Results found: 5
. Step 1: Conduct stakeholder analysis: A4015.StakeholderAnalysis.
. Step 2: Define the communication strategy toward stakeholders: A4092.EnterpriseCommunicationStrategy.
. Step 3: Provide a comprehensive view and project progress status involving stakeholders: A4023.ProjectManagement.
. Step 4: Share achieved results and motivate stakeholders: A4122.ResultsAppreciation.
. Step 5: Share performance or solution benchmarking with stakeholders: A4063.SolutionComparisonChart.
This tool enables the examination of stakeholders regardless of their position or nature and to define an action plan to align values and interests.
| Key Results | Solved Problems |
|---|---|
| Analyzing stakeholders | Possible opposition, often without objective reasons |
| Bringing out needs | Resistance to change |
| Determining the true influencers | Project interruptions |
| Mitigating the impact of opponents | Costs generated by opposition |
| Engaging stakeholders | Stakeholders’ tendency to maintain their positions |
| Benefiting from diverse perspectives | Prolonged conciliation procedures |
| Creating new value instead of competing for it | |
| Stimulating the creation of alliances |
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 |
This tool is designed to recognize and celebrate achievements, both individually and as a team, to increase confidence and lead to even better performance.
| Key Results | Solved Problems |
|---|---|
| Valuing results and stimulating motivation | Tendency to downplay achieved successes |
| Acknowledging the efforts of collaborators and stakeholders | Failure to contextualize results |
| Strengthening confidence in one’s own abilities (with very little time commitment) | Poor celebration of one’s achievements |
| Revitalizing activities | Tendency not to quantify successes in measurable terms |
| Reorienting goals and challenges | Delay in addressing performances needing improvement |
| Making collaborators aware of successes and incentivizing maximum commitment | Lack of recognition for collaborators |
| Facilitating quick decisions |
This tool facilitates the comparative analysis of various solutions, enhances their aspects, and organizes the presentation of results, using over 200 evaluation criteria.
| Key Results | Solved Problems |
|---|---|
| Valuing your solutions and presenting them to decision-makers | Solutions presented without conviction |
| Selecting the most effective valuation criteria (drawing from over 200 proposals) | Failure to consider that every solution has pros and cons |
| Analyzing variants from all stakeholders’ perspectives | Presentation of weak alternatives to decision-makers |
| Comparing different solution options | Use of insignificant or subjective comparison criteria |
| Examining direct and indirect, intuitive and counter-intuitive, endogenous and exogenous impacts | Difficulty in effectively defending one’s choices |
| Highlighting opportunities in documented proposals serving as decision bases |
This tool integrates the most efficient techniques for organizing activities and projects, distributing responsibilities, delegating, and facilitating monitoring and audits.
| Key Results | Solved Problems |
|---|---|
| Formulating a strategy, managing projects, and coordinating activities effectively | Absence of a coordinated action plan |
| Defining clear and unmistakable goals | Tendency to manage activities empirically, without consolidated methodologies |
| Conducting kick-off meetings to align the team | Habit of passively accepting unforeseen events |
| Plotting a path and taking the first steps immediately | Tendency to centralize decisions |
| Incorporating the responsibility assignment matrix | Presence of uncoordinated initiatives |
| Scheduling periodic reviews | Limited autonomy for team members and frequent interruptions |
| Having a reminder and knowing the status of projects at a glance, at any time | Obstacles in defining and monitoring costs, deadlines, and objectives |
| Mobilizing the team to overcome challenges together | Difficulty in knowing the next 2-3 phases in advance |
| Key Results | Solved Problems |
|---|---|
| Analyzing stakeholders | Possible opposition, often without objective reasons |
| Bringing out needs | Resistance to change |
| Determining the true influencers | Project interruptions |
| Mitigating the impact of opponents | Costs generated by opposition |
| Engaging stakeholders | Stakeholders’ tendency to maintain their positions |
| Benefiting from diverse perspectives | Prolonged conciliation procedures |
| Creating new value instead of competing for it | |
| Stimulating the creation of alliances |