."

"Most businesses have in place financial measures, like profitability and cash flow, but it is the non-financial measures that are frequently missing or inadequate."

"We encourage teams who develop Visions to be pretty daring, and perhaps even a little unrealistic."

"The biggest mistake organizations make is failing to focus on the high-leverage actions that really make a difference in the organization's long-term competitiveness."

"The biggest temptation executives will have in this process is biting off more than the organization can chew."

"Managers and employees must feel challenged and inspired by the prospect of being able to achieve things that are out of the ordinary, not fearful of failure if they don't."

"The truth is, we can only do our best to chart a course of action that seems to be a promising one, hope for the best, and change course when the need seems apparent."

"Profound learning takes place when breakthrough goals are set, because the individuals and teams frequently have to challenge and move on from what they already know to explore new, untried methods."

"How can data gathering keep the system fresh?"

"Employees empowered to make decisions and enabled with the right training are best able to respond to customers quickly and effectively."