I wrote recently about how important it is to know your 'True North'. Having a crystal-clear picture of what you as an organisation stand for, is the single most important thing you can agree on. When you apply that practice to strategic planning and alignment, what you have is Hoshin Kanri.
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The majority of businesses that produce a software product choose to sell their wares by having the most features, or as I've most commonly heard it put; the 'richest feature set'. Businesses like this will court new clients only to find that winning that particular deal comes with a catch.
That awesome quote is attributed to Peter Drucker; a man of many skills and one who's wisdom I have an enormous amount of respect for. Like all great ideas though, it's a little too abstract to be of practical use without some extra thought and effort.
Without the extra effort, these ideas will inevitably be abused by people in support of their own agendas. It's not their fault of course, we all do that. In this case, I see more and more that we are starting to miss the point in an attempt to measure everything.
I sat in a presentation once in which the topic of discussion was mission statements and vision statements. I've got to be honest, I still don't think there's much difference. As a matter of fact, a lot of time seems to be spent talking about what the actual difference is. It's kinda confusing.
Most companies have them though. Do you know yours? Maybe you do, maybe you don't but let me ask you this. Does it have any effect at all, on your day-to-day activities? Do you use it to help focus critical decision making? Not in my experience. Not even once.