ABSTRACT
A Hoshin plan is a soulless set of tables and charts without the people to usher it through to reality. Typically, when an organization takes on Hoshin Planning, it already has an organizational structure and shared practices in place, with reporting relationships, performance review systems, and the other parts of the Human Resource infrastructure people have learned to expect in the modern workplace. One of the exciting times in the Hoshin process is right after the strategies have been defined and the strategy owner chosen. Introducing performance review during a Hoshin Planning meeting is a good way to experience a loss of meeting momentum. Hoshin leaders sometimes weave the measurable objectives from the Hoshin plan into individual Key Performance Indicators on which an employee is evaluated. Leaders can strengthen the Hoshin process by choosing an organizing architecture that is compatible with the organization’s culture and supportive of the Hoshin Planning process.
