This dissertation addresses the organisational challenges associated with the adoption of Hoshin Kanri, a strategic deployment methodology. To support its implementation, a diagnostic tool was developed to assess organisational readiness by evaluating foundational capabilities across three interdependent domains: technical systems (Monozukuri), human development (Hitozukuri) and process alignment (Kotozukuri). Designed and refined through its application at Company X, an organisation currently implementing Hoshin Kanri, the tool is structured around a comprehensive set of organisational routines that reflect critical enablers for effective strategy deployment. Its practical use allowed the identification of structural and behavioural gaps, leading to the formulation of targeted development actions. Based on the insights generated, a complementary model framework was created to support organisations in both the planning and execution phases of Hoshin Kanri, offering a step-by-step guide for capability development and strategic alignment. Results demonstrate that the proposed diagnostic tool not only provides a structured assessment of organisational readiness but also serves as a practical enabler of continuous improvement and coordination, facilitating more effective and resilient strategy implementation. More than just a tool or model, this work proposes a new way of thinking about strategy execution. It shows that real transformation depends not just on planning but on activating the routines and behaviours that make plans happen. By turning abstract concepts into concrete practices, this approach helps organisations transform their ambitions into results, fostering change that is more consistent, people-centred, and sustainable over time.