What if your top leaders and their top priorities were aligned?
Identify the vital key issues which will enable your company to become the most successful organization in its domain, clarify the interrelationships between the vital key issues for success and align your entire management team.
- Identify the vital key issues which will enable your company to become the most successful organization in its domain.
- Clarify the interrelationships between the vital key issues.
- Align the entire management group on the steps to be executed to become the most successful organization in its domain.
Each member of the management group to fully participate in the Clarity Experience to:
- Ensure all vital key issues are considered;
- Develop a clear sense of ownership by each member of the management group;
- Reduce/eliminate the resistance to change.
- Identify the vital key enablers / issues that will allow your organization to achieve its objectives.
- The interrelationship process: a system to determine the linkage of each activity.
- Clarity! A list of the vital key issues and the linkage of each activity. This establishes a strategic plan that, when executed, creates the most successful organization in its domain.
- Alignment! Each participant understands vital key issues and the linkage of each activity and is committed to the proper execution of the vital key issues revealed in the Clarity Experience
A Brief History of The Clarity Experience and Why it is so Effective
The Clarity Experience Origins
Marshall Thurber’s Clarity Experience was put together by MetaQuality founder, Marshall Thurber. It has its roots in the Japanese Hoshin, a strategic planning process that is virtually unknown outside of Japan.
Marshall went to Japan to research the Hoshin, and then combined what he learned with his mastery of Superlearning Technologies, the Dialogue vs. Discussion process, and his comprehensive background with both Dr. R. Buckminster Fuller and Dr. Deming. It resulted in the most powerful strategic planning tool available – the Clarity Experience.
The Hoshin evolved in Japan, growing out of the work of American quality pioneer Dr. W. Edwards Deming.
The Hoshin (in Japanese, HO=Method, and SHIN=Shiny Metal Star Showing Direction, like a compass needle) is the first step major Japanese organizations take before undertaking any new initiatives, be it building a new plant, designing new products and services, hiring personnel, preparing a marketing or sales campaign, etc.
How the Hoshin works
The Hoshin is Japan’s primary tool for discovering the vital key sequenced steps needed for an organization to become the leader in its domain. In essence, it is one of their top “Secret Weapons” in achieving business/quality leadership, as it simply and elegantly surfaces all the vital key issues that need to be addressed, totally aligning, unifying, and energizing the whole organization to achieve it’s stated aim(s).
The Clarity Experience
Speed is the new currency of business and the Hoshin approach is too slow. The Clarity Experience introduces the concepts of “Time Stacking” and “Real Time feedback loops” to dramatically shorten cycle times.
The result: a simultaneous integration of all the issues surfaced during the Clarity Experience and a strategy to reach the organization’s aims, with the greatest efficiency (minimum waste) and maximum impact (focusing on the vital few rather than the trivial many) in the shortest possible cycle time.
Three Phases of Clarity
Knowing something either by perception or by means of information.
Awareness of the vision would mean knowing of the existence of the vision, by having read or heard of a presentation of the vision, and being able to summarize it.
To comprehend the nature and significance of something.
Understanding of the vision would mean being able to discuss in a meaningful manner, i.e. the reasons for having it, how it is being used, the impact on the organization, and the *theory behind it.
To be of one opinion about something and commit to act in accordance with that opinion; that is, personal actions/decisions are in harmony with the opinion.
To be clear with the vision means you are then able to establish appropriate strategies, tactics and milestones that, when implemented, actualize the vision.