Hoshin Kanri connects strategy with daily execution. It ensures that everyone in the organisation works towards the same priorities, with clear goals, measurable results, and strong ownership.
Symbol guides organisations in translating strategic ambitions into a clear X-matrix.
Every effective Hoshin Kanri starts with an objective view of the current situation. A CIMM assessment, supplemented with interviews and Gemba observations, determines where the organisation stands in terms of leadership, process control, performance management, and continuous improvement. In addition, current KPI performance and strategic bottlenecks are identified. By comparing the ambition (True North) with the current maturity, a sharp gap analysis emerges. This prevents priorities from being chosen based on assumptions instead of facts.
Result: A clear and supported strategy with a maximum of 3–5 breakthrough goals that provide direction for the entire organisation.
Based on the insights gained, the long-term direction is refined or confirmed. The True North describes where the organisation wants to be in three to five years. This ambition is translated into a limited number of strategic themes and measurable annual objectives. Clear formulations such as ‘Increase delivery reliability from 85% to 95%’ make goals concrete and verifiable. By making sharp choices, focus is created. Strategy thus becomes not only inspiring, but also manageable and measurable.
Result: Concrete, measurable annual goals and KPIs directly linked to the strategy, creating ownership within the organisation.
Next, the main obstacles hindering the achievement of annual goals are identified. For each critical roadblock, a breakthrough project is defined with a clear scope, impact, and ownership. Only projects that demonstrably contribute to strategic KPIs are included. The number of initiatives is deliberately kept limited to prevent fragmentation. By prioritising based on impact, feasibility, and capacity, a realistic and executable portfolio emerges that truly guides the organisation.
Result: Full alignment between strategy and operations, where teams know what they need to do and how they contribute to the larger goal.
Finally, the strategy is anchored in a strict execution and review process. The X-matrix connects goals, projects, KPIs, and responsibilities in one overview. With a fixed review cycle and support via a Bowling chart, progress and results are transparently monitored. Deviations directly lead to action plans and adjustments. By explicitly assigning ownership and securing results in standards and systems, Hoshin Kanri becomes more than a plan: it becomes a structural way of managing and improving.
Result: Continuous insight into progress and performance, with structural adjustments to actually achieve goals.
Hoshin Kanri requires a structured approach and experience with strategic planning. Symbol guides organisations in developing the X-matrix, facilitating catchball sessions, and setting up review structures.
Our consultants combine strategic expertise with hands-on guidance. We not only work on the plan but ensure that strategy is actually executed and embedded within the organisation.
Would you like to know how Hoshin Kanri translates your strategy into aligned action with focus and results? Schedule a no-obligation consultation. We will explore together how the X-matrix helps to move from fragmentation to focus.
What is Hoshin Kanri?
‘Hoshin’ means direction or compass needle, and ‘Kanri’ means management or control. Together, it refers to steering the organisation in one clear direction: the True North. Hoshin Kanri is a strategic planning and execution process that connects long-term strategy with annual objectives and concrete breakthrough projects. It ensures alignment across all levels of the organisation.
What is an X-matrix within Hoshin Kanri?
The X-matrix is a visual overview (usually on a single A3) that connects long-term goals, annual objectives, breakthrough projects, KPIs, and responsibilities. It makes coherence and priorities immediately clear.
What is the difference between lagging and leading KPIs?
Lagging KPIs measure the end result (e.g., revenue or NPS). Leading KPIs are predictive indicators that influence the result (e.g., number of improvement projects completed or lead time reduction). Both are recorded in the X-matrix and monitored via the Bowling chart.
How many breakthrough projects should you include in a Hoshin plan?
Limit the number to what the organisation can actually handle, usually 5 to 10 projects at the top level. Too many projects reduce focus and execution power.
What is a Bowling chart?
The Bowling chart is a visual overview that displays the target and actual performance for each KPI (green/red). It supports monthly or quarterly reviews and encourages timely adjustments.