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Executive alignment is conducted either on‑site or online, depending on the needs of the organization. Our team uses a combination of experience, structured inquiry, AI‑supported analysis, and a curated knowledge base to understand the organization’s context, challenges, and objectives. This allows the initial alignment process to be intentionally designed for your company rather than applied as a standard model.
OW64 is used as a supporting tool in a manner similar to Hoshin Kanri, a strategic alignment approach that connects long‑term intent with daily execution. Strategic priorities are translated into clear focus areas, and alignment is strengthened through catchball—a disciplined dialogue where intent is shared, refined, and agreed upon across leadership levels. This process ensures that goals are not merely cascaded, but understood, owned, and realistically connected to daily leadership behavior.
Progress is established before we disengage from the executive alignment phase. Each executive leader is expected to develop consistent leadership routines and a disciplined daily reflection and diary practice aligned with the Harada Method. Learning is considered adequate only when leaders demonstrate personal ownership through daily practice, reflection, and follow‑through, ensuring alignment is sustained through behavior rather than intention alone.
Leaders engage in development either individually or as part of a leadership team. Participation may follow the Harada Method or the integrated Harada‑Lean certification pathway, depending on organizational goals and leadership maturity. In both cases, the focus is on developing personal discipline, ownership, and the ability to lead continuous improvement through daily practice.
The core development period spans three months and includes regular one‑to‑one coaching. During this time, leaders establish and refine their personal routines, apply disciplined daily PDCA (Plan‑Do‑Check‑Act) cycles, and deepen their reflection practices. This is followed by an additional month focused on reporting and consolidation, where leaders document their routines, learning, and outcomes to demonstrate sustained practice.
The development cycle concludes with a Hero’s Journey report‑out, where leaders present their experience to other Harada coaches and peers. This structured reflection captures the challenges faced, habits developed, lessons learned, and leadership growth achieved through the process. The report‑out reinforces learning, builds shared understanding across the coaching community, and confirms that development has translated into meaningful behavioral change.
Every organization is different in structure and context, yet people share common needs. Leaders and teams seek clarity of direction, confidence in their ability to improve, and a practical way to translate intent into daily action. The initial pilot addresses these needs by jointly selecting a focused area where disciplined practice and leadership engagement can clearly demonstrate success.
Engagement during the pilot is tailored to what makes the most sense for the organization, whether remote, on‑site, or a combination of both. Learning occurs through application rather than instruction alone. Leaders and teams are taught while doing—applying the Harada Method to real work, reflecting daily, and adjusting through PDCA so understanding develops through experience.
Clear deliverables are defined at the outset and are expected to be met before pilot completion. These include:
Integration focuses on embedding the Harada Method into existing leadership, learning, and improvement systems so it becomes part of how the organization operates—rather than a separate initiative.
The Harada Method is mapped deliberately to current leadership routines, Lean practices, performance management, and learning structures. Rather than replacing what already works, the method strengthens and clarifies existing processes by reinforcing daily reflection, ownership, and disciplined follow‑through.
Leaders who have completed development and pilot phases become the primary drivers of integration. They model daily practice, coach others, and apply the Harada Method within their teams. This peer‑led expansion builds credibility and accelerates adoption without reliance on external facilitation.
Integration is sustained through consistent leadership routines. Daily reflection, weekly check‑ins, and regular PDCA cycles are established as normal leadership behaviors. Where appropriate, OW64 may be used to support visibility and accountability, without replacing leadership judgment or conversation.
Progress is reviewed through practical demonstration rather than metrics alone. Leaders are expected to show how the method is being applied, how learning is captured, and how improvements are sustained. Regular reflection and peer review ensure the method continues to evolve within the organization’s context.
As integration stabilizes, responsibility transitions fully to internal leaders and coaches. External involvement reduces as internal capability increases, confirming that the Harada Method is embedded, understood, and owned by the organization.
Internal capability is developed by intentionally preparing leaders and selected individuals to sustain and scale the Harada Method within the organization. OW64 is used as a supporting tool to reinforce daily reflection, disciplined routines, and PDCA cycles, providing visibility without replacing leadership judgment or conversation.
The OW64 app is configured to align with each organization’s context, priorities, and existing systems. This may include customizing routines, reflection prompts, reporting views, and cadence to support leadership behaviors that matter most to the company. Leaders and internal coaches learn how to use OW64 as a practical aid for coaching, learning, and accountability—ensuring the tool serves the method, not the other way around.
As internal capability matures, internal leaders assume full responsibility for sustaining practice and continuous improvement. OW64 supports this transition by enabling consistent use of daily diaries, PDCA tracking, and shared learning across teams and time zones. Over time, the organization owns both the discipline of the Harada Method and the configuration of OW64, ensuring learning and improvement remain embedded long after external support has ended.
OW64 Support is provided through structured service agreements designed to reinforce disciplined practice and learning as leaders progress through the Harada and Harada‑Lean certification pathways. These agreements enable on‑demand access to experienced coaches who support reflection, PDCA cycles, and the consistent use of daily routines within OW64.
Participants in certification programs are supported as they apply the Harada Method in real work. On‑demand coaching focuses on sense‑making, habit formation, and problem clarification rather than instruction or oversight. This ensures OW64 is used as a learning aid that strengthens ownership and accountability without creating reliance on external direction.
Support continues for newly certified coaches as they begin coaching others. OW64 provides a shared structure for reflection, reporting, and peer learning, while on‑demand coaching offers guidance as new coaches develop confidence and consistency in their practice. This combination helps ensure certification translates into sustained capability and effective internal coaching.