This document provides information about organizational clarity and strategy deployment. It includes links and summaries of books and resources on clarity, as well as descriptions of the five Ps (purpose, priorities, process, performance, problem solving). There are also explanations and examples of strategy deployment phases and tools, including developing a strategy deployment plan, gaining consensus through catchball, and key features like alignment, focus, consensus, execution, visual management and results.

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Have you taken
The Clarity Quiz?
www.clarityfirstquiz.com

3. Clarity First Summer Webinar Series
3
www.TKMG.com/webinars

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Clarity:
What it is
Why you need it
How to get it
www.clarityfirstbook.com
https://www.amazon.com/Clarity-
First-Organizations-Outstanding-
Performance/dp/1259837351

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6. Humility-Laced Comment and Questions
6
• Why do you think that is?
• What happens when we…?
• How do we know that?
• Tell me more about that.
• I don’t know….I’ll find out.
• I’m curious to learn…

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PURPOSE PRIORITIES PROCESS PERFORMANCE PROBLEM
SOLVING
PURSING ORGANIZATIONAL CLARITY:
THE FIVE P’S
www.clarityfirstbook.com

8. 8
PURPOSE PRIORITIES PROCESS PERFORMANCE PROBLEM
SOLVING
THE FIVE P’S

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WHY DO YOU DO WHAT YOU DO
9

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Why does why matter?

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Why does
why matter?

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“You do not invent a purpose; it
already exists.”
“…most companies…experience
mission drift”
— Robert Quinn and Anjan Thakor

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From Clarity First, Karen Martin, 2018, p. 36

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Purpose is
emotional

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Rediscovering Purpose
What?
What
problem does
it solve?
Why solve
this problem?

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Rediscovering Purpose
What?
Why?
Why?

17. 17
Purpose ≠ Profit.
Profit is a result of operating
with clear purpose.

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PURPOSE PRIORITIES PROCESS PERFORMANCE PROBLEM
SOLVING
THE FIVE P’S

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19
• A clear, focused,
disciplined, and deeply
engaging approach to
• achieving measurable
business goals that
• enable the organization
to realize its strategy and
• stay true to its purpose.
Strategy Deployment: Defined
Also known as
Hoshin Kanri
and hoshin
planning

20. Strategy Deployment: Purpose & Benefits
20
• To align everyone in the organization from leaders
to the frontlines
• To galvanize and unify limited resources to
achieve specific business objectives
• To develop and deeply engage the workforce,
and create commitment to a common direction
• To get faster, better, and longer-lasting results
• To maximize productivity and reduce the effects
of task switching

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Strategy Deployment requires a strategy to deploy.

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Where do
you want
to play?

23. Strategy Deployment = Problem Solving
23

24. Define the Measurable Gap
You Seek to Close
24
Where you are
Where you’d like or need to be
Problem = The Gap

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LEVEL 3 SCORECARD

26. Connecting Action with Purpose
26
Purpose •Why do you do
what you do?
Strategy •What do you
want to be?
Key
Performance
Indicators
•How will you
know if you’ve
achieved your
strategy?
Priorities
•What do you have
to do to achieve
your strategy? (This
fiscal year)
Key
Performance
Indicators
•How will you know
that you’ve
achieved your
priorities?

27. Strategy Deployment Phases
27
Phase 1
Lay the
foundation
Phase 2
SD Plan
development
Phase 3
Manage the
SD plan
Phase 4
Execute the
SD plan
Set the foundation
for SD
• Clear purpose
• Clear strategy
• Level 3 KPIs
(identify gaps)
• Survey all extra
effort
• Narrow &
prioritize
• Play catchball
• Finalize &
socialize the
plan
• Make the plan
visual
• Check the plan
frequently
• Correct course
and/or adjust
as needed
Get
measurable
results (close
gaps)

28. Task #1: 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
Task #2: Focus is essential.
Round 1 – Task switching. Alternate between tasks: letter, number, letter, number, etc.
Sentence:
Numbers:
The Productivity Loss with Task Switching
Round 2 – No task switching. Write the full sentence and then the numbers.
Sentence:
Numbers:

29. Strategy Deployment Plan Development
Pre-work
Gather lists of:
• All active projects and initiatives
• All stalled projects and initiatives
• All planned projects and initiatives
• All desired projects and initiatives
• All “stealth/rogue” projects and initiatives
29

30. 30
Must do
Eliminate
Maybe
Delay
1. List what you could do
Gain consensus
2. Categorize them
Gain consensus
3. Decide what you will do
Gain consensus
Label Four Flip Chart Pages & Hang on Wall
© 2017 The Karen Martin Group, Inc.

31. Step 4
Create Action
Plan for What
You Will Do
31
Must do
Eliminate
Maybe
Delay
© 2017 The Karen Martin Group, Inc.

32. Define the Measurable Gap
You Seek to Close
32
Where you are
Where you’d like or need to be
Problem = The Gap

33. 33
1. Increase sales 5%.
3. Achieve 10% profit.
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec IT Mktg Ops HR Bob Fin PE Pario
COM
Direct
CDs /
AMs
PD
Rec
PD
Mgmt
BMD SWS
2
3,500 units sold by 12/31/2013 through all channels
(approx. $700K)
X X X X X X X X X X X X Bob Dana 2 3 3 3 2 3 3 1 1 3 3 1 3
11 Develop & deliver training to top 50 Dealers X X X X X X Bob Rex/Tim 3 3 3
21 Revised course materials by 6/30/2013 X X X Bob Josh R? 2 3 3 2 2
5
Education: 1 school district spec'd/underperforming
COM distributor (25) by 12/31 valued at min $35K each
X X X X X X X X X X X X Howard Michael S 1 3 2 3 3
8
10 new dealers on board (net) ($500K per dealer this
year)
X X X X X X X X X X X X Howard Mike B 2 3
9
5 new distributors bringing $200K annual rev (& 5
terminated)
X X X X X X X X X X X X Howard Howard 1 1 1 2 3
17 10 projects spec'd by 12/31; $300K rev by 12/31 X X X X X X X X X X Howard Dana 1 3 3 3
29 20 by year-end X X X X X X X X X X X X Howard Mark H 2 3 3 3
32 TBD X X X Howard Howard
33 TBD X X X X X X X X X Howard Howard
10
Useful reporting and metrics are established and in
place
X X Jim Randall 3 1 1 1 1 1 1
30 TBD X X X X X Jim Josh 3
31 TBD X X X X X X Jim Josh 1 1 1 3 1 1 1 1 1 1 1 1 1 1
25 TBD Jim Shannon 3 3 1 1 1 1 1
26 System 7.0's in place X X X Jim Randall 3 2 1 2 1
15
100% accurate payroll; 100% management satisfaction
at April mgmt. meeting
X X X Josh Phyllis 1 3
20
Internet task list is simplified and streamlined for
PDs then plan is rolled out to PDs
X X X X Michael M Michael M 2 3 2 3
22
Design Calculator is updated successfully and rolled
out
X X X Neall Matt D 3 1 1 3 2 2 3
24 Competitive Analysis complete and distributed for use X X X Neall Dana 2 3 3 3 3 3 3
1 Design changed to solve delam issue long-term X X X X X Susan David R 3 2 3
12
30 parts sourced in U.S.; completed plan for managing
China-sourced parts
X X X X X X Susan Shannon 3 3 2 2
13
Warehouse laid out; kanban revised; Syspro
implemented
X X X Susan Shannon 3
14 Lay out complete; equipment installed X X X Susan David R 3 3
X = Planned
2013 Priorities
2013 Goals & Objectives
4. Improve morale (metric TBD).
2. Achieve 50% gross margin. Created: 01-14-13
Revised:
Level of Effort/Involvement Required
Priority Goal or Measurable Objective Exec Owner
Plan review dates:
Tactical
Owner
● = Actual
< Company Name >
Contentremovedforconfidentiality
Modified Strategy Deployment Annual Plan

34. Catchball
Gaining consensus and
commitment to
the plan
34

35. Strategy Deployment: Key Features
35
• Alignment through linking business goals to strategy and
purpose
• Focus through narrowing and intense prioritization
• Consensus through catchball
• Disciplined execution through proper capacity planning,
progress checks, and problem solving
• Clarity of status through visual management
• Certainty of results through ongoing measurement
• Capability building and sustainability of results through
robust problem solving

36. Develop the Draft Strategy Deployment Plan
36
Date created:
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec IT Mktg Ops HR CEO Fin PE QC COM AM PD JD BD SWS
1 2 3 3 3 2 3 3 1 1 3 3 1 3
2 2 3 3 1 3 3
3 2 3 3 2 2
4 1 3 1 2 3 3 3
5 2 3 2
6 1 1 1 2 3
7 1 3 3 3
8 2 1
9 3 2
10 2 1 3 3 3
13 3 1 1 2 1 1 1
14 2 3
15 1 1 1 3 1 1 1 1 1 1 1 1 1 1
2018 Hoshin Plan
Client Name
Level of Effort/Involvement RequiredStrategic Initiative
(framed as problem to be solved)
Notes
Exec
Owner
● = Actual CompletionX = Actual Start
From/To Metrics
%
Complete
Status
(Red/Green)
Plan Review Dates:
Tactical
Owner

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www.clarityfirstbook.com
What could you
accomplish with
greater clarity?