From Vision to Execution with Mark Reich

Why do so many organizational strategies end up as posters on walls rather than driving real change? In this episode of Definitely Maybe Agile, hosts Dave Sharrock and Peter Maddison dive deep with former Toyota executive Mark Reich to examine how Toyota's legendary Hoshin Kanri system transforms strategic thinking into coordinated action.

Mark spent 23 years at Toyota, including seven years as General Manager of North American Strategy, and is now Chief Engineer Strategy at the Lean Enterprise Institute. He explains the fundamental differences between conventional strategic planning and Toyota's integrated management system that creates both vertical and horizontal alignment throughout the organization.

Video Chapters/Timestamps
0:00 Introduction and Guest Welcome
2:34 What is Hoshin Kanri?
4:58 Differences from Traditional Strategic Planning
8:14 Leading by Responsibility vs Authority
14:27 Tools for Cross-Functional Alignment
16:57 Vertical and Horizontal Alignment
19:59 The Role of Middle Management
23:35 Separating Strategy from Daily Management
27:15 Plan-Do-Check-Act in Practice
31:30 Key Takeaways and Closing

🎯 Key Takeaways:
Strategic alignment requires engaging the entire organization, not just executives
Leadership development happens when managers get responsibility beyond their authority
Middle management should be transformed into problem-solvers, not eliminated
Real improvement happens at the "gemba" where work actually occurs

📚 Books Mentioned:
"Managing Our Purpose" by Mark Reich
"The Machine That Changed the World" by James P. Womack
"Our Least Important Asset" by Peter Capelli

🎙️ About Definitely Maybe Agile:
A podcast exploring the complexities of adopting new ways of working at scale, hosted by Peter Maddison and Dave Sharrock.

💬 Share Your Thoughts:
What's your biggest challenge with strategy execution? Let us know in the comments!

📧 Contact: [email protected]

#LeanManagement #HoshinKanri #ToyotaProductionSystem #StrategyExecution #Leadership #OrganizationalDevelopment #MiddleManagement #ContinuousImprovement