Each company probably would have strategized targets to achieve on annually. In Starwood they are know as Big 5’s. Big 5’s are tactical targets that support the company’s global initiatives and global objectives; normally a mixture of financial and non-financial but measurable targets. These targets ‘flow down’ from divisional presidents’ offices’ to area directors and down to general managers of individual hotels. The general manager’s targets in turn are supported by each senior team member’s Big 5’s. Members of the management (who are stakeholders of processes as well) evaluate whether Six Sigma can be used as a platform to achieve Big 5’s. If there’s no clear link, it’ll probably mean no buy-in from stakeholders.

When there’s no buy-in, Black Belts are told to look at the next item in the pipeline. This is to avoid the project ‘dying’ halfway.