| Event Profile | |
| Class/ Online | Classroom |
| Date | December 06 - 07, 2018 |
| Time | 9:00am to 5:00pm |
| Venue | Mandarin Orchard Singapore 333 Orchard Road Singapore 238867 |
| Fee | 7% GST will apply SGD 860.003 & above: SGD840.00 each For Member SGD 817 3 & above: SGD798 each |
| Note | Two tea breaks and buffet lunch will be served. Limited complimentary car parking coupons are available upon request. |
| Trainer | |
| Activity | |
How to Align the Whole Organisation for Success, both Horizontally and Vertically
To thrive in today’s hyper-changing and ultra-competitive VUCA (Volatility, Uncertainty, Complexity and Ambiguity) world, organisational alignment, agility and flexibility are critical to achieving high-performance results. Yet many organisations still utilise a rigid 3- to 5-Year Strategic Plan and accompanying ‘vertical’ management processes (KPIs, budget, performance management, etc) that are not only inflexible but actually create and reinforce performance-busting functional silos.
To overcome these challenges, we introduce you to a concept and methodology known as Hoshin Kanri, the Lean Thinking Way to developing and deploying strategic plans that are completely aligned both horizontally and vertically, using the Circular Planning model and Catchball concept. Hoshin Kanri gets the entire organisation thinking and acting as one, and is flexible and quickly adaptable to rapidly changing conditions, of critical importance in a competitive, VUCA environment.
The course will present a structured methodology to design and deploy an integrated, aligned and winning organisational strategic planning process using Hoshin Kanri concepts, techniques and tools.
To thrive in today’s hyper-changing and ultra-competitive VUCA (Volatility, Uncertainty, Complexity and Ambiguity) world, organisational alignment, agility and flexibility are critical to achieving high-performance results. Yet many organisations still utilise a rigid 3- to 5-Year Strategic Plan and accompanying ‘vertical’ management processes (KPIs, budget, performance management, etc) that are not only inflexible but actually create and reinforce performance-busting functional silos.
To overcome these challenges, we introduce you to a concept and methodology known as Hoshin Kanri, the Lean Thinking Way to developing and deploying strategic plans that are completely aligned both horizontally and vertically, using the Circular Planning model and Catchball concept. Hoshin Kanri gets the entire organisation thinking and acting as one, and is flexible and quickly adaptable to rapidly changing conditions, of critical importance in a competitive, VUCA environment.
The course will present a structured methodology to design and deploy an integrated, aligned and winning organisational strategic planning process using Hoshin Kanri concepts, techniques and tools.
Objective
The main objective of this course is to provide leaders with the proper thinking and methodologies that are essential to design and deploy a comprehensive, cohesive and coherent Strategic Plan using the Hoshin Kanri management process, providing them with a critical enabler to achieve their organisation’s long-term performance ambitions. Participants will be introduced to the entire suite of Hoshin Kanri elements, including Long-Term thinking, a strong sense of Purpose, Stakeholder Engagement, Collective Goal Setting, Horizontal Catch-balling, Circular Consensus, Cross-Functional KPI design and Strategic Sustainability. Using exercises and examples to reinforce critical concepts and implementation methods, trainees will learn to apply Hoshin Kanri techniques in a real-life case study which is used throughout the entire course.
Outline
- Introduction to Strategy and Strategic Thinking
A brief introduction of Strategy will be provided, along with an emphasis on Long-Term Thinking. The duality & challenges of strategy will be explored in terms of finding the right balance between long-term and short-term thinking. We will learn about the need to ‘change the lenses’ between Strategic, Tactical and Operational perspectives. The basic elements of a Strategic Plan will be presented, including Vision, Purpose, Goals, Objectives and Initiatives. Finally, we will understand the attributes and characteristics of a solid strategy, as well as pitfalls to avoid.
- Instilling the Habit of Hansei (Deep, Critical Reflection)
Methodologies to expose risks and reveal opportunities through intense self-reflection will be introduced. The output of the Hansei exercises helps us to develop or refine our Vision, Purpose and Value Proposition, the foundational elements of an excellent Strategic Plan.
- Stakeholder Engagement to Achieve Overall Success
The critical importance of Stakeholder Identification and Engagement will be emphasized. The Stakeholder Prioritisation Matrix will be introduced and participants will have the opportunity to apply their knowledge in a real-life case. It will be explained how to use the output of a Stakeholder Engagement exercise in the context of the overall strategic planning processs. Participants will learn the fine art of Nemawashi, or systematic consensus-building.
- Long-Term Goal-Setting
Following the establishment of the basic purpose, direction and key stakeholders, Long-Term Goals that address the long-term needs of the organisation are then identified. Teams will develop 3 to 5 Year Goals for the ongoing case study that, if achieved, will lead to attainment of the overall Vision. Goals will be examined for clarity, relevancy and depth as part of an inter-team critique.
- Horizontal Alignment using the Catch-Balling Technique
Based on the long-term Goals, Objectives will be identified which will break down the Goals into manageable pieces that can be accomplished in roughly one year. These Objectives must be developed Cross-Functionally to be effective, thus avoiding the typical silo-syndrome in most organisations. (Note: KPIs are not yet designated). Participants will learn how to achieve cross-functional alignment through the use of the Horizontal Cathballing method using a comprehensive real-case exercise, which features the Give and Take development of Objectives, Initiatives, Metrics and Supporting Function buy-off.
- Top-Bottom Engagement Using Circular Planning
In addition to Horizontal Alignment, Vertical Alignment is also critical to the successful deployment of a strategic plan. Many organisations put a lot of focus and energy on the ‘top-level’ planning but neglect the essential step of effectively engaging every level of the organisation in the planning process. This is where Top-Down meets Bottom-Up! Using the Circular Planning technique, each organisational layer provides input on the higher goals and is directly involved with establishing their own actions and targets that will contribute to the larger sense of success. The outcome is a fully engaged and informed organisation where every single employee knows the direction and understands clearly his/her contribution to the overall goals.
- Strategic Leadership and Sustainability
Unfortunately, many strategies end at the plan development stage and this is why many of them fail. This session will illustrate how the plans need to be deployed broadly, communicated clearly, reinforced frequently and sustained through a rigorous governance process. Pitfalls such as poor resource allocation and budgetary processes will be covered. The leadership behaviours essential to successfully deploying and maintaining a strategy (as well as poor leadership traits to avoid) will be covered here, and the characteristics of an effective strategic management governance framework will be introduced.
Who should attend
This course is aimed at Leadership, Middle Managers, Strategists, Business Development leads, Planners and Business Excellence leads, or anyone else who is involved in strategy development and deployment. The course is designed to be relevant to all kinds of industries, and across the private sector, government agencies and public institutions.
Testimonial
"Thank you for this great training, one of my best training ever had, your vivid examples; personal experience, sense of humor and team exercise is very helpful."
Jeff Tong, Manager - Dell
"It was a great master class and I enjoyed myself thoroughly."
Erik Wee, Quality Manager - Pan Pacific Hotels
"Thanks for your enthusiasm in bringing us through the workshop. We felt our passion as much as we felt yours".
Ong, Sing Chin, Director - NTUC Eldercare
Jeff Tong, Manager - Dell
"It was a great master class and I enjoyed myself thoroughly."
Erik Wee, Quality Manager - Pan Pacific Hotels
"Thanks for your enthusiasm in bringing us through the workshop. We felt our passion as much as we felt yours".
Ong, Sing Chin, Director - NTUC Eldercare
John S. Hamalian's Profile
John S. Hamalian is a Change Catalyst with over 20 years of experience at General Motors, Dell and his own business, specialising in Innovation, Change and Transformation, Digital-Age Management, Strategy, Team Development and Lean/Agile Thinking. With assignments based in the USA, China, Korea, India and Singapore, he has held 2 Asia-Pacific Director positions. John coaches and trains organisations on how to innovate and transform, and is a lecturer at various universities, a published writer on Management and an active speaker at conferences, global corporations and public agencies.
