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Results found: 16

. Step 1: Assess the organization and define a three-year development plan: A4000.EnterpriseGlobalAssessment.
. Step 2: Evaluate process management and compliance with minimum requirements: A4010.CertificationReadinessAssessment.
. Step 3: Realign vision, mission, and strategy: A4022.EnterpriseStrategy.
. Step 4: Define the strategic master plan (roadmap): A4038.MasterPlan.
. Step 5: Endorse the team objectives: A4014.MagnaCarta.
. Step 6: Conduct stakeholder analysis: A4015.StakeholderAnalysis.
. Step 7: Reorient the organization toward high-ROI activities: A4011.ROIFocus.
. Step 8: Reorient toward core business activities: A4016.CoreBusinessFocus.
. Step 9: Reassess key service performance: A4018.KeyServicesPortfolio.
. Step 10: Provide an overview of macro-processes: A4031.EnterpriseProcessOverview.
. Step 11: Document the organizational structure and outline the evolution: A4044.OrganizationEvolutionBreakdown.
. Step 12: Strengthen the business plan: A4061.BusinessPlanStressTest.
. Step 13: Identify key performance indicators: A4072.BalancedScoreCard.
. Step 14: Redefine the brand positioning strategy: A4082.BrandPositioningStrategy.
. Step 15: Categorize the brand and establish a promotion strategy: A4083.BrandCategory&Promotion.

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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.
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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  
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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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A4015.StakeholderAnalysis

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  
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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  
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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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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  
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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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A4072.BalancedScoreCard

This tool allows the selection of key performance indicators (KPIs), identification of deviations, and definition of corrective actions to achieve goals.

Key Results Solved Problems
Setting strategic goals and related metrics Absence of concrete metrics, trends, and reliable forecasts
Aligning the organization and persuading investors Unfocused performance
Identifying crucial Key Performance Indicators Key performance indicators primarily tied to financial metrics
Establishing alert thresholds and acting in advance Fragmented vision not integrated with the business strategy
Keeping the situation under control with key information on trends and prospects 24/7 Insufficient automation of indicators
Identifying achievable performances and stimulating goal achievement Decisions based on intuition rather than data
Identifying value-generating activities and letting the rest go Poor integration of OKRs into the BSC
Formulating new strategies and persuading financial partners  
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A4082.BrandPositioningStrategy

This tool allows to define the target market best suited to your offerings. A fundamental tool that precedes the marketing phase.

Key Results Solved Problems
Establishing your brand positioning strategy Marketing directed at a non-target audience
Choosing appropriate market segments and attracting the right audience Low response and conversion rate
Clearly explaining the problems solved, the benefits, and the value created High marketing costs due to lack of focus
Equipping sellers with distinctive promotional tools Difficulty in selling (convincing the wrong clients)
Refining the narrative and attracting the best clients High post-sales management costs due to low customer satisfaction levels
Reassuring clients of the validity of their purchase  
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A4083.BrandCategoryAndPromotion

This tool allows to characterize one's offerings and outline a strategy that precedes promotion and marketing.

Key Results Solved Problems
Defining your offering and promotional strategy Customers struggle to understand the value of the offer
Choosing the appropriate terminology for each activity Difficulty in standing out from the competition
Formalizing the consumer promise Ineffective use of the sales pitch
Standing out from competitors Difficulty for clients to remember the organization
Making sure that sellers use a unique promotional message Tendency not to profile distinctively
Facilitating dialogue with clients  
Identifying one’s own catchy slogans  

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