ABSTRACT
The ability to incorporate the gains from Hoshin is influenced by many things, such as how far along the organization is in its implementation, whether the leaders who championed the Hoshin stay with the organization, and whether or not a new CEO is committed to the discipline, focus, and participative principles of Hoshin. The work to complete an acquisition transaction is demanding for the leadership levels in an organization, and the development of specific plans to integrate the organization’s current Hoshin work can be easy to overlook or postpone. Inclusiveness is a Hoshin Planning hallmark, and leaders can ease the transition into a merger or acquisition by getting out in front with a message. When there is a call for someone to present a key operational area as part of the “getting acquainted” period, leaders might consider choosing someone who has been a Hoshin Planning leader.
