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Results found: 18

The implementation of this A4ManagementTools Chain spans several months.
. Step 1: Assess the organization and define a three-year development plan: A4000.EnterpriseGlobalAssessment.
. Step 2: Assess process management and compliance with minimum standards: A4010.CertificationReadinessAssessment.
. Step 3: Document the organizational structure and outline the path to future phases: A4044.OrganizationEvolutionBreakdown.
. Step 4: Strengthen the business plan: A4061.BusinessPlanStressTest.
. Step 5: Reorient the organization toward high-return investment activities: A4011.ROIFocus.
. Step 6: Reorient the organization toward core activities: A4016.CoreBusinessFocus.
. Step 7: Realign vision, mission, and business strategy: A4022.EnterpriseStrategy.
. Step 8: Define the upper-level strategic plan (roadmap): A4038.MasterPlan.
. Step 9: Ensure business continuity and response actions: A4020.BusinessContinuityActions.
. Step 10: Evaluate the quality of meetings: A4027.MeetingStressTest.
. Step 11: Organize macro business processes into an overview: A4031.EnterpriseProcessOverview.
. Step 12: Identify activities to anticipate to increase their impact: A4037.SpeedUpTimeToBenefit.
. Step 13: Transfer circulating value to organizational assets: A4043.TransferValueToAsset.
. Step 14: Foster complex decision-making: A4064.DecisionGrower.
. Step 15: Reorient the employee to the professional profile requirements: A4071.HumanCapitalReadiness.
. Step 16: Invite suppliers to self-assess and define a development plan: A4084.SupplierStressTest.
. Step 17: Eliminate unproductive activities: A4103.WrongActivitiesBlocker.

Go!

S100.A4000.EnterpriseGlobalAssessment

Global self-assessment of business management maturity.

To bring to life a concrete evolutionary plan for your organization, it is crucial to document existing value and have a long-term development plan to which the 80+ A4ManagementTools integrate.

This tool allows you to assess the management maturity level of your organization and define the next steps (from over 250 proposed actions) within a three-year path with annual reviews.

The results of this service:

  • Obtain an overall assessment of your organization.
  • Define a three-year development plan with annual reviews.
  • Consolidate existing organizational assets.
  • Align executives with the highest level of newly identified knowledge.
  • Integrate the needs of shareholders, the Board of Directors, and management.
  • Track and appreciate subsequent progress supported by evidence.
  • Document sound management practices and legal compliance.
  • Access all necessary elements to conduct internal audits.
  • Monitor annual progress through documented reviews.
Go!

A4010.CertificationReadinessAssessment

This tool enables the organization to prepare for an increasing number of certifications by proving compliance with minimum requirements.

Key Results Solved Problems
Obtain an assessment of one’s readiness for certification Poor monitoring of certification progress
Ensure regulatory compliance through continuous self-training Insufficient independent preparation for certifications
Orient to a three-year evolutionary development plan Difficulty getting staff to prepare for internal audits
Support the quality director, owners, and process managers Lack of internal self-assessment
Nonconformities systematically managed and resolved Difficulty relating activities to procedures (requirement for certification)
Appreciate progress supported by evidence Difficulty in transferring know-how to the organization
Document proper management practice and legal evidence  
Have adequate preparation to handle audits and certifications  
Go!

A4044.OrganizationEvolutionBreakdown

This tool enables the definition and monitoring of the evolutionary path to organizational maturity as well as the integration of new opportunities.

Key Results Solved Problems
Consolidating existing capabilities and responsibilities Lack of clarity on current functions
Clearly establishing authority, roles, and responsibilities Ineffective allocation of tasks and responsibilities
Harmonizing activities by eliminating overlaps Unsatisfactory interactions
Integrating over 10,000 decisions into a single tool Inadequate document management
Tracking your ten-year evolutionary roadmap and main chapters Organizational vision limited to the current year
Increasing the accountability of executives and managers Concentration of responsibilities at the top of the company
Planning reorganizations, successions, mergers, or acquisitions  
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A4061.BusinessPlanStressTest

This tool enables the consolidation of the business plan, highlighting and integrating critical aspects with multiple high-value elements.

Key Results Solved Problems
Significantly enhancing the business plan Excessive orientation towards favorable aspects (lack of self-criticism)
Drawing inspiration from over 50 best practices of excellence Presence of unresolved issues
Verifying that an activity is correctly dimensioned Need to consolidate decisions and integrate specific knowledge
Accelerating project development Difficulty in capturing the interest of decision-makers and investors
Convincingly communicating key project content Poor orientation towards self-entrepreneurship
Supporting projects through durable indicators  
Mobilizing executives and attracting investors  
Facing extraordinary events with solid decision-making bases  
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A4011.ROIFocus

This tool helps to examine one's initiatives, identify ineffective ones, and reallocate resources towards those with potential for exponential return on investment (ROI>10).

Key Results Solved Problems
Preferring initiatives with an exponential return on investment (ROI>10) Difficulty in focusing on profitable initiatives
Halting unprofitable initiatives (ROI<2), freeing up time and resources Challenges in early recognition of unsustainable activities
Reinvesting in high-value activities (ROI>2) Hesitation to abandon ineffective initiatives
Discovering activities with low investment and exponential impact Tendency to confuse what appears simple with what is right
Encouraging the team to increase the value generated by each activity  
Generating short-term value (reduced time to benefit)  
Objectively select the activities on which to concentrate  
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A4016.CoreBusinessFocus

This tool facilitates the conduct of a 4-hour session to identify expendable activities to focus on core business, making it one of the most effective and swift A4ManagementTools available.

Key Results Solved Problems
Focusing on core business and ceasing peripheral activities Tendency to consider everything critical
Defining strategic activities through targeted meetings Tendency to centralize activities and delegate marginal tasks
Halting superfluous activities Engaging in tasks far from the core business
Distinguishing unsustainable initiatives Willingness to manage every aspect
Reinvesting freed resources in higher-yield activities Tendency to fill every available moment
Guiding executives and managers towards strategic tasks More operational than strategic approach
Proactively filtering new initiatives Difficulty in eliminating non-essential activities
Increasing revenue per employee  
Go!

A4022.EnterpriseStrategy

This tool allows for outlining the overall strategy of the organization or significant projects, channeling resources and efforts, and bringing one's credo to life.

Key Results Solved Problems
Realigning vision, mission, key results, and strategy convincingly Difficulty in conveying the company vision at all levels
Guiding collaborators towards vision and mission Heterogeneous perception of the company’s identity
Clearly articulating the company strategy Misalignment of objectives
Formalizing key results and disseminating them at all levels Repeated need to reaffirm project and activity directions
Conveying the company’s beliefs to clients Weak sense of belonging to the organization
Mobilizing collaborators towards action Constant lack of resources and inefficiency
Attracting talent, clients, and strategic partners Obstacles in inspiring team members and attracting new talent

 

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A4027.MeetingStressTest

This tool allows to assess the meeting conducting techniques as well as establish improvement actions, inspired by multiple practical tips.

Key Results Solved Problems
Evaluating the effectiveness of meetings and establishing optimization actions Inclination to participate in unproductive meetings
Comparing meeting management methodologies with best practices Using meetings to carry on individual work
Identifying advancement opportunities based on specific suggestions Distraction or disinterest of some participants
Developing a progressive plan to improve meeting quality Feeling of restlessness
Guiding participants towards value creation Cognitive overload of some participants
Striving to make meetings increasingly executive Absence of a clear responsible person for the session
Decreasing the frequency of meetings  
Using this tool for an internal audit  
Go!

A4031.EnterpriseProcessOverview

This tool facilitates the visual representation of process architecture at a macro level, allowing for holistic and integrated management.

Key Results Solved Problems
Structuring an overall view of macro business processes Lack of an overall vision of business processes
Having an overall graphic representation of processes at a strategic level Presence of overlaps and inefficiencies
Identifying process owners and managers Ineffectiveness in interdepartmental coordination
Facilitating interaction between different units/departments Lack of interaction between departments
Preventing overlaps and inefficiencies Difficulty in valuing individual contributions
Using this tool to illustrate the organization to collaborators and partners  
Framing individual contributions within the broader context  
Reengineering business activities  
Go!

A4037.SpeedUpTimeToBenefit

This tool helps identify which activities, if anticipated, can shorten the time to reap benefits and extend their effect.

Key Results Solved Problems
Selecting activities to anticipate to enhance their effect Tendency to perform tasks even when the benefit is delayed
Accelerating benefits by optimizing the sequence of activities Confusion between beneficial and harmful activities
Anticipating actions for a quicker impact Propensity to delay action
Consider outsourcing or more efficient practices Constant state of emergency
Counteracting the tendency to procrastinate and feelings of guilt Persisting in activities that, if anticipated, would bring great benefits
Minimizing anxieties and energy drops  
Go!

A4043.TransferValueToAsset

This tool facilitates the adoption of strategies to capitalize on circulating value and define an effective action plan.

Key Results Solved Problems
Capitalizing on asset value Instability and fragmentation of asset value
Valuing existing resources Latent value unusable, incalculable, and non-liquidable
Identifying vital elements of the asset Partial conversion of human capital into company assets
Integrating know-how into asset value Risk of losing know-how (when key figures leave)
Guiding collaborators towards value creation Obstacles in defining a three-year enhancement plan
Applying techniques to guide your efforts  
Enhancing company valuation in view of future changes  
Positively influencing asset performance (ROA)  
Go!

A4064.DecisionGrower

This tool provides a pathway for robust decision maturation, neutralizes cognitive biases and minimizes uncertainty by drawing on more than 50 criteria for reflection.

Key Results Solved Problems
Making decisions through a verification process Uncertainty in making complex decisions
Considering over 40 cognitive biases and discovering alternatives Neglect of the implications of critical choices
Accelerating decision maturation Susceptibility to cognitive biases
Strengthening decisions and convincing decision-makers Tendency to make instinctive decisions rather than based on objective evaluations
Managing resources in implementation Decision-making pressure and stress
Deciding based on concrete data  
Discovering unexpected new alternatives  
Go!

A4071.HumanCapitalReadiness

This tool helps to outline the knowledge, skills, and attitudes required for each professional profile and to guide collaborators

Key Results Solved Problems
Defining specific requirements for each professional profile Absence of defined requirements
Outlining necessary knowledge, skills, and attitudes Absence of a skills database
Evaluating requirement fulfillment Untapped human potential
Identifying gaps and planning improvement Lack of a skills development plan for each role
Attracting talents aligned with company needs Difficulty in drafting development plans
Isolating unsuitable profiles Insufficient incentives for role-specific specialization
Updating the available skills database Risk of selecting inadequate profiles

 

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A4084.SupplierStressTest

This tool allows for the evaluation, selection, and enhancement of suppliers, partners, and associates to ensure quality and stability of operations. The tool also offers the possibility to self-evaluate provided performances.

Key Results Solved Problems
Selecting suppliers that meet performance requirements Challenges in finding and selecting suitable suppliers
Evaluating and strengthening supplier activities Variability in the performance offered by suppliers (difficulty in defining a performance rating)
Controlling the reliability of the supply chain and delivery Dependence on third-party performance
Consolidating one’s own production and delivery process Discontinuity in product and service compliance
Verifying the performance received (second-party audits) Obstacles in ensuring the operational continuity of suppliers
Defining expectations and response capabilities objectively Challenges in meeting cost, schedule, and performance quality
Mitigating risks and managing supply interruptions Problems in ensuring compliance with service level agreements
Identifying hidden wastes Variability in one’s performance
Go!

A4103.WrongActivitiesBlocker

This tool enables the analysis of activities and solutions to verify their convenience.

Key Results Solved Problems
Stopping ineffective activities before they start Lack of a method to quantify the convenience of activities
Isolating activities without break-even Difficulty in defining criteria for discerning actions to be taken
Evaluating activities with long-term returns Unaligned initiatives
Weighing influencing factors Persistence of unproductive tasks
Comparing different solutions Initiatives with long-term break-even
Conducting spending reviews Suboptimal resource management
Orienting towards profitable activities  
Go!

A4020.BusinessContinuityActions

This tool catalogs preventive and corrective, mild and acute measures with the aim of ensuring business continuity based on events and alert levels.

Key Results Solved Problems
Establishing response protocols to maintain operational continuity Disorganized individual actions
Preparing an emergency intervention plan Late and limited disruption indicators
Designing layered responses based on alert levels (predictive rather than reactive) Absence of self-analysis on disruptive factors (endogenous and exogenous)
Compiling a responsibility assignment matrix Uncertainties about roles and recovery procedures
Verifying alternative plans Delays in reacting to events
Exploring and verifying mitigation measures Lack of action plans for scenarios
Establishing and testing recovery procedures (disaster recovery)  
Guiding the organization towards planned redundancy and flexibility (resilient approach)  

A4000.EnterpriseGlobalAssessment

Key Results Solved Problems
Obtaining a comprehensive assessment of your organization Short-term business development planning
Establishing a three-year development plan with annual reviews Overlooking one’s managerial maturity level (on a scale from 1 to 5)
Consolidating existing assets Difficulty in forecasting activities beyond 6 months (and in anticipating the next 2-3 phases)
Aligning all the executives with the highest level of emerging knowledge Tendency to operate in urgency
Integrating (and formalizing) the needs of shareholders, the board of directors, and management Lack of an overall vision
Appreciating progress following the assessment, supported by evidence Coexistence with uncoordinated individual initiatives
Documenting correct management practices and legal evidence Underestimation of the importance of the tasks of executives, owners, and BoD / BoF
Having the necessary documents to conduct internal audits