This is an executive team activity that spans over 6 to 10 weeks depending on the size of the team. It is not currently offered to individuals.
Compositional Hoshin inverts this architecture. Strategy does not begin with a declaration. It begins with observation — structured, disciplined, multi-perspective observation across seven categories that together represent the full landscape of forces acting on the organisation. Top Management Thinking captures what leadership expects and prioritises. Customer and Division Mission captures what customers and divisions actually need. Environment and Ecosystem captures what external forces are acting on the organisation. Vision captures what the organisation is building toward. Kaizen Issues captures what needs to improve at both the management and gemba levels. Capability captures what the organisation can actually do. Constraints captures what limits the organisation from doing what it intends.
Most strategy is declared from the top and cascaded downward. A senior leader or leadership team decides what matters, translates that decision into objectives, assigns targets, and pushes them through the organisation via catchball or X-matrices or some variant of hoshin kanri. The direction is fundamentally top-down, even when consultation softens the edges. The organisation aligns to what leadership has decided. And what leadership has decided is shaped by what leadership can see — which is always partial, always filtered by their position, always limited by the pattern of attention that years of experience has produced. The blind spots are not a failure of intelligence. They are a structural consequence of perspective. No individual, no matter how experienced, sees the whole system.
Each category generates observations — short, precise statements that capture a specific insight with enough structure to be combinable with insights from other categories.
Compositional Hoshin shares its intellectual DNA with Set-Based Concurrent Engineering. Both hold multiple inputs without premature convergence. Both allow evidence to drive combination rather than preference. Both resist the pressure to decide before the landscape is understood. The cognitive discipline is identical — which means the OAC Fellowship is training the same anti-premature-convergence muscle whether participants are building strategy or developing products. The domain changes. The thinking architecture transfers.