The conditions in which Hoshin Planning is practiced today are somewhat different than those in which the method was developed during the 1950s. There is better and more broadly distributed understanding of statistical process improvement principles and practices in today's organizations. Executives seem to rotate in and out of organizations with more frequency. Organizational structures are often more fluid and open. People have greater expectations for stimulation and growth from their work and demand more information about, and participation in, their company's direction. Markets change faster. Organizations merge and acquire more. Technology is central to everything. We have to consider this modern, more complex environment in order to apply Hoshin Planning well today. This book picks up where Hoshin "How-To" books sometimes leave off and provides practical ideas and tools for overcoming some of the messier obstacles faced by today's executives and planning professionals when they conduct their strategic planning: working with unions, planning during an acquisition, dealing with measurement fatigue. Boisvert faces these and other issues head-on and with a candid, practical, and compassionate eye.