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O Hoshin Kanri como ferramenta de alinhamento e execução estratégica: o caso da Marinha Portuguesa
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Numa conjuntura composta por cada vez mais competição, incerteza, surpresa e orientação para os resultados, as organizações, sejam elas públicas ou privadas, tendem a voltar-se para a gestão estratégica por forma a atingir a sua missão com eficácia. Para tal, é necessário que todas as pessoas integradas nas organizações entendam a estratégia corporativa e trabalhem no mesmo sentido para dar resposta aos desafios diários. Neste sentido, surgem ferramentas de gestão e planeamento estratégico e que elevam a comunicação, como é o caso do Balanced Scorecard. A Marinha Portuguesa, organização alvo do nosso caso de estudo, também adotou esta ferramenta para que fosse possível reduzir a lacuna entre a formulação da sua estratégia e a sua execução pois existiam problemas de ligação. No sentido de instrumentalizar esta ferramenta, o alinhamento estratégico é fundamental para a execução estratégica e é neste âmbito que surge o Hoshin Kanri. Aplicado primeiramente ao alinhamento vertical, este estudo pretende fazer a aplicação desta metodologia ao alinhamento horizontal por forma a ter uma visão integrada dos elementos estratégicos provindos dos setores da Marinha e perceber que eventuais benefícios se poderão obter desta aplicação. Assim, procedeu-se à criação de várias matrizes que dão um caráter único à organização e disposição da estratégia. Com o nosso estudo, concluiu-se que as matrizes finais conseguiam integrar ambos os alinhamentos numa só folha que contribui para uma visão panorâmica da estratégia, houve uma maior atenção a certos elementos como iniciativas estratégicas, que se encontrou uma ferramenta que acaba por permitir realizar diferentes análises consoante as necessidades desta organização, realçou o impacto que as ações dos setores poderão vir a ter no que respeita à estratégia corporativa planeada e permitiu ações de correção em relação à estratégia.
In an environment of increasing competition, uncertainty, surprise, and results orientation, organizations, whether public or private, tend to turn to strategic management to achieve their mission effectively. This requires that all people in organizations understand the corporate strategy and work in the same direction to solve daily challenges. In this sense, there are management tools and strategic planning that increase communication, such as the Balanced Scorecard. The Portuguese Navy, the target organization of our case study, also adopted this tool so that it was possible to reduce the gap between the formulation of its strategy and its execution because there were connection problems between them. In order to instrumentalize this tool, strategic alignment is fundamental for strategic execution and this is where Hoshin Kanri emerges. First applied to vertical alignment, this study intends to apply this methodology to horizontal alignment in order to have an integrated view of the strategic elements coming from the Navy sectors and to realize the benefits that can be obtained from this application. Thus, several matrices were created that gives a unique character to the organization and disposition of the strategy. With our study, it was concluded that the final matrices were able to integrate both alignments in a single sheet that contributes to a panoramic view of the strategy, there was a greater attention to certain elements such as strategic initiatives, we found a tool that allows to perform different analyzes according to the needs of this organization, highlighted the impact that the actions of the sectors may have on the planned corporate strategy and allowed for corrective actions in relation to the strategy
In an environment of increasing competition, uncertainty, surprise, and results orientation, organizations, whether public or private, tend to turn to strategic management to achieve their mission effectively. This requires that all people in organizations understand the corporate strategy and work in the same direction to solve daily challenges. In this sense, there are management tools and strategic planning that increase communication, such as the Balanced Scorecard. The Portuguese Navy, the target organization of our case study, also adopted this tool so that it was possible to reduce the gap between the formulation of its strategy and its execution because there were connection problems between them. In order to instrumentalize this tool, strategic alignment is fundamental for strategic execution and this is where Hoshin Kanri emerges. First applied to vertical alignment, this study intends to apply this methodology to horizontal alignment in order to have an integrated view of the strategic elements coming from the Navy sectors and to realize the benefits that can be obtained from this application. Thus, several matrices were created that gives a unique character to the organization and disposition of the strategy. With our study, it was concluded that the final matrices were able to integrate both alignments in a single sheet that contributes to a panoramic view of the strategy, there was a greater attention to certain elements such as strategic initiatives, we found a tool that allows to perform different analyzes according to the needs of this organization, highlighted the impact that the actions of the sectors may have on the planned corporate strategy and allowed for corrective actions in relation to the strategy
Descrição
Dissertação de Mestrado em Estratégia
Palavras-chave
Gestão Estratégia Planeamento Estratégico Balanced Scorecard Execução Estratégica Alinhamento Estratégico Hoshin Kanri Strategic Management Strategic Planning Balanced Scorecard Strategic Execution Strategic Alignment Hoshin Kanri
Contexto Educativo
Citação
Editora
Instituto Superior de Ciências Sociais e Politicas