Check out our FREE Resources page – Download complimentary business frameworks, PowerPoint templates, whitepapers, and more.







Flevy Management Insights Q&A
How can Hoshin Kanri be adapted for rapidly changing industries where long-term planning is challenging?


This article provides a detailed response to: How can Hoshin Kanri be adapted for rapidly changing industries where long-term planning is challenging? For a comprehensive understanding of Hoshin Kanri, we also include relevant case studies for further reading and links to Hoshin Kanri best practice resources.

TLDR Adapting Hoshin Kanri for dynamic industries requires integrating Strategic Flexibility, enhancing Execution Agility, and implementing a Continuous Review Process to navigate market uncertainties effectively.

Reading time: 5 minutes


Hoshin Kanri, also known as Policy Deployment, is a methodological approach to Strategic Planning and Management that aligns an organization's functions and activities with its strategic objectives. Originating in Japan, it has been widely adopted across various industries for its systematic approach to ensure that strategic goals are effectively communicated and executed at every level of the organization. However, in rapidly changing industries, the traditional long-term planning models, including Hoshin Kanri, face challenges due to their relatively static nature. Adapting Hoshin Kanri for these environments requires flexibility, agility, and a continuous review process to remain relevant and effective.

Integrating Flexibility into Strategic Objectives

One of the core aspects of adapting Hoshin Kanri in rapidly changing industries is integrating flexibility into the strategic objectives. This involves setting broader strategic goals that allow for adaptation as the market or technology evolves. For instance, instead of setting a five-year goal to capture a specific market share percentage, an organization might aim to achieve a leading position in market innovation or customer satisfaction. These types of goals provide direction but do not lock the organization into a specific path that might become irrelevant or unachievable due to unforeseen industry changes.

Organizations can also adopt a rolling planning horizon, where strategic plans are continuously updated rather than being set in stone for a long period. This approach allows for adjustments based on current market conditions and emerging trends. For example, technology companies, especially in sectors like software or consumer electronics, often face rapid changes in consumer preferences and technological advancements. By adopting a rolling planning horizon, these organizations can adjust their strategies to capitalize on new opportunities or mitigate risks associated with technological obsolescence.

Furthermore, incorporating scenario planning into the Hoshin Kanri process can enhance an organization's ability to navigate uncertainty. Scenario planning involves developing a range of plausible futures and creating strategic responses for each. This method helps organizations to think ahead about potential market shifts and prepare flexible strategies that can be quickly deployed as the situation demands. It encourages a proactive rather than reactive approach to Strategic Planning, making it an invaluable tool in dynamic industries.

Learn more about Strategic Planning Scenario Planning Hoshin Kanri Customer Satisfaction

Are you familiar with Flevy? We are you shortcut to immediate value.
Flevy provides business best practices—the same as those produced by top-tier consulting firms and used by Fortune 100 companies. Our best practice business frameworks, financial models, and templates are of the same caliber as those produced by top-tier management consulting firms, like McKinsey, BCG, Bain, Deloitte, and Accenture. Most were developed by seasoned executives and consultants with 20+ years of experience.

Trusted by over 10,000+ Client Organizations
Since 2012, we have provided best practices to over 10,000 businesses and organizations of all sizes, from startups and small businesses to the Fortune 100, in over 130 countries.
AT&T GE Cisco Intel IBM Coke Dell Toyota HP Nike Samsung Microsoft Astrazeneca JP Morgan KPMG Walgreens Walmart 3M Kaiser Oracle SAP Google E&Y Volvo Bosch Merck Fedex Shell Amgen Eli Lilly Roche AIG Abbott Amazon PwC T-Mobile Broadcom Bayer Pearson Titleist ConEd Pfizer NTT Data Schwab

Enhancing Agility in Execution

Agility in execution is critical for adapting Hoshin Kanri to rapidly changing industries. This means breaking down strategic objectives into shorter-term goals and allowing teams the autonomy to adjust their tactics as needed. Agile project management methodologies, such as Scrum or Kanban, can be integrated into the Hoshin Kanri process to improve responsiveness. These methodologies focus on iterative development, where projects are broken down into small, manageable tasks that are continuously reviewed and adjusted based on feedback and changing conditions.

Empowering teams by decentralizing decision-making is another key aspect of enhancing agility. When teams on the front lines, who are often closest to the customers and market changes, are empowered to make decisions, they can respond more quickly to new information or shifts in the market. This approach requires a culture of trust and clear communication of strategic objectives so that all decisions are aligned with the organization's overall goals.

Regularly scheduled review sessions are essential to ensure that the organization remains on track to achieve its strategic objectives while adapting to new information or changes in the market. These sessions should not only assess progress towards goals but also evaluate the relevance of the goals themselves. In a rapidly changing industry, what was a relevant goal six months ago might no longer be applicable. For example, a sudden shift in consumer behavior due to external factors, such as regulatory changes or global events, may necessitate a reevaluation of the strategic goals and execution plans.

Learn more about Project Management Agile Consumer Behavior

Case Study: Adapting Hoshin Kanri in the Tech Industry

A real-world example of adapting Hoshin Kanri for a rapidly changing industry can be seen in a leading tech company. The organization set a strategic objective to become the market leader in innovation within its sector. Recognizing the fast-paced nature of the tech industry, the company adopted a flexible approach to its strategic planning. It established broad, adaptable goals and implemented a rolling planning process, where strategies were reviewed and adjusted quarterly based on the latest market trends and technological advancements.

To enhance agility in execution, the company adopted Scrum methodologies across its development teams, allowing for rapid iteration and adjustment based on user feedback and changing market demands. Decision-making was decentralized, with teams empowered to make tactical adjustments within the framework of the strategic objectives. This approach allowed the company to quickly pivot its strategies in response to the emergence of new technologies and competitive threats, maintaining its position at the forefront of innovation.

Regular strategic review sessions were held to ensure alignment between the evolving market conditions and the company's strategic objectives. These sessions facilitated a dynamic approach to strategy development, where objectives could be refined or redefined based on the latest industry insights. This case study demonstrates how Hoshin Kanri can be adapted to maintain strategic focus while allowing for the flexibility and agility needed in rapidly changing industries.

Adapting Hoshin Kanri for rapidly changing industries involves integrating flexibility into strategic objectives, enhancing agility in execution, and maintaining a continuous review process. By adopting these practices, organizations can ensure that their strategic planning processes are robust enough to navigate the uncertainties of dynamic markets, while still providing clear direction and alignment across the organization.

Learn more about Strategy Development

Best Practices in Hoshin Kanri

Here are best practices relevant to Hoshin Kanri from the Flevy Marketplace. View all our Hoshin Kanri materials here.

Did you know?
The average daily rate of a McKinsey consultant is $6,625 (not including expenses). The average price of a Flevy document is $65.

Explore all of our best practices in: Hoshin Kanri

Hoshin Kanri Case Studies

For a practical understanding of Hoshin Kanri, take a look at these case studies.

Global Expansion Strategy for Cosmetic Brand in Asian Markets

Scenario: A renowned cosmetic brand facing stagnation in its traditional markets is looking to implement a hoshin kanri approach to navigate the complexities of expanding into the burgeoning Asian beauty market.

Read Full Case Study

Operational Excellence Strategy for a Boutique Hotel Chain

Scenario: A boutique hotel chain is grappling with operational inefficiencies and a declining guest satisfaction score, utilizing Hoshin Planning to address these strategic challenges.

Read Full Case Study

Ecommerce Policy Deployment Optimization Initiative

Scenario: An ecommerce firm specializing in bespoke furniture has seen a rapid expansion in market demand, leading to a 200% increase in product range and a similarly scaled growth in workforce.

Read Full Case Study

Revitalizing Hoshin Kanri for Operational Efficiency

Scenario: A global manufacturing firm has been struggling with operational inefficiencies linked to its Hoshin Kanri strategic planning process.

Read Full Case Study

Policy Deployment Optimization for Growing Electronics Manufacturer

Scenario: A fast-growing electronics manufacturing company in Asia is struggling with effective policy deployment despite having robust policy guidelines.

Read Full Case Study

Policy Deployment Enhancement in Life Sciences

Scenario: The organization is a mid-sized biotechnology company specializing in the development of novel therapeutics.

Read Full Case Study

Explore all Flevy Management Case Studies

Related Questions

Here are our additional questions you may be interested in.

How is artificial intelligence (AI) influencing the execution and monitoring of Hoshin Planning?
AI is revolutionizing Hoshin Planning by leveraging predictive analytics for strategic execution, enhancing real-time monitoring and performance management, and facilitating adaptive learning for continuous improvement, making organizations more agile and effective in achieving strategic goals. [Read full explanation]
What role does organizational culture play in the successful adoption of Hoshin Kanri, and how can resistance to change be managed?
Organizational culture is crucial for the successful adoption of Hoshin Kanri, emphasizing the need for transparency, continuous improvement, and employee engagement, while managing resistance to change involves clear communication, involvement, and adequate support to align with strategic objectives. [Read full explanation]
How does Hoshin Kanri complement or conflict with other strategic planning methodologies like OKRs (Objectives and Key Results)?
Hoshin Kanri and OKRs complement each other in aligning long-term Strategic Planning with short-term goals through mutual focus on alignment, execution, and measurable outcomes, despite potential conflicts in cultural underpinnings and review cycles. [Read full explanation]
What metrics or KPIs are most effective in measuring the success of Hoshin Kanri implementation?
The success of Hoshin Kanri implementation is best measured through KPIs and metrics that track strategic alignment, employee engagement, and process efficiency, reflecting the achievement of strategic goals, workforce commitment, and operational improvements. [Read full explanation]
In the context of increasing emphasis on sustainability, how can Hoshin Kanri be used to align organizational goals with environmental and social governance (ESG) objectives?
Hoshin Kanri facilitates the integration of ESG objectives into organizational strategic goals through structured planning, leadership engagement, and operationalization, enhancing long-term business success and sustainability. [Read full explanation]
How is artificial intelligence being integrated into the Hoshin Kanri process to predict and align strategic objectives more accurately?
AI integration into the Hoshin Kanri process significantly evolves Strategic Planning by improving predictive capabilities, automating data analysis, and enabling dynamic strategic alignment, offering a competitive edge in modern business. [Read full explanation]

Source: Executive Q&A: Hoshin Kanri Questions, Flevy Management Insights, 2024


Flevy is the world's largest knowledge base of best practices.


Leverage the Experience of Experts.

Find documents of the same caliber as those used by top-tier consulting firms, like McKinsey, BCG, Bain, Deloitte, Accenture.

Download Immediately and Use.

Our PowerPoint presentations, Excel workbooks, and Word documents are completely customizable, including rebrandable.

Save Time, Effort, and Money.

Save yourself and your employees countless hours. Use that time to work on more value-added and fulfilling activities.




Read Customer Testimonials



Download our FREE Strategy & Transformation Framework Templates

Download our free compilation of 50+ Strategy & Transformation slides and templates. Frameworks include McKinsey 7-S Strategy Model, Balanced Scorecard, Disruptive Innovation, BCG Experience Curve, and many more.