Anders Melander is an associate professor in business administration at Jönköping International Business School. Anders researches and teaches strategic change, business development and strategy work. He has extensive experience in business development and action-based research, especially in collaboration with small and medium-sized companies.

David Andersson has worked with strategic development for two decades in the role of leader and consultant, both professionally and as a volunteer. His focus is on creating an ability to change. Over the past five years, David has worked together with researchers at Jönköping University on developing effective methods for strategic development processes.

Fredrik Elgh is a professor of product development at the School of Engineering, Jönköping University. Fredrik has held various management positions in the area of education and research for more than a decade. He has a great deal of experience of research and development work in close collaboration with the industry, and he has worked actively with Hoshin Kanri for five years.

Fredrik Fjellstedt has a bachelor's degree in business administration and economics with a focus on strategy and leadership. Fredrik has over ten years of experience with regard to lean thinking, leadership development and Hoshin Kanri at Toyota. He is the first person outside of Japan to become a Master Trainer in Toyota's eight-stage problem-solving method, and he has coached over 1,500 leaders. Today, Fredrik works as a consultant with a focus on Hoshin Kanri.

Malin Löfving has a PhD in production strategy and works as a project manager at Träcentrum Nässjö Kompetensutveckling AB. Malin has previously researched manufacturing strategies and taught at the School of Engineering, Jönköping University.

1 WHY WORK WITH STRATEGY ACCORDING TO HOSHIN KANRI? 2 HOW DO YOU RECOGNIZE A HOSHIN KANRI ORGANIZATION? 3 ARE YOU AND YOUR ORGANIZATION READY? 4 STRATEGY FOR INTRODUCING HOSHIN KANRI 5 HOSHIN IN HOSHIN KANRI 6 KANRI IN HOSHIN KANRI 7 EXTENDED DISCUSSION AND ANALYTICAL TOOLS 8 Some concluding remarks