ABSTRACT
The Balanced Scorecard's four perspectives, namely, financial, customer, process, and learning and growth, are comparable to Hoshin Kanri's cost, quality, delivery, and education (CQDE). With the strategic plan created, the task now at hand is to deploy the strategy throughout the organization from the boardroom to the frontline, as well as to monitor performance in relation to the strategic directions. While there are many frameworks to deploy organization strategy, the popular ones include Balanced Scorecard (BSC) and Hoshin Kanri. Hospital Heal used the BSC framework for strategy deployment since the four strategic directions of its new strategic plan aligned more closely with the four perspectives of the BSC. This chapter focuses on the process implemented for cascading the organization strategy to develop the hospital's Health Report Card, which was completed in a period of twelve weeks. It explains the methodology for strategy deployment through a real case implementation.
