Agne Nainyte on Strategy deployment with Hoshin KanriDigital Transformation | Process Excellence | Women EmpowermentSome time ago
Who doesn't dream about working in a market place where competition is irrelevant?
Blue Ocean strategy model developed by W. Chan Kim & Renee Mauborgne focus exactly on this topic. Creating "blue oceans" which are uncontested markets where new customer demands are satisfied instead of focusing to beat the competition, called "red ocean".
So how can business leaders create those attractive "blue oceans"? In the book you can find the four actions framework which tells you what to do:
1. REDUCE. Which factors should be reduced well below the industry's standard?
2. CREATE. Which factors should be created that the industry has never offered?
3. RAISE. Which factors should be raised well above the industry's standard?
4. ELIMINATE. Which of the factors that the industry takes for granted should be eliminated?
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Be the first to commentAgne Nainyte on Strategy deployment with Hoshin KanriDigital Transformation | Process Excellence | Women EmpowermentSome time ago
In this vastly changing world it's sometimes hard for organizations to imagine having a long-term (e.g. 3 years) plan. Some would simply say that it doesn't make sense in their business to think so far ahead.
Well, Amdi Krogh who is currently leading Maersk North Europe Operations office would argue with you for a bit.
Why? Because in 2017 there were similar discussions within Amdi's leadership team, but today after the 3-year breakthrough plan is implemented and shown its impressive results, doubts are gone.
It is an immense pleasure to share with you a story written by Amdi on how Maersk North Europe Operations organization implemented their 3-year breakthrough business plan based on Hoshin Kanri principles.
As an initiator of this plan, I am extremely pleased to see the business results which would have not been possible without hard work of the whole North Europe Operations organization always supported by the dedicated management and leadership teams!
https://nainyte.com/maersk-hoshin-kanri/
True transformation requires a true mindset shift. The Maersk NEULOC story - Nainyte.com
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Agne Nainyte on Strategy deployment with Hoshin KanriDigital Transformation | Process Excellence | Women EmpowermentSome time ago
It's December! The time for reflection and set-up of new objectives.
While I like the concept of noting down your New Year's resolutions, too often I hear vaguely defined sentences, which I doubt help people to achieve more.
I believe that New Year's resolutions shouldn't be a long list of actions you want to do, but rather a few personal breakthroughs which will stretch you.
With my experience of using Hoshin Kanri model in business, I wrote a blog post on how to define meaningful New Year resolutions which I think could drive personal breakthroughs.
https://nainyte.com/how-to-write-meaningful-new-year-resolutions/
How to write meaningful New Year Resolutions - Nainyte.com
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Agne Nainyte on Strategy deployment with Hoshin KanriDigital Transformation | Process Excellence | Women EmpowermentSome time ago
An interesting read about how change is changing by BCG based on their experience in driving organizational transformations.
I especially liked their insights about 5 different strategies to drive change:
📍A planned itinerary - clear goals and steps on how to get there.
📍A river crossing - a clear goal, but a path is unknown.
📍A hill-climbing - means for change are clear, but not the goal.
📍Scouting and wandering - neither the goals, neither the means are clear, but you want to find the next business breakthrough.
📍Escape the swamp - a clear need to change fast and substantially.
Most transformation programs will require a combination of these strategies and leaders need to assess well in which situations a certain strategy fits the most.
https://www.bcg.com/publications/2019/science-organizational-change.aspx?utm_medium=Email&utm_source=esp&utm_campaign=w20s&utm_description=top10&utm_topic=science_change&utm_geo=global&utm_content=201908Q3&utm_usertoken=045febd53a515df8d10fc2064ae6dbc09b498361&redir=true&_lrsc=db917965-8451-4f52-acc2-bf91ebcaaaaa&source=Elevate&medium=LinkedIn
The Science of Organizational Change
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