We partner with our clients to deploy, and cascade their strategy to drive alignment using Hoshin discipline using “catch-ball” discipline. Transformation efforts do not sustain gains achieved due to a lack of: leader’s “skin-in-the-game;” employee line of sight. 


Why do organizations fail to achieve their Strategic Vision?


Over the last 20 years, the great majority of CEOs single out execution of strategy as the prime reason.  While there are many reasons why execution fails, root cause analysis indicates that there is a lack of discipline by leaders to build ownership for the strategy and develop a line-of-sight for employees so that they know what they need to do to contribute to the organization’s success.    


Strategy embraces growth and transformation. Leadership and Strategy are core for our approach to Process Transformation.  


We partner with our clients through use of the Hoshin methodology using its “catch-ball” discipline to assist deployment, and help cascade strategy into the organization to achieve alignment    Catch-ball creates accountability and the “skin-in-the-game” that is needed to build leadership ownership for results as well as a sense of purpose for employees. 


Hoshin methods increase the probability that transformation will be successful and growth aspirations met.  It is comprised of 7 distinct elements that leaders use to initiate and challenge the organization to stretch, and strive to achieve the vision/mission and its strategic objectives.  It aligns strategic goals to daily management objectives.  


We deploy Hoshin in a series of 3-5, 2 to 3 day working sessions over a 12 to 16 week period.   The organization is tasked to complete assignments between working sessions.  We can partner across the enterprise, at the corporate level, with strategic business units, or individual departments.  


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