This week is Lean series week at Beyond Lean. The blog posts will center around strategy deployment (or Hoshin Kanri). Justin Tomac, Chad Walters, Karen Wilhelm and Tony Ferraro will be guest blogging. This will give you different perspectives from on strategy deployment all right here at Beyond Lean.
Today’s post is from Chad Walters. Chad is a Lean consultant and owner of Lean Blitz Consulting in Augusta, Georgia, a firm focused on continuous improvement for small businesses and sports organizations. He has run projects for the Atlanta Braves, the Salvation Army, Automatic Data Processing (ADP), Eaton Corporation, The Dannon Company, and the South Bend Silver Hawks among other companies. He has been practicing Lean and continuous improvement for over eight years, is a Six Sigma Black Belt certified by the American Society for Quality, and received his MBA from Indiana University’s Kelley School of Business, where he was a member of the Kelley MBA Sports & Entertainment Academy. You can follow Chad on Twitter @LeanBlitz.
One of the great features of genuine hoshin thinking is focusing on the future and big picture goals while moving away from some of the negative focus on resource constraints. With hoshin kanri, we set a destination, and based on our current location determine the proper path to follow to achieve our destination. Worrying about what we’re not allowed to do is what keeps us from reaching for what is genuinely possible to achieve.
While I have been labeled a “devotee of lean management” in a recent article by a baseball writer (and I most definitely am) I absolutely love creative marketing. One of my favorite and most influential books I’ve read is Marketing Outrageously by Jon Spoelstra. He is the former President of the NBA’s New Jersey Nets and General Manager of the Portland Trail Blazers among other influential positions, but he is a marketing savant when it comes to driving revenue growth through creative marketing.
The following is a passage from Marketing Outrageously that has stuck with me ever since I first read the pages. Spoelstra shows that a top-down hoshin-like “What’s it gonna take to do this?” approach can have an energizing effect on a team.
In the late 1980s I was general manager of the Portland Trail Blazers. Even though I didn’t have the authority to draft or trade players I could call meetings with those who did. I assembled the coaches and plaer personnel managers and asked the question, “What’s it gonna take to win the championship this year?”
Logically, it was a foolish question. This was the era when Magic Johnson and Kareem Abdul-Jabbar were leading the Los Angeles Lakers to regular championships. When the Lakers didn’t win, Larry Bird and the Boston Celtics did. Lining up to cut in on the Lakers and Celtics were Michael Jordan and the Chicago Bulls. So how stupid was my question, “What’s it going to take to win the NBA championship this year?”
On paper we didn’t have a chance; in our minds, less than no chance. We were, however, a pretty good team. We had won fifty-three games the year before. Considering all this, I wanted us to think beyond what we had.
The player personnel people took the question as an insult. I could hear them thinking, “Who does this marketing guy think he is?” They fumed and grumbled for a while.
I asked the question again. “What’s it going to take to win a championship this year?”
Silence. Finally, John Wetzel, an assistant coach, said, “One thing we need to do is really improve our outside shooting. We need some guy that can come off the bench and really fill it up.”
“Two shooters,” said Rick Adelman, another assistant. “When we get to the playoffs, we can’t run our fast break as much, and the middle gets clogged up. We need two reliable shooters coming off the bench.”
We talked for two hours. Head coach Mike Shuler was enthusiastic, salivating over the thought of somehow acquiring two bona fide outside shooters. We made a list of players who might be available. We came away from the meeting with assignments for each of us to start making inquiries with other teams.
Later, Rick Adelman told me, “I’ve been in a lot of player personnel meetings over the years, and this was the best. We actually talked about winning a championship and what that would take.”
Did I think we had a chance to win the championship this year? Not really. But I knew we had no chance to improve unless we set the target higher than what was comfortable.
Sports teams that are a mish-mash of talented players that aren’t cohesive or working together generally don’t win championships. Companies don’t consistently “luck into success” – it takes an overarching end goal and a strategic plan to get there.
So why did this meeting change the mindset of the franchise? The leader set a high goal to achieve – win a championship – and instead of saying “now go do it” to his subordinates he asked what does the team need in order to achieve it? He didn’t talk about constraints or resources, he just wanted to know what was needed in order to create a championship team.
Now that the team’s genuine needs for winning a championship were identified, the load fell on everyone’s shoulders to procure those resources, whether it was outside shooters or additional money or anything else. However, the organization was aligned to this one goal and clearly it drove motivation because all were now pulling in the same direction. If they needed to eliminate resource constraints by finding more money, they would hire more ticket sellers.
By using a hoshin kanri approach the focus for the Portland Trail Blazers changed from “here’s why we can’t” to “What is it going to take?”