Strat KAIZEN™

Change for the better:
From old "Swot and push"...
...to new "Breakthrough initiatives"

of employees do not understand their company strategy

of organizations fail to fully implement their strategy

of failures are due to poor execution rather than formulation

of all strategic initiatives are not actually implemented

more success with heavy leadership involvement

Mission

strategy planning of breakthrough initiatives

If you have the mission of:

• Delivering results in terms of growth, quality, cost and/or delivery year after year

• Defining a good strategy and deploying throughout the organization

• Creating breakthrough opportunities to achieve stretch goals

Challenges

Roadblocks impeding you from fully succeeding:

Lack of marketing insights and growth opportunities

Difficulty turning strategy into action

Lack of budget flexibility to deal with changes to the rules of the game

Constant firefighting and lack of commitment from teams

Little time is given to initiatives to allow them to mature enough to deliver results before being thrown out

Initiative scopes are widened too much to accommodate the interests of every department, ultimately leading to fragmented strategy

Solutions

We recommend that you develop:

Strategy Planning

• A process to identify and select the vital few strategic business imperatives

• Based on customer value analysis and value stream analysis, improve the core business and explore expansion into adjacencies

• To identify the 3 to 5 years objectives/priorities that will drive the organization to sustained profitable growth

• A process to identify and select the vital few strategic business imperatives

• Based on customer value analysis and value stream analysis, improve the core business and explore expansion into adjacencies

• To identify the 3 to 5 years objectives/priorities that will drive the organization to sustained profitable growth

Hoshin Deployment

• To deploy 3 to 5 years imperatives into key capabilities to be implemented

• To assign owners to breakthrough initiatives

• To communicate and engage all stakeholders in the same simple and elegant strategic vision

• To deploy 3 to 5 years imperatives into key capabilities to be implemented

• To assign owners to breakthrough initiatives

• To communicate and engage all stakeholders in the same simple and elegant strategic vision

Breakthrough Initiatives

• Monthly check of targets to improve performance

• To (re)act to gaps with problem-solving by the top management

• Monthly check of targets to improve performance

• To (re)act to gaps with problem-solving by the top management

Hoshin Review

• To reflect and learn from strategy implementation hazards

• Launch a new strategy cycle based on lessons learned and change drivers

• To reflect and learn from strategy implementation hazards

• Launch a new strategy cycle based on lessons learned and change drivers

Strategy Planning Hoshin Deployment Breakthrough Initiatives and Hoshin Review

Reach best-in-class performance

Continuous Profitable Growth at Danaher Corporation

Strat to Action within the Automotive Industry

Contact Us

Thank you for your interest in Kaizen Institute’s services. Please provide the following information about your business needs to help us serve you better.

* required fields