For companies to be competitive, leaders must engage people at all levels in order to focus their energy and enable them to apply lean principles to everything they do. Strategy deployment, called hoshin kanri by Toyota and also known as policy deployment, has proven to be the most effective process for meeting this ongoing challenge. In his book, Getting the Right Things Done, Pascal Dennis outlines the nuts and bolts of strategy deployment, answering two tough questions that ultimately can make or break a company’s lean transformation: What kind of planning system is required to inspire meaningful company-wide continuous improvement? How might we change existing mental models that do not support a culture of continuous improvement?