What it is for: Hoshin-style annual alignment is a planning method that translates a long-term outcome into a few annual priorities that every team can see and support. You leave with a one-page annual plan showing the long-term outcome, a few priorities with owners and measures, agreed dependencies between teams and a review rhythm.
Who it helps: Leadership groups and team leads whose long-term strategy feels distant from the year's work, or who keep finding conflicts too late.
When to use it
Your organisation has a long-term strategy but teams cannot see how their year connects to it.
Too many priorities compete and nothing gets finished.
Teams depend on each other and keep discovering conflicts late.
How to use it
Restate the three to five year outcome in one sentence.
Propose three to five annual priorities, each written as a result.
Give each priority an owner and one or two simple measures.
Let teams respond with what they can give and what they need, then negotiate dependencies.
Set monthly and quarterly reviews and publish everything on one page.
Tip: Hold the line at three to five priorities; the method fails when everything is a priority.
Credits and sources: Original Tiremesù worksheet and wording. Method credit: hoshin kanri, Japanese management practice. Further reading: Lean Enterprise Institute https://www.lean.org/the-lean-post/articles/how-hoshin-kanri-aligns-your-key-organizational-systems/
Full guide and film:https://www.tiremesu.com/guides/hoshin-style-annual-alignment
