Results found: 5
. Step 1: Conduct stakeholder analysis: A4015.StakeholderAnalysis.
. Step 2: Reassess key service performance: A4018.KeyServicesPortfolio.
. Step 3: Pre-qualify potential partners: A4084.SupplierStressTest.
. Step 4: Endorse the results to be achieved as a team: A4014.MagnaCarta.
. Step 5: Evaluate and strengthen due diligence compliance:A4041.DueDiligenceStressTest.
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 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 |
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 |
This tool allows to compile, together with staff members, a list of codes of conduct, principles to be observed, goals to be achieved, limits to be respected and values to be promoted.
| Key Results | Solved Problems |
|---|---|
| Formalizing the common value heritage | Superficial knowledge of the organization’s values and principles |
| Making collaborators responsible and proud of their contribution | Tendency, as a leader, not to openly declare the desired behaviors and those to avoid |
| Demonstrating respectful and assertive leadership | Assuming the commitment, motivation, and dedication of collaborators |
| Listing values and referring to them daily | Tolerating inappropriate behaviors (of some collaborators) |
| Inviting collaborators to value generation (avoiding superfluous activities) | |
| Instilling confidence in collaborators about their abilities and the team | |
| Promoting a sense of belonging to the organization | |
| Encouraging collaborators to adopt a positive approach |
This tool enables a structured analysis of over 1,000 due diligence criteria across more than 50 areas, aimed at reducing uncertainty, optimizing strategic decisions, and documenting proper management practices.
| Key Results | Solved Problems |
|---|---|
| Improving compliance management | Risks related to regulatory compliance |
| Increasing transparency in operations | Inaccurate valuation of business assets |
| Accurate assessment of growth opportunities | Vulnerabilities in operational processes |
| Improved protection of strategic assets | Strategic errors in business planning |
| Effective planning of financial operations | Lack of transparency in financial information |
| Reducing operational vulnerabilities | Difficulties in market analysis |
| Optimizing resource management | Inefficiency in partner management |
| Preventing legal risks | Weakness in internal control systems |
| 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 |