The Hoshin Kanri X-Matrix is a strategy deployment tool that helps businesses achieve goals over the short and long term. Hoshin Kanri is a method that seeks to bridge the gap between strategy and execution. Strategic objectives are clearly defined and the goals of every level of the organization are aligned. With everyone moving in the same direction, process coordination and decision-making ability are strengthened.
Component
Description
Implications
Examples
Strategic Objectives
The top-level goals or objectives of the organization.
Clearly define and prioritize strategic objectives that align with the organization’s vision and mission.
In terms of business executive responsibilities, strategy deployment is arguably the most crucial.
When executed correctly, strategy keeps an organization aligned and pointing in the right direction.
But it is easy to lose sight of longer-term objectives, especially in the face of day-to-day challenges that put a strain on resources.
Hoshin Kanri is a method that seeks to bridge the gap between strategy and execution.
Strategic objectives are clearly defined and the goals of every level of the organization are aligned.
With everyone moving in the same direction, process coordination and decision-making ability are strengthened.
Visualizing the Hoshin Kanri method
The Hoshin Kanri method is best visualized using an X-matrix.
The matrix illustrates objectives, targets, and actionable items and the relationship between short and long-term goals.
It also allows project teams to define ownership and facilitate cross-functional collaboration.
Each Hoshin Kanri X-Matrix is divided into four quadrants by a giant “X”:
Breakthrough objectives (bottom quadrant)
What are the key strategic objectives to be achieved in the next 3 to 5 years?
Annual objectives (left quadrant)
In this quadrant, list the short-term goals that will assist in achieving breakthrough objectives.
The design of the matrix allows the team to connect each annual goal to the breakthrough objective it supports.
Annual improvement opportunities and priorities (top quadrant)
What are the key priorities that must be established in the next 100 days to achieve annual objectives?
Executives must come together to brainstorm priorities.
They must also agree on how success will be measured and who will be accountable.
These details must then be placed on the far right-hand side of the matrix.
Metrics to measure and targets to improve (right quadrant)
What are the programs or initiatives that will get the organization to where it needs to be? This includes short and long term targets.
Interpreting the Hoshin Kanri X-Matrix
It’s important to reiterate that the matrix is essentially a one-page visual representation of objectives, measures, targets, programs, and action items.
Each of the four quadrants is interconnected and shows the degree of alignment between the different elements.
In each corner of the “X” where the four quadrants intersect, dots are placed to represent causal links or relationships between the elements.
Hoshin Kanri matrices also rely on a process called catchball, which is used to communicate and refine optimized goal cascades.
In some cases, the team must make a hard decision to omit any goal that is not likely to drive the vision forwards.
With the continual process of element addition, subtraction, or refinement, the elements of a powerful strategy start to reveal themselves naturally.
Hoshin Kanri X-Matrix vs. Balanced Scorecard
First proposed by accounting academic Robert Kaplan, the balanced scorecard is a management system that allows an organization to focus on big-picture strategic goals. The four perspectives of the balanced scorecard include financial, customer, business process, and organizational capacity. From there, according to the balanced scorecard, it’s possible to have a holistic view of the business.
Whereas the Hoshin Kanri X-Matrix seeks to bridge the gap between strategy and execution, the Balanced Scorecard allows an organization to focus on big-picture strategic goals through four perspectives:
The Hoshin Kanri X-Matrix is a strategy deployment tool that helps executives make aligned and purposeful decisions. It seeks to bridge the gap between strategy and execution.
The Hoshin Kanri X-Matrix has four quadrants: breakthrough adjectives, annual objectives, annual improvement opportunities and priorities, and metrics to measure and targets to improve. Causal links or relationships between each quadrant increase the alignment of related strategic elements.
The Hoshin Kanri X-Matrix advocates the continual refinement of objective goals. Teams that can make hard calls will be rewarded as a powerful strategy starts to reveal itself organically.
Key Highlights:
Hoshin Kanri X-Matrix Overview: The Hoshin Kanri X-Matrix is a strategy deployment tool that aligns organizational objectives, promotes coordinated action, and bridges the gap between strategy and execution. It uses an X-matrix to visualize objectives, measures, targets, and action items.
Understanding Hoshin Kanri:
Hoshin Kanri aims to align strategic objectives across all levels of the organization.
The method strengthens process coordination and decision-making by directing everyone toward the same goals.
Visualizing with the X-Matrix:
The Hoshin Kanri method is best visualized using an X-matrix.
The matrix is divided into four quadrants, representing breakthrough objectives, annual objectives, improvement priorities, and metrics/targets.
Interpreting the X-Matrix:
The X-matrix visually represents the relationship between objectives, measures, targets, and action items.
Dots at intersections of quadrants indicate causal links or relationships between elements.
Catchball is used to communicate and refine goal cascades.
Comparison with Balanced Scorecard:
The Balanced Scorecard focuses on strategic goals through financial, customer, internal processes, and learning and growth perspectives.
Hoshin Kanri X-Matrix bridges the gap between strategy and execution by aligning objectives and actions.
Key Takeaways:
Hoshin Kanri X-Matrix aids in making aligned decisions and connecting strategy with execution.
The matrix’s four quadrants enhance alignment and reveal causal relationships.
Continual refinement of objectives leads to a powerful, organic strategy.
The SFA matrix is a framework that helps businesses evaluate strategic options. Gerry Johnson and Kevan Scholes created the SFA matrix to help businesses evaluate their strategic options before committing. Evaluation of strategic opportunities is performed by considering three criteria that make up the SFA acronym: suitability, feasibility, and acceptability.
The Hoshin Kanri X-Matrix is a strategy deployment tool that helps businesses achieve goals over the short and long term. Hoshin Kanri is a method that seeks to bridge the gap between strategy and execution. Strategic objectives are clearly defined and the goals of every level of the organization are aligned. With everyone moving in the same direction, process coordination and decision-making ability are strengthened.
The Kepner-Tregoe matrix was created by management consultants Charles H. Kepner and Benjamin B. Tregoe in the 1960s, developed to help businesses navigate the decisions they make daily, the Kepner-Tregoe matrix is a root cause analysis used in organizational decision making.
The Eisenhower Matrix is a tool that helps businesses prioritize tasks based on their urgency and importance, named after Dwight D. Eisenhower, President of the United States from 1953 to 1961, the matrix helps businesses and individuals differentiate between the urgent and important to prevent urgent things (seemingly useful in the short-term) cannibalize important things (critical for long-term success).
An action priority matrix is a productivity tool that helps businesses prioritize certain tasks and objectives over others. The matrix itself is represented by four quadrants on a typical cartesian graph. These quadrants are plotted against the effort required to complete a task (x-axis) and the impact (benefit) that each task brings once completed (y-axis). This matrix helps assess what projects need to be undertaken and the potential impact for each.
The TOWS Matrix is an acronym for Threats, Opportunities, Weaknesses, and Strengths. The matrix is a variation on the SWOT Analysis, and it seeks to address criticisms of the SWOT Analysis regarding its inability to show relationships between the various categories.
The GE McKinsey Matrix was developed in the 1970s after General Electric asked its consultant McKinsey to develop a portfolio management model. This matrix is a strategy tool that provides guidance on how a corporation should prioritize its investments among its business units, leading to three possible scenarios: invest, protect, harvest, and divest.
In the 1970s, Bruce D. Henderson, founder of the Boston Consulting Group, came up with The Product Portfolio (aka BCG Matrix, or Growth-share Matrix), which would look at a successful business product portfolio based on potential growth and market shares. It divided products into four main categories: cash cows, pets (dogs), question marks, and stars.
In the FourWeekMBA growth matrix, you can apply growth for existing customers by tackling the same problems (gain mode). Or by tackling existing problems, for new customers (expand mode). Or by tackling new problems for existing customers (extend mode). Or perhaps by tackling whole new problems for new customers (reinvent mode).
You can use the Ansoff Matrix as a strategic framework to understand what growthstrategy is more suited based on the market context. Developed by mathematician and business manager Igor Ansoff, it assumes a growthstrategy can be derived by whether the market is new or existing, and the product is new or existing.
The Kraljic matrix is a framework that analyzes and classifies a company’s supplier base.
Kraljic’s matrix is used by purchasers to maximize supply security/minimize supply risk and reduce costs. In so doing, it encourages them to see procurement as a strategic activity and not one that is simply transactional.
The Kraljic matrix is divided into four quadrants based on varying degrees of supply risk and profit impact. Each quadrant defines a type of supply item and a strategy that reduces risk and cost. The quadrants encompass leverage items, bottleneck items, non-critical items, and strategic items.
The product-process matrix was introduced in two articles published in the Harvard Business Review in 1979. Developed by Robert H. Hayes and Steven C. Wheelwright, the matrix assesses the relationship between The stages of the product life cycle (from ideation to growth or decline) and The stages of the process (technological) life cycle.
The Mendelow stakeholder matrix is a framework used to analyze stakeholder attitudes and expectations and their potential impact on business decisions.
A requirements traceability matrix (RTM) is a vital part of the lifecycle of any embedded system, helping organizations ensure their products are safe and meet intended standards. While the matrix has long been associated with medicine, technology, and engineering, the approach works well for any project regardless of industry. A requirements traceability matrix is a tool used to identify and maintain the status of project requirements and deliverables.
The value/effort matrix is a feature prioritization model used to build effective product roadmaps. The value/effort matrix allows product managers to prioritize their product backlog using a confident, structured approach. The product team learns how to plan an effective roadmap, identify boundaries of work, and differentiate between needs and wants.
A decision matrix is a decision-making tool that evaluates and prioritizes a list of options. Decision matrices are useful when: A list of options must be trimmed to a single choice. A decision must be made based on several criteria. A list of criteria has been made manageable through the process of elimination.
The grand strategy matrix was created by American business theorist Paul Joseph DiMaggio in 1980. The matrix, which first appeared in the Strategic Management Journal, was initially used as a strategic option tool for managers. The grand strategy matrix helps organizations develop feasible alternative strategies based on their competitive position and the growth of their industry.
Gennaro is the creator of FourWeekMBA, which reached about four million business people, comprising C-level executives, investors, analysts, product managers, and aspiring digital entrepreneurs in 2022 alone | He is also Director of Sales for a high-tech scaleup in the AI Industry | In 2012, Gennaro earned an International MBA with emphasis on Corporate Finance and Business Strategy.
