3-06 Enterprise Strategic Planning

Enterprise Strategic Planning
Developing the organizations strategy and

deploying it throughout the organization
Aligning Strategy with Process Metrics

This is a process for ensuring alignment among the organizations
performance measures, strategic plans, improvement projects, and
budgets. The items in grey will be covered in session 7.
1.
Establish the organizations key goals
2.
Establish KPIs associated with the organizations key goals, and measure
performance in these
3.
Develop and deploy the enterprise strategy to the process level
4.
Establish process measures (if not already existing)
5.
Enterprise KPIs are then recalibrated and aligned with process-level

metrics
6.
Once the metrics are aligned at all levels, process improvement projects
can be identified
7.
Budget must be allocated aligned with the process improvements needed

to achieve the strategic goals. This is why it is critical to align the budgeting
process with the strategic planning process
BA 553: Business Process Management
Types of Strategic Planning
What is the Purpose of Strategic Planning?
Why Undertake Strategic Planning?
To identify and define strategic gaps and breakthrough goals

which the company is committed to achieving.
To focus and motivate all employees to achieve the changes

needed to achieve and sustain a leadership position in the
marketplace.
How do you Undertake Strategic Planning?
Option 1 The Traditional Approach: Management by Objectives
Option 2 Hoshin Planning Approach: proven to be more

successful than the traditional approach
The Importance of Employee Involvement
There are many methods for conducting strategic planning in organizations
In most cases, the strategic plans are developed by senior management, and
deployment only involves the higher management levels
Those at the lower levels of the organization are not involved in identifying their
strategic goals, and often are not even informed of the goals after they are
developed
This makes it difficult (or impossible) for employee actions to be aligned with the
organizations key goals
From: Dilbert - A Treasury Of Sunday Strips: Version 00 by Scott Adams, (Andrews McMeel Publishing 2000)
Hoshin: Definition
The word Hoshin is formed from two Chinese words - Ho

meaning method or form; and Shin meaning shiny metal
showing direction or compass
Combined together, it stands for methodology for strategic

direction setting
It is a management system that emphasizes customer focus,

process management, employee participation and knowledgebased decision making
Its aim is to align people, activities, and performance metrics,

from the highest to the lowest level in the organization, with
strategic priorities
Hoshin Planning at Texas Instruments
Improvements achieved at Texas Instruments Semiconductor

Group using Hoshin planning included:
Reduction in missed committed delivery dates by 75% in

one year.
Reduction of manufacturing cycle times by 60% in two

years.
Reduction in customer returns by 70% in two years.
Reduction in product defect levels by 65% over two years.
A significant increase in market share against some of the

toughest competitors in the world.
Characteristics of Hoshin Planning
Enables alignment of organizational goals with changes in the

external environment.
Identifies and communicates the vital few strategic gaps that

must be closed to achieve market leadership.
Provides a linking between annual objectives and strategic

priorities.
Enables measures of daily activity to be linked to measures of

strategic outcomes.
Introduction of Hoshin Planning in the U.S.
Hoshin Planning was first implemented in the United States in the

1980s by Hewlett-Packard
The success achieved using Hoshin Planning by Hewlett-Packard,

Intel Corporation, Texas Instruments and many other companies
has resulted in its increasing use by organizations seeking ways to
achieve high performance levels
Hoshin Planning was first developed in Japan and played essential

role in helping many companies achieve the coveted Deming prize
Hoshin Planning is one of many names given to this improved

strategic planning methodology. Others include management by
planning and key objectives planning
MBO vs. Hoshin Planning

MBO
Hoshin Planning
Deploys profit goals
Deploys voice of the customer
Focus on results
Focus on process
Quarterly management
Continuous management
Top-down communications only
Lower-level learning feeds back to top

of organization
Focus on individual behavior
Focus on system behavior
Individuals have little or no input to Catch-ball process enables input from

individuals to measures
their measures
Why Change From MBO?
Inconsistent with a participative or empowering work environment
People have no input to the measures theyre being evaluated

against
Inconsistent with a learning organization environment
No documentation of learning about why measures were not

achieved
No sharing of learning, either up the organization or across

functional boundaries
Inconsistent with process approach
No link between daily activities of employees and strategic goals
Addresses symptoms only - no examination of root causes to

discover and eliminate systemic problems
Focuses on results, not the process used to achieve them (no

understanding of why targets werent met)
10
Hoshin Planning and the Process Enterprise
Organizational success depends on the united efforts of all employees.
For employees to be partners in achieving organizational objectives, they

have to understand what the objectives are, why they are important, and
how they can help achieve them.
The traditional command and control style of management and a relatively

chaotic work environment result in employees not understanding the whole
of which they are a part.
This lack of systems thinking results in employees focusing on the tasks

they are assigned without an awareness of how their tasks relate to the
organizations objectives.
Organizations that involve the workforce in strategic planning create a

framework within which all employees can work together to optimize their
activities with the success of the whole organization in mind.
11
What Does Hoshin Planning Look Like?
Hoshin Planning deploys the voice of the customer, not just

profit goals.
Hoshin Planning deploys breakthrough strategies.
Hoshin Planning controls the means and methods, not just the
results.
Hoshin Planning is a continuous management process, not a

calendar-driven system.
Hoshin Planning emphasizes frequent reviews up and down

the organization.
Hoshin Planning is not tied to performance appraisals.
12
Hoshin Planning: Impact in the Trenches
Establishes priorities for local project planning and resource

allocation.
Demands active, bottom-up involvement in proposing budgets

and targets.
Resources are allocated to support plans for improvement,

not based on last year's budget.
Ensures corporate visibility at even a local level, since all

projects contribute to targets (aligning vectors).
Motivates all participating employees by making clear their

link to the core business and to customers - total involvement.
13
Hoshin Planning Benefits
Deploys the company vision/mission
Achieves breakthrough by aligning vectors
Provides a disciplined process to achieve total customer satisfaction
Integrates the activities of organizational groups
Enables company-wide participation in planning
Increases communication across departments
Provides a common language
Provides a systematic process for continuous process improvement
Increases flexibility and responsiveness to change
14
Hoshin Planning:
Factors that Contribute to Success
The company vision is aligned with customer needs.
One (and only one) business planning system is used.
The Hoshin Planning cycle is aligned with the budget cycle.
Resources (both people and $) are committed to implementing the

improvement plans.
Participation of all levels of the company, both in planning and in

setting targets (catch ball process).
Targets are set based upon an understanding of both how they will
be achieved and the limits of process and organizational
capabilities.
Management demonstrates a tangible commitment to open and

honest communication, on-going education, and meaningful
recognition.
15
A Strategy-Aligned Process Enterprise
Imagine an organization where the president communicates the vital few

strategic priorities, and every person participates in defining how his or her work
provides a measurable contribution
Imagine an organization where everybody knows the methods to follow to

guarantee that the organization will meet its objectives
Imagine an organization where employees integrate daily management with

contributions towards the long-term strategic priorities
Imagine an organization where each manager routinely communicates

deviations from plan to enable diagnosis and timely corrective action
Imagine an organization where the key business systems and organizational

design routinely adapt to changes in the environment
Imagine an organization where every employee understands and participates in

developing plans to improve performance by improving the work processes and
the organizational culture
Bechtell, M., The Management Compass: Steering the Organization Using Hoshin Planning,
New York: AMA Membership Publications, 1995
16
How to Conduct Hoshin Planning

Future Direction
Hoshin Management
(plot voyage)
All ports of call
Current Course
Next port of call
Functional Management
(set course and speed)
Daily Management (run the ship)
17
Management Roles in Hoshin Planning
Daily Management
Functional Management
Necessary activities for each department within the

organization to undertake in order to operate effectively.
Activities at the corporate level needed to achieve

company objectives for quality, cost, delivery, etc.
Hoshin Management (Hoshin Planning)
Coordination of corporate level activities to achieve the

president's annual policy and meet organizational longterm objectives.
18
The Seven Principles of Hoshin Planning

Participation by
all managers
Individual
initiative and
responsibility
Focus on
process
Catch ball
understanding
Focus on
root causes
No tie to
performance
appraisals
Quality
first
King, Bob, Hoshin Planning: The Developmental Approach, Methuen, MA: GOAL/QPC, 1989.
19
Hoshin Planning Principles Defined

Participation by all managers
Every manager is asked to give his/her input to the company's five-year

vision
Participation in planning helps create ownership and acceptance of the plan
Process gives top management valuable insights from lower organizational

levels, and often sufficient cause to adjust the plan
Individual initiative and responsibility
Managers are responsible for setting and evaluating their own personal
goals
The goals that are established are aligned with the goals of the rest of the
organization
Each manager knows what to expect of related functions in measurable

terms
Reduces the likelihood that unrealistic commitments will be made which

might negatively influence organizational performance
20
Hoshin Planning Principles Defined (Cont'd.)

Focus on root causes
As problems are identified, their root causes are sought
As root causes are identified and eliminated, the process is improved and
standardized, leading to a sustainable increase in process effectiveness
No tie to performance appraisals
The assumptions upon which Hoshin Planning is based is that system

performance is a function of the system and not the individual, and is thus
not tied to individual compensation
Quality first
Quality in the process is stressed over profit
The rationale is that profit will follow from emphasizing quality
Hoshin Planning is based upon the viewpoint that providing customer value
by means of quality is the basis for long-term success
21
Hoshin Planning Principles Defined (Cont'd.)

Catch ball
A communication analogy used to encourage open and accurate

exchange of ideas
In catch ball, information flows both vertically and horizontally, i.e.,

the receiver catching a communication tosses it back to the sender
to ensure correct interpretation and understanding
Focus on process
Monthly and yearly numerical targets are used to evaluate

processes
Factors which help the process better achieve the targets are
enforced
Factors which hinder the process are examined for elimination
22
The Hoshin Planning System
5-year vision
1-year plan
Plan
Presidents
annual
audit
Audit
Monthly
diagnosis
Execute
Deploy to
departments
Detailed
implementation
23
The Six Steps in Hoshin Planning

Step 1: The Five-year Vision
The five-year plan sets the strategy the organization will use to achieve
its long-term vision. It includes a few key objectives. A draft is created
by top management, and then all other managers provide input to the
plan. In this way, the plan is understood by all who will act on the plan.
The five-year plan is reviewed and adjusted, sometimes as often as
each year, to assure that it remains on target.
Step 2: The One-year Plan
Specific activities are outlined in the one-year plan. These activities
flow from the five-year plan based on feasibility, environment, customer
requirements, and past performance. The top activities are then
reviewed by various subjective and objective means to determine the
appropriate integrated plan of activities.
Step 3: Deployment to Departments
Measurable targets and methods are determined at this step.
Prioritization of plans is accomplished by methods which maximize
likelihood of success. Baseline measurements and expected goals are
put
in place
using standard charts.
BA 553: Business
Process
Management
24
The Six Steps in Hoshin Planning (Cont'd.)

Step 4: Execution
Simple tools are used at this step to provide detailed implementation
and contingency plans. Because the individuals doing the work are
putting the plan in place, they are being empowered to guide it to
completion. Employees are thus encouraged to take remedial action
when necessary based upon their own anticipation of contingencies.
Step 5: Monthly audit
Progress is assessed at this point to determine help and hindrances to
the process. Workers review the control charts for trends in quality,
cost, delivery and other key aspects. If necessary, problem diagnosis
takes place to determine and eliminate root causes.
Step 6: Presidents annual audit
This review of the previous year's results looks at target indicators of
the process effectiveness. The annual audit focuses greatly on the
processes, rather than the numerical targets. The purpose of the audit
is improvement of the previous year's results. The updated vision
and/or annual plan will incorporate the findings of this review.
25
Hoshin Planning Example

The following example is from a power generation
utility where the Professor led a project
Hoshin Planning Example
This module provides an overview of a training session that was

conducted by the Power Generation Division to help introduce
Hoshin Planning to key stakeholders and to initiate the Hoshin
Planning process.
The 60 participants in the training meeting included:

Division vice presidents
Corporate legal representatives
Corporate finance department representatives
Corporate human resource representatives
Management teams from all generation division plants
Front-line supervisors from selected departments
The trade union business manager
Trade union stewards
Plant planning group members
27
Meeting Purpose
To provide participants with an understanding of Hoshin

Planning principles and processes.
To understand the divisions strategic goals and establish

primary plant level hard and soft objectives.
To identify concerns of all stakeholders associated with

implementing Hoshin Planning.
To establish a top-level division Hoshin Planning

implementation process.
28
Meeting Agenda
Session 1 - Leadership Group Guidance
In this session, division vice presidents provide information on

the divisions strategic objectives and general guidance on the
areas in which they recommend power generation plant
objectives be established.
29
Meeting Agenda (Contd.)

Session 2 - Overview of Hoshin Planning
The objective of this session was to provide participants with a

general training on of the principles and process associated with
Hoshin planning and an understanding of the way in which process
management tools can be used to help in designing a plant level
Hoshin planning process.
Session 3 - Establishing Preliminary Hard and Soft Objectives
This session provided an opportunity for both plant working groups

to identify preliminary plant objectives and review these with
meeting participants.
30
Meeting Agenda (Contd.)

Session 4 - Designing a Hoshin Planning Process
This session provided participants with knowledge and skills

to support their Hoshin planning process design effort.
Session 5 - Working Groups to Establish Top-Level Hoshin

Planning Implementation Process
This session provided participants with the opportunity to get

started with their Hoshin planning process design effort.
31
Workshop Topics
Session Topic
A
0. Purpose and Agenda
1. Leadership Guidance
B
2. Hoshin Planning
3. Systems Diagram
4. P2DCA - The Learning Cycle
5. Understanding Organizational Capabilities
6. Seeing the Organization as a Network of Processes
7. Employee Interest in Participating in Process Improvement Efforts
8. Vision of the Future
C
9. Working Groups to Establish Preliminary Hard and Soft Objectives
D
10. Organizational Improvement Planning Overview
11. Deploying Key Objectives - Case Examples
12. Multi-level Learning Cycle
13. The Deming Improvement Cycle
14. Organizational Change Model
15. Planning Process Overview
16. Performance Indicators Case Example
E
17. Hoshin Planning Implementation Workshop Groups
32
Session 1: Leadership Group Guidance

Plant Vision
Develop and implement a quality improvement plan that will enable
our plant to become the best combustion turbine plant in the
country, recognized for its high employee morale, teamwork, and
unsurpassed customer satisfaction.
Business Priorities
Increase employee value
Increase plant asset value
Increase customer value
Increase shareholder value
33
Session 9: Establishing Preliminary

Hard and Soft Objectives
Plant Priorities
Employee safety
Protect the equipment
Generate megawatts
Environmental compliance
Plant Goals
Zero reportable accidents (hard)
Optimize availability (hard)
Optimize employee training (hard)
Change management style to reduce the level of fear in the
work environment (soft)
34
Session 11: Deploying Key Objectives Utility Case Example
Imagine you are a planning team for a power plant
Senior management has established a set of priorities for

improvement over the next year, using feedback from all types
of customers
One area needing improvement is the reliability of power to

ratepayers.
How do you move from this high level goal to establish

department objectives and specific targets for process
improvement teams?
35
Deploying Key Objectives:

Utility Case Example (Contd.)
Mid-term Plans
Short-term Plans
1. Achieve customer satisfaction
1. Improve the reliability of electric

service
2. Shape the environment
2. Strengthen effectiveness in dealing

with regulatory agencies
3. Strengthen organizational
effectiveness
3. Improve the Corporate Planning

process
4. Effectively utilize resources
4. Establish and achieve reliability

targets
36

President
Achieve customer satisfaction
Coordinating
Executive
Improve the reliability of electric service
Functional
Management
Reduce service unavailability
Department
Management
Reduce the duration of customer outages
First Line
Management
Reduce customer minutes interrupted

to 48.0 by 1989
Modify
distribution
substation
operations
Change
transmission
switching
priorities
Improve
field crew
response
times
others
others
others
Reduce
generation
forced
outages
Upgrade
equipment
and
facilities
37

Utility Division
(UD) Level
Power Plant
(PP) Level
Improvement
Spec
Reduce forced
outages
Integration
Improvement
Plan
(Plant 1)
Improvement
Plan
(Plant 2)
Additional
Plants
Improvement
Plan
(Plant 3)
Integration
Work Process
(WP) Level
Measures
amount of
equipment fixed
work orders
completed
Additional
WP's
Improvement
Spec
Improve
maintenance
Improvement
Spec
Improve
fuel supply
Improvement
Spec
Improvement
Plan
Improvement
Plan
Improvement
Plan
overtime costs
cost of expedited
parts
Etc.
Integration
Work Process
Improvement
Section (IS)
Level
Measure - EFOR
Measures
wait time for
parts
Additional
IS's
Improvement
Spec
Improve parts
availability
Improvement
Spec
Improve predictive maint.
Improvement
Spec
Improvement
Improvement
Improvement
# of times parts
not available
Etc.
Measures
# of parts in
warehouse
Implement
Improvement Plan
Parts
availability
Implement
Improvement Plan
Predictive
maintenance
Implement
Improvement Plan
correct min/max for

parts in material
management system
Etc.
38
Session 15: Planning Process Overview

Leadership Group
Plant Strategic
Planning Groups
Dave, Mark,
Dept. managers and some
represented workers
Buddy, Trudy
Identify plant objective categories
and preliminary objectives
(what and why)
Department
Managers
Department
Planning Groups
All Department
Employees
Department
managers and PTC's
Prepare information package,

communicate plant objectives
to departments
Meet to surface department
objectives, barriers, and
improvements needed to
achieve plant objectives
Sort out employee input using
process improvement tools,
identify high-leverage dept.
objectives, align with plant obj.
Support
Prepare department's
strategic plan as a draft
document
Review/comment on
departments
strategic plan
Review
Update department strategic

plan as needed, review
with Leadership Group
Finalize and issue departments
strategic plan
39
Session 16: Performance Indicators Case Example

Last Years Last Years Current Year
Measurement Area Objective
Actual Objective
Start Failures ( S.F.) *
Start Unreliability (GTUR) *
Start Unavailability (GTUA) *
Trips off-line (T.F.) *
Maintenance Outage Rate
Planned Outage Rate
Equipment Availability Factor
Heat Rate
Generation
Lost-time Accidents (Hours)
Medical Treatment Rate
First-aid Case Reductions
Vehicular Accident Rate
O&M Budget
Headcount
Outage Budget
Capital Budget
40
Session 17: Hoshin Planning Implementation

Deploying Goals to Department Objectives
Plant Objective
Operations Department Objectives
1. Zero reportable accidents
1.1
1.2
1.3
1.4
2. Optimize availability
2.1 Improve use of AMPS to input work requests

2.2 Improve use of available technology
2.3 Establish a committee to study trips and reliability
3. Optimize employee
training
3.1 Improve computer training

3.2 Establish training on new procedures
3.3 Provide plant experts to train others
4. Change style of
management to reduce
fear in the work
environment
4.1 Increase communications from management on

plant decision-making
Increase input to safety meetings

Reinforce clearance procedures
Improve housekeeping
Attend at all safety subcommittee meetings by team
representatives
41
Operations Department Objectives Linked

to Business Priorities and Plant Priorities
Legend
Business Priorities
Plant Priorities
+++
++
+
o
B1.
B2.
B3.
B4.
P1.
P2.
P3.
P4.
Strongly supports
Moderately supports
Mildly supports
Unrelated

42
Employee safety
Protect equipment
Generate megawatts
Hoshin Planning Implementation

Deploying Goals to Department Objectives
Plant Objective
Maintenance Department Objectives
1. Zero reportable accidents
1.1
1.2
1.3
1.4
1.5
2.1 Improve treatment of tools to keep in good order

2.2 Ensure right parts are available in the warehouse
2.3 Ensure training and manuals are available for any
new equipment installations
2.4 Improve use of software in maintenance process
3. Optimize employee training
3.1 Increase availability of hands-on training

3.2 Improve employee computer skills
3.3 Increase cooperation and provide cross-training
4. Change style of
management to reduce fear
in the work environment
4.1 Improve communications between works and

management
Increase input to safety meetings

Establish training on new clearance procedures
Reduce short cuts - use right tool for the right job
Re-evaluate safety incentives
Increase thinking of safety when planning jobs
43
Maintenance Department Objectives Linked

to Business Priorities and Plant Priorities
Legend
Business Priorities
Plant Priorities
+++
++
+
o
B1.
B2.
B3.
B4.
P1.
P2.
P3.
P4.
Strongly supports
Moderately supports
Mildly supports
Unrelated

Employee safety
Protect equipment
Generate megawatts
44
Input to One-Year Plan:

Admin Services Department Objective #2
Prepared by:
Date:
Fiscal year:
Plant:
Location/Dept:
Ray Vogel
2/10/2004
2004-05
Clark
Administrative Services
Objective:
Subobjective:
2.1 Analyze causes of every trip/failure to start event and
communicate results to plant team.
Performance measures:
Number of events by unit, cause, crew, and remedy
Number of unexplained events by unit and team
Number of corrective actions approved/completed
Situation (as is)
Trip and failure to start events are logged and reported. This data is not used
consistently in an organized process to identify and correct root causes, nor to
inform team members of their role in preventing future events.
Strategic plan for achieving 2004 objective:
Design a process for operations, maintenance, and administrative services to
cooperate in data gathering, analysis, reporting and corrective actions of all events.
45
Hoshin Planning Implementation

Deploying Soft Goals to Department Objectives
Commitment to Customer Satisfaction
Use of Systems Thinking
Process Improvement
Employee Involvement and Participation
Employee Training and Development
Plant and Systems-Level Measurement
Regular Quality Reviews and Assessments
46
Example Soft Goal Deployment

Commitment to Customer Satisfaction
Establish measures and measurement systems to help the plant develop the capability to
meet and exceed internal and external customer requirements
Use of Systems Thinking
Apply concepts of systems thinking to planning and measurement as well as

understanding basic plant work processes and system interfaces
Process Improvement
Focus on understanding and improving key plant processes - initial focus areas to be the
maintenance and fuel systems
Employee Involvement and Participation
Train Process Improvement Teams in systems thinking and process improvement, and will
be encouraged to participate in key improvement efforts
Employee Training and Development
Train employees and managers in Change Readiness, Customer Focus, Malcolm Baldrige
Award Criteria, Systems Thinking, Process Improvement, Leadership, Hoshin Planning
Plant and Systems-Level Measurement
Establish a plant-level measurement system focused on identifying how the plant is

operating against customer requirements, and how plant work processes are performing to
support overall plant efforts to meet customer requirements
Regular Quality Reviews and Assessments
Schedule regular sessions with all employees to review performance and status of goals
47

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3-06 Enterprise Strategic Planning

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Enterprise Strategic Planning

Developing the organizations strategy and

Aligning Strategy with Process Metrics

Establish the organizations key goals

Develop and deploy the enterprise strategy to the process level

Establish process measures (if not already existing)

Enterprise KPIs are then recalibrated and aligned with process-level

Budget must be allocated aligned with the process improvements needed

BA 553: Business Process Management

Types of Strategic Planning

What is the Purpose of Strategic Planning?

Why Undertake Strategic Planning?

To identify and define strategic gaps and breakthrough goals

To focus and motivate all employees to achieve the changes

How do you Undertake Strategic Planning?

Option 1 The Traditional Approach: Management by Objectives

Option 2 Hoshin Planning Approach: proven to be more

BA 553: Business Process Management

The Importance of Employee Involvement

There are many methods for conducting strategic planning in organizations

The word Hoshin is formed from two Chinese words - Ho

Combined together, it stands for methodology for strategic

It is a management system that emphasizes customer focus,

Its aim is to align people, activities, and performance metrics,

BA 553: Business Process Management

Hoshin Planning at Texas Instruments

Improvements achieved at Texas Instruments Semiconductor

Reduction in missed committed delivery dates by 75% in

Reduction of manufacturing cycle times by 60% in two

Reduction in customer returns by 70% in two years.

Reduction in product defect levels by 65% over two years.

A significant increase in market share against some of the

BA 553: Business Process Management

Characteristics of Hoshin Planning

Enables alignment of organizational goals with changes in the

Identifies and communicates the vital few strategic gaps that

Provides a linking between annual objectives and strategic

Enables measures of daily activity to be linked to measures of

BA 553: Business Process Management

Introduction of Hoshin Planning in the U.S.

Hoshin Planning was first implemented in the United States in the

The success achieved using Hoshin Planning by Hewlett-Packard,

Hoshin Planning was first developed in Japan and played essential

Hoshin Planning is one of many names given to this improved

BA 553: Business Process Management

MBO vs. Hoshin Planning

Deploys profit goals

Deploys voice of the customer

Top-down communications only

Lower-level learning feeds back to top

Focus on individual behavior

Focus on system behavior

Individuals have little or no input to Catch-ball process enables input from

BA 553: Business Process Management

Why Change From MBO?

Inconsistent with a participative or empowering work environment

People have no input to the measures theyre being evaluated

Inconsistent with a learning organization environment

No documentation of learning about why measures were not

No sharing of learning, either up the organization or across

Inconsistent with process approach

No link between daily activities of employees and strategic goals

Addresses symptoms only - no examination of root causes to