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Results found: 14

The implementation of this A4ManagementTools Chain spans several months.
. Step 1: Set objectives and priorities: A4005.TeamGoals&Priorities.
. Step 2: Endorse the team’s code of conduct, principles, and objectives: A4014.MagnaCarta.
. Step 3: Reassess key service performance based on findings: A4018.KeyServicesPortfolio.
. Step 4: Analyze and address risks: A4019.Risk&WeaknessAssessment.
. Step 5: Formalize the internal and external communication strategy: A4092.EnterpriseCommunicationStrategy.
. Step 6: Assess the quality of meetings: A4027.MeetingStressTest.
. Step 7: Conduct a 360-degree assessment of yourself and your subordinates: A4033.360PerformanceReview.
. Step 8: Identify activities to anticipate in order to increase their impact: A4037.SpeedUpTimeToBenefit.
. Step 9: Remap workflows and interfaces: A4050.Workflows&Interfaces.
. Step 10: Apply the corrective collaboration process: A4059.EmployeeWarning.
. Step 11: Evaluate the solidity of key projects: A4062.ProjectStressTest.
. Step 12: Reduce interruptions (individually, then in teams): A4079.InterruptionsReducer.
. Step 13: Apply the structured path to solve complex problems: A4080.ProblemSolvingPathway.
. Step 14: Refine your negotiation strategy: A4111.NegotiationStrategy.

Go!

A4005.TeamGoalsAndPriorities

This tool enables the team to set significant goals and outcomes, establish the right priorities, and coordinate effectively.

Key Results Solved Problems
Setting goals and priorities and synchronizing the team Interpretable goals
Developing a shared strategy Arbitrary assignment of priorities (not coordinated)
Highlighting activities that generate value Feeling of having to prioritize urgent activities
Excluding uncoordinated initiatives Prolonged periods of stress
Dedicating time to what is essential Tendency to procrastinate
Ensuring focus on the important rather than the urgent Tendency to be distracted from one’s goals
  Allowing others to use our resources
Go!

A4018.KeyServicesPortfolio

This tool enables a clear description of the services offered to customers, maximizing perceived value and encouraging the discovery of new opportunities.

Key Results Solved Problems
Re(defining your offerings and communicating them effectively to clients Tendency to present one’s offers from an internal perspective rather than from the client’s point of view
Making offering descriptions irresistible and memorable to clients Client expectations not met
Communicating clearly and professionally Limited client understanding of offers
Supporting collaborators in clearly illustrating offerings Client requests beyond the scope of the company’s offer
Helping clients understand which problems are being solved Focus on oneself rather than on clients
Promoting the sale of complementary and enhanced services (cross-selling and upselling)  
Shortening the cash-to-cash cycle  
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A4019.RiskAndWeaknessAssessment

This tool allows to detect risks and establish effective treatment. It enables the identification of new opportunities as well as accepting only sustainable residual risks.

Key Results Solved Problems
Identifying and managing risks and vulnerabilities Lack of a methodological approach to managing risks and opportunities
Avoiding preventable risks Limiting to identifying risks without taking action
Addressing risks in the right order, reducing them to the maximum sustainable level Absence of warning thresholds
Avoiding excessive caution that limits the ability to seize opportunities Tendency to manage risks only when they arise
Ensuring compliance with laws, regulations, norms, and good management practices Neglecting the analysis of operational continuity
Monitoring risks and setting alert thresholds Unawareness of risky processes (absence of process risk assessment)
Verifying proper application through internal audits  
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A4092.EnterpriseCommunicationStrategy

This essential tool for every organization balances the three levels of communication, formalizes its communication strategy, and coordinates the involved parties with a clear action plan.

Key Results Solved Problems
Defining a high-level corporate communication strategy Fragmented and repetitive communication
Identifying 10-15 impactful communication actions Spread of rumors
Focusing on a few key messages Confusion between formal and informal communication channels
Balancing the three dimensions of corporate communication Untapped communication potential
Enhancing the positive perception of executives and the trust of collaborators Fluctuating motivation and demotivation among collaborators
Communicating within cognitive saturation limits Poor transmission of enthusiasm and solemnity to collaborators
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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  
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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!

A4050.WorkflowsAndInterfaces

This tool allows mapping the organization's operational processes, making activities and responsibilities explicit, facilitating continuous development integration, and preserving the knowledge heritage.

Key Results Solved Problems
Documenting workflows ensuring functional interfaces Procedures subject to frequent changes
Making work procedures accessible Inability to capitalize on best practices
Migrating know-how so it becomes company assets Uncoordinated initiatives
Decreasing reliance on “indispensable” collaborators Difficulty in the autonomous learning of newcomers
Avoiding isolated or compartmentalized operations Ongoing inefficiencies, redundancies, and waste
Accelerating the onboarding of new collaborators Erosion of profit margins
Identifying and reducing waste to decrease environmental impact and costs Uncoordinated spread of information
Conducting regular audits  
Go!

A4059.EmployeeWarning

This tool allows superiors to implement an inclusive corrective plan, stop inappropriate behaviors, and, as a last resort, terminate the employment relationship.

Key Results Solved Problems
Implementing the corrective process of collaboration, admonishment, and contract termination Human-relational level conflicts
Redirecting collaborators to their role and responsibilities Exploitation of generosity
Reactivating the attention of passive or wait-and-see contributors Disobedience
Supporting professional and behavioral rehabilitation Errors due to negligence
Implementing established company rules and demonstrating consistency Inappropriate behaviors, lack of respect, provocations
Documenting what has been decided and avoiding deviations Excessive draining of energy and constant need for corrective action
Sending a signal to collaborators not directly involved  
As a last resort: convincing collaborators to terminate the employment relationship  

 

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A4062.ProjectStressTest

This tool allows you to examine the robustness of a project, identify risk factors and establish corrective measures, drawing inspiration from more than 150 best practices.

Key Results Solved Problems
Ensuring project resilience and facilitating their course Absence of essential criteria for project advancement
Consulting over 80 good practices for project management Frequent revisions and short-sighted planning
Defining clear criteria for project assignment Lack of clarity on project constraints
Choosing the most effective project management tools Ambiguity in roles and responsibilities
Evaluating the necessary skills for the project team Undefined monitoring criteria
Documenting project execution according to binding norms Obstacles in measuring progress
Verifying that a project is correctly dimensioned  
Go!

A4079.InterruptionsReducer

This tool is designed to minimize interruptions, providing guidance to staff members, partners, and clients through numerous practical suggestions.

Key Results Solved Problems
Limiting interruptions for managers, collaborators, and clients Predominance of informal over formal communications (excessive discussions and lack of official documentation)
Assessing your ability to operate without distractions Frequent interruptions (often for minor reasons)
Providing collaborators, partners, and clients with the necessary tools Frequent requests for updates
Setting effective input filters Tendency to postpone decisions
Guiding towards standardized operating procedures Requests for clear instructions
  Requests for confirmation (even for common-sense issues)
Go!

A4080.ProblemSolvingPathway

This tool allows adopting a methodical approach to problem- solving: recognizing symptoms, identifying the root causes, exploring solution variants, and enhancing them.

Key Results Solved Problems
Adopting a resolution process for complex problems Confusing symptoms with problems
Understanding the situation from different perspectives Recurrence of certain problems
Differentiating symptoms, causes, and problems Proposal of temporary solutions
Discovering the root causes (to prevent the problem from recurring) Unsustainable solutions that decision-makers reject
Valuing solutions to facilitate decision-making Unidentified causes
Organizing communication to motivate and reassure  
Go!

A4111.NegotiationStrategy

This tool offers a methodology for outlining a negotiation strategy that is cooperative and mutually beneficial.

Key Results Solved Problems
Formulating a favorable negotiation strategy Negotiation guided by emotions
Establishing ideal and minimum goals, binding criteria, and negotiation margins Absence of a defined negotiation strategy
Expressing professionalism in dealing with obstacles Difficulty in making decisions and materializing results
Inspiring trust and respect in the counterpart Inability to integrate generated value and cooperate
Clearly defining what makes an offer acceptable Feeling of dissatisfaction despite the apparently positive outcome
Prioritizing integrative rather than distributive negotiation to increase rather than subdivide  
Having a path to success  

A4005.TeamGoalsAndPriorities

Key Results Solved Problems
Setting goals and priorities and synchronizing the team Interpretable goals
Developing a shared strategy Arbitrary assignment of priorities (not coordinated)
Highlighting activities that generate value Feeling of having to prioritize urgent activities
Excluding uncoordinated initiatives Prolonged periods of stress
Dedicating time to what is essential Tendency to procrastinate
Ensuring focus on the important rather than the urgent Tendency to be distracted from one’s goals
  Allowing others to use our resources