Many organisations set bold visions for the future, but turning those ambitions into reality is where the real challenge lies. It’s easy to get lost between strategy and execution as the grand plans crafted in boardrooms often fail to translate into the day-to-day decisions made on the ground. Before long, teams lose focus, and those once-inspiring goals end up collecting dust instead of driving meaningful change. This is where Hoshin Kanri comes in.

Think of it like one of those “connect-the-dots” puzzles from your childhood. At first, the page is just a scatter of dots with no clear image in sight. But once you start connecting them, a bigger picture gradually emerges. Hoshin Kanri works on the same principle—it helps connect the dots between your organisation’s high-level strategy and your team’s daily work so everyone sees how their contributions fit into the bigger picture.

For project managers, this framework is especially powerful. It bridges the gap between vision and execution by aligning strategy, operations, and continuous improvement. If you’ve gone through PMP training in Singapore, you’ll recognise the familiar emphasis on structure, alignment, and measurable outcomes, which are all central to how Hoshin Kanri works.

In this guide, we’ll explore what Hoshin Kanri is, how it benefits project managers, and how its principles can be applied to real-world projects.

What Does “Hoshin Kanri” Mean?

“Hoshin Kanri” is a Japanese term that roughly translates to “direction management” or “policy deployment.”

• Hoshin means “direction” or “policy.”
• Kanri means “management” or “control.”

Put together, it essentially asks: How do we manage our direction? At its core, Hoshin Kanri ensures that every part of an organisation is working towards the same strategic goals in harmony and in sync. It’s a continuous feedback loop where strategy flows from the top down, while insights and performance data flow from the bottom up.

This exchange, often called the “Catchball Process”, works like this:

1. Leadership defines and communicates strategic objectives.

2. Teams translate those goals into actionable plans tied to their daily operations.

3. Results and feedback move back up to the leadership level, prompting adjustments as needed.

Rather than being a one-time planning exercise, Hoshin Kanri functions as an ongoing cycle of planning, execution, review, and refinement. It’s ideal for organisations rolling out a company-wide strategy, but even project managers can leverage it to manage a team effectively by aligning efforts and keep everyone moving in the same direction.

How Hoshin Kanri Benefits Project Managers

Even if your organisation hasn’t officially adopted Hoshin Kanri, project managers can still borrow its principles to enhance alignment and execution.

Start by defining a clear project vision that connects with your organisation’s strategic direction. This becomes your “True North”—a guiding point for decision-making. Then, break this vision into specific, measurable objectives and map them into smaller initiatives.

You can visualise this alignment using simplified tools inspired by Hoshin Kanri, such as a mini X-Matrix. This helps identify which actions support which objectives, who’s responsible, and what success looks like.

Incorporating a “catchball” approach encourages collaboration and feedback between project teams and stakeholders. Combined with the Plan-Do-Check-Act (PDCA) cycle, this enables continuous improvement through iterative reviews and refinements.

Of course, challenges like limited authority or misaligned priorities can arise. But you can start small, such as by applying Hoshin Kanri thinking to a specific workflow, show measurable results, and build momentum from there. Over time, this disciplined yet flexible mindset transforms how projects are executed, fostering a culture of transparency, accountability, and shared ownership.

In many ways, adopting this mindset helps project managers think like mini-CEOs of their projects and connect vision to action and strategy to delivery.

An Overview of the Hoshin Kanri Matrix

The Hoshin Kanri Matrix (often represented as an “X-Matrix”) is the visual backbone of the entire method. It turns strategy into structure by mapping out objectives, initiatives, and responsibilities in a single, coherent view. It bridges high-level goals with daily execution by aligning strategic priorities (horizontally) with departments or teams (vertically). This leads to clarity, focus, and accountability.

Here are the key elements of the matrix:

• Vision and Long-Term Goals: The foundation of the matrix, defining where the organisation wants to be in 3–5 years—its “True North.”
• Breakthrough Objectives: Ambitious targets that push beyond current capabilities to achieve transformative results.
• Annual Objectives: Practical, time-bound goals derived from breakthrough objectives. These guide annual planning and performance metrics.
• Initiatives and Action Plans: Concrete steps that explain how to reach the objectives. They include timelines, owners, and KPIs.
• Catchball Process: The iterative exchange between teams and leadership to refine goals and ensure feasibility.
• Plan-Do-Check-Act (PDCA) Cycle: The continuous improvement loop that ensures adaptability through regular reviews.
• X-Matrix: A four-quadrant diagram showing the relationship between long-term goals, annual objectives, initiatives, and KPIs.
• Review and Accountability Structure: Scheduled evaluations at various levels (executive, departmental, team) to monitor progress and make data-driven adjustments.

Together, these elements form a closed-loop system that aligns every task and metric to the company’s vision. The matrix makes a strategy both visible and actionable.

The 7 Steps of Hoshin Kanri

Hoshin Kanri unfolds through a seven-step process that forms a continuous improvement cycle:

1. Define the Vision – Leadership sets the long-term direction, usually spanning three to five years, focusing on where the company wants to be.

2. Set Breakthrough Objectives – Identify high-impact goals that drive transformation and challenge the status quo.

3. Create Annual Objectives – Break those long-term goals into manageable, measurable yearly targets.

4. Develop Action Plans – Establish detailed plans outlining resources, timelines, and roles.

5. Deploy the Plans – Communicate strategies across the organisation so every team understands their contribution.

6. Measure and Monitor Progress – Track results using KPIs and performance reviews. Regular check-ins keep the strategy on course.

7. Adjust and Refine – Use performance data to identify gaps, refine tactics, and sustain continuous improvement.

For project managers, these steps mirror the structured approach seen in methodologies like Agile or Lean, but with a stronger emphasis on strategic alignment. In fact, teams familiar with DevOps training may find this process surprisingly relatable as the iterative feedback, collaboration, and improvement loops echo DevOps principles applied at the organisational level.

Pros and Cons of Hoshin Kanri

Like any framework, Hoshin Kanri has its strengths and limitations. Understanding both can help you decide whether it’s the right fit for your team or organisation.

Pros

• Clarity and Alignment: The matrix simplifies complex strategies into a single, visual roadmap that anyone can understand.
• Breaks Down Big-Picture Goals: It translates abstract strategic objectives into tangible actions and measurable outcomes.
• Accountability: The clear mapping of responsibilities ensures everyone knows who owns what, reducing confusion and overlap.
• Encourages Collaboration: The catchball process promotes dialogue and shared ownership, rather than one-way directives from management.

Cons

• Limited Scalability: The matrix can become cluttered if overloaded with too much information. For highly complex projects, methods like the Critical Path Method (CPM) may be more suitable.
• Restricted Depth: Hoshin Kanri typically focuses on four layers of specificity. If your project requires deeper decomposition, a Waterfall or Work Breakdown Structure (WBS) approach might work better.
• Static Representation: Because the matrix is a snapshot in time, it can struggle to accommodate rapidly changing strategies. Teams in volatile environments might prefer Agile methods for more flexibility.

Ultimately, Hoshin Kanri thrives in teams and organisations that value strategic consistency, clear communication, and disciplined execution.

Conclusion

Hoshin Kanri is a practical, proven way to ensure everyone in your organisation is rowing in the same direction. By aligning day-to-day activities with long-term strategy, it closes the gap between thinking big and achieving big. For project managers, the framework offers a structured yet adaptable way to connect their projects to broader organisational goals. Whether you’re managing a single project or guiding a portfolio, adopting Hoshin Kanri principles encourages transparency, collaboration, and continuous improvement.

Turn strategic plans into actionable success with BridgingMinds’ project management training courses. Our programs equip you with the frameworks and leadership skills to execute strategies like Hoshin Kanri effectively. Learn from certified instructors and learn alongside a community of professionals committed to driving meaningful results. Start your project management journey with BridgingMinds today and elevate your impact.