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Our Approach to Strategic Planning — Master Planning
Experience | Approach
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MPI has integrated the best of two planning systems into a powerful tool called Master Planning.
For over a decade, we had been using and refining one of the first and best of these systems — an import from Japan called Hoshin Kanri. In essence, Hoshin Kanri is a way of making dramatic improvements in an organization in a short time. 
In the US, Hewlett-Packard, Motorola and others pioneered the use of Hoshin Kanri — powerfully integrating planning and management — as part of the quality revolution. It incorporates an intense, goal-driven focus on metrics and measurement, an emphasis on the voice of the customer, and alignment of the organization through deployment, catchball and visual communication processes that concentrate resources on breakthrough strategies.
Then, in the mid-1990s, Robert S. Kaplan and David P. Norton, in a series of seminal articles for the Harvard Business Review, developed
a system of organization management called the Balanced Scorecard. The interest those articles sparked led to their business bestseller,
The Balanced Scorecard: Translating Strategy into Action, published
in 1996.
The Balanced Scorecard is a management and measurement system that helps managers at all levels monitor results in their key areas. There’s nothing new about using key measurements to take the pulse of an organization. What’s new is that balanced Scorecard broadens the scope beyond the usual financial measures to include three additional measurement areas:
- Financial performance,
- Customer knowledge,
- Internal business processes, and
- Learning and growth.
MPI has taken the best of these planning systems to create Master Planning™.
