Lost in Translation: Making Strategic Planning Meaningful
Presenter: Kelly Frankson, MBA, Lean black belt, Vancouver Coastal Health
This case study will focus on the implementation of strategy deployment at Vancouver Coastal Health, an organization of 24,000 people who started introducing Lean in 2006.
The focus was initially very project-based but has since shifted towards cultural change. A huge piece of allowing this shift to happen was implementing a strategy deployment process incorporating concepts of Hoshin Kanri and Catchball. A case study will be introduced showing the process followed and the outcomes that resulted by formalizing the strategy deployment process within our Employee Engagement Team. A very useful template and engagement activity will be presented and lessons learned will be shared!
Learning objectives:
- Strategy deployment provides a vehicle for focusing an organization on key strategic priorities, aligning improvement efforts in all operations to these priorities
- It requires a culture shift from traditional strategic planning to one where priorities or problems are translated from one level of the organization to the next using a "catchball approach" which involves all levels of staff and leadership in an organization
- Strategy deployment maps can be used as an effective tool to initiate discussions with staff in order to help translate and align priorities to daily work
- The engagement of staff in the strategy deployment process and their participation in regular reviews is key to success
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