The New Year Has Already Begun!

Planning efforts for 2025 should begin immediately. Planning ahead makes it possible to set smart targets, build consensus, organize resources efficiently and bring to life long-term strategies that are realistic and executable.

In addition, by starting early, you gain time to adjust plans, identify possible risks and develop solutions for the unexpected. It also provides a broader view of the competitive landscape, allowing us to anticipate market trends and technological developments.

In the world of lean management, the planning logic presupposes a deeper and more careful dive into the details of the management process involved. This means knowing not only “when” to start planning, but above all “how” to align current decisions with future demands, ensuring that we are ready to face challenges in a proactive and structured way.

This process is known as “hoshin kanri” or "strategy deployment". It is a refined planning approach that is quite different from more traditional models. “Hoshin kanri” directly connects long-term goals to daily activities, ensuring that everyone in the organization is aligned and working toward the same objectives.

More than just setting targets, this process allows for continuous adjustment and learning along the way, ensuring that the strategy does not stay on paper but is executed in a practical and measurable way. It is a powerful way to turn vision into action, creating a culture of continuous improvement and sustainable results.

The central principle of this management process is that planning for the next period means not only creating a plan, but ensuring that it is executed effectively throughout the company. The goal is to align all areas, from the strategic level to day-to-day operations, so that every action, deadline and target is met in an integrated way.

This involves connecting all functions, positions and activities in a continuous flow of information that cuts across both hierarchical levels and departments. With this more complete alignment, the company operates as a cohesive organism, where everyone works in sync to achieve the same objectives, ensuring consistency and success at every stage.

For all this to work, preparing a detailed, complete and well-aligned “hoshin” cannot begin at the end of the year, let alone at the beginning of the next. When that happens, it is already too late. Efforts to manage strategy need to go far beyond a quick, superficial action carried out within the "four walls" of the offices.

Nor should the “hoshin” be the exclusive responsibility of top leadership, or be driven by a small group focused only on spreadsheets and numbers. To be effective, the process must involve the entire organization, ensuring that decisions are made with a broad, collaborative perspective that accurately reflects reality at all levels of the company.

It must be the fruit of the interaction dynamics that involve the entire organization, grounded in the careful building of intermediate consensus. This planning mindset must encompass all organizational flows, integrating not only the guidelines that come from the top down but, above all, the contributions that emerge from the bottom up. It is the construction of a collective, participatory plan that ensures all voices are heard and aligned toward the same “true north”.

Considering these premises, it becomes possible not only to devise a robust strategic plan but, above all, to ensure that it is widely understood and becomes more tangible for everyone. From the assistant to the president, in every department, sector and function, the plan must be accessible, ensuring that everyone is aligned and feels able to contribute to achieving it.

A fundamental part of this process is defining purposes, objectives and targets clearly, with precise and achievable indicators. It is not enough just to set numbers. They must accurately represent the processes that need to be improved or adjusted, always with the aim of eliminating waste and increasing the value generated. These indicators should reflect the most important and urgent changes, focusing on what needs to be done now, without creating conflicts between departments or people. In this way, the company moves forward in an aligned and harmonious manner.

In short, success in 2025 starts now. Planning ahead, grounded in the principles of “hoshin kanri”, is an approach that goes beyond simply defining objectives. It demands a broad, collaborative view, involving the entire organization in building a viable path. With precise indicators and alignment at all levels, this strategy makes it possible to eliminate waste and maximize added value, ensuring that the company is prepared to face challenges competitively.

The urgency of this process cannot be underestimated. The time to act is now. Starting planning early ensures the time needed for adjustments, risk prevention and effective execution of the established targets. It is not just about creating a plan, but about ensuring that it is understood and executed by everyone, in all areas and levels of the company.

Mobilize your team, set priorities and start planning immediately. Building a successful future for 2025 depends on the decisions and actions taken today. Excellence starts now.