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This template contains a Bowler for every level of your X-Matrix plan. Use it in action to track the performance of your organization against the defined targets and thresholds. This is the first step in tracking the execution of your strategy. The next step in effectively tracking the performance of your strategy is to actively use the Bowling Chart in conjunction with other tools, such as countermeasure A3s, to perform root cause analysis and course correct where necessary.
This template covers the first step. Throughout this document, you will see tips to aid you in each step outlined. These are based on our best practice knowledge of Hoshin Kanri deployments in large, multi-dimensional organizations. This is why Hoshin Kanri is so powerful: it involves everyone in the organization equally in striving for results. Take it from execution experts Charan and Bossidy:. Click here for further information on Hoshin Kanri , or continue your journey with these recommendations:.
Carolyn Gibson is a senior strategy advisor and certified Hoshin Kanri facilitator working with Fortune companies on building their Strategy Execution capabilities.
Her career spans disciplines, industries, and locations for over twenty years, with a golden thread running throughout of an obsessive focus on the mechanical detail of how organizations achieve their goals. While Hoshin Kanri is a structured method for developing, deploying and executing your strategy, the actual execution and tracking must be supported by using the Bowling Chart, the Metric A3 and the Countermeasure A3. Written by: Carolyn Gibson, Senior Strategy Advisor Those of you who have followed my previous blogs know that Hoshin Kanri is a structured method for developing, deploying and executing your strategy.
The Art of Strategy Execution Many companies come up with grand plans on what they want to achieve in the next period, and may even develop detailed plans, but they still fail.
Tracking progress with the Bowler and A3 Defining the Bowling Chart The Bowling Chart, sometimes called a Bowler, is so-named because it resembles the scorecard used in bowling.
Of course, producing even this simple version takes a lot of planning and discipline. It typically includes: The metric chart visually displaying the problem A problem description A pareto chart that shows the top root causes A list of actions that will be taken to address the root causes, and The impact of those actions on the problem and a timeline for improvement.
It is short, sharp and intent on instant results. As a result, it is a very useful tool for keeping your teams focused and your plans on track. The most common ones are as follows: Lack of standards It is not uncommon to find that every team in every department is using a different definition for the metrics or projects they are tracking. Creating consistency is necessary to ensure data integrity. Data and political silos A Bowling Chart is often made up of different types of objectives, and the data to measure these objectives will be the responsibility of different people, with different agendas, using different systems.
Technical and political resistance must be overcome. A learning and continuous improvement culture needs to be encouraged. About the author Carolyn Gibson is a senior strategy advisor and certified Hoshin Kanri facilitator working with Fortune companies on building their Strategy Execution capabilities.
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