Home Consultancy Strategy Hoshin Kanri

Challenges in Hoshin Kanri

1. Lack of strategic alignment

Objectives between departments are not aligned. Teams work hard, but not necessarily in the same direction (True North).

2. Too many projects, too little focus

More initiatives are started than the organisation can handle. Priorities change regularly, causing impact to become fragmented.

3. Unclear contribution of projects to strategy

It is not clear how a project contributes to strategic KPIs. This leads to discussions about utility and necessity.

4. Limited ownership and involvement

Employees do not recognise their role in the strategy. Ownership of breakthrough projects is unclear or assigned too generally.

5. Insufficient transparency in progress

Results are not concrete or visible. Without clear lagging and leading KPIs, timely adjustment is lacking.

 

Solutions for Hoshin Kanri

1. Work with a clear X-matrix

Translate long-term goals into annual goals and breakthrough projects in a single overview (A3 format). This creates coherence between strategy, KPIs, and actions.

2. Limit the number of breakthrough projects

Deliberately choose a maximum of 5–10 strategic projects per year. Focus increases execution power and prevents overload.

3. Link every project to measurable KPIs

Use lagging KPIs (result) and leading KPIs (predictive) in the X-matrix and Bowling chart. This makes impact objectively measurable.

4. Secure explicit ownership

Assign a responsible manager (Champion) and project leader (Green/Black Belt) to each breakthrough project with a clear mandate. Make the contribution per department visible via second-level matrices.

5. Ensure clear progress and a Bowling chart

Monitor performance targets versus actuals monthly. Red KPIs require a concrete action plan from the person responsible. This creates discipline in execution.

Our four-step approach

Step 1 – Insight and strategic gap analysis (CIMM)

Every effective Hoshin Kanri starts with an objective view of the current situation. A CIMM assessment, supplemented by 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 mapped out. By comparing the ambition (True North) with the current maturity, a sharp gap analysis is created. 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.

Step 2 – Formulate direction: True North and annual goals

Based on the insight obtained, 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. Making sharp choices creates focus. Strategy thus becomes not only inspiring, but also manageable and measurable.

Result: Concrete, measurable annual goals and KPIs that are directly linked to the strategy and create ownership within the organisation.

Step 3 – Choose breakthrough projects and establish focus

Next, the main obstacles preventing the achievement of the 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. Prioritisation based on impact, feasibility, and capacity creates a realistic and executable portfolio that actually gives direction to 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.

Step 4 – Secure execution and performance rhythm

Finally, the strategy is anchored in a tight execution and review process. The X-matrix connects goals, projects, KPIs, and those responsible in one overview. With a fixed review cycle and support via a Bowling chart, progress and results are monitored transparently. Deviations lead directly 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 steering and improving.

Result: Continuous insight into progress and performance, with structural adjustments to actually realise goals.

Execution linked to strategy

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 do not just work on the plan, but ensure that the strategy is actually executed and anchored in 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. Together, we will explore how the X-matrix helps to move from fragmentation to focus.

Book a meeting

Vraag het onze chatbot!

Chat met Symbi!

‘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 between all levels in the organisation.

The X-matrix is a visual overview (usually on a single A3) in which long-term goals, annual goals, breakthrough projects, KPIs, and those responsible are connected. It makes coherence and priorities immediately transparent.

Lagging KPIs measure the end result (for example, turnover or NPS). Leading KPIs are predictive indicators that influence the result (for example, number of improvement projects completed or lead time reduction). Both are recorded in the X-matrix and monitored via the Bowling chart.

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.

The Bowling chart is a visual overview in which the target and actual performance are displayed for each KPI (green/red). It supports monthly or quarterly reviews and encourages timely adjustment.

Chat met Symbi