Lead with greater determination

A4044.OrganizationEvolutionBreakdown

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

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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

A4103.WrongActivitiesBlocker

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

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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

A4079.InterruptionsReducer

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

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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)

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).

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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

A4008.ObjectivesAndKeyResults

This tool encourages the drafting of precise goals and outcomes, translating them to all hierarchical levels and fostering a harmonious execution of tasks.

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Key Results	Solved Problems
Formulating persuasive goals and pursuing tangible results	Inconsistent results despite available objectives
Translating goals and results into an action plan	Fluctuating motivation among some collaborators
Guiding collaborators towards meaningful actions	Difficulty in clarifying the objective when required by the recipient
Making collaborators aware of the importance of their contribution	Need to frequently repeat instructions
Encouraging collaborators to exceed their current limits	Absence of significant results
Reducing interference
Easily recalling the agreements made

A4007.Delegation

This tool facilitates the effective delegation of activities, tasks and responsibilities, enabling the performer to take care of them independently and accurately.

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Key Results	Solved Problems
Delegating tasks and responsibilities effectively	Tendency to centralize (fear of negative outcomes of delegation)
Formalizing the project charter	Too much time needed to delegate
Providing the executor with the necessary tools for autonomous work	Insufficient use of the available delegation parameters (over 30 available)
Delegating while avoiding creative interpretations	Frequent interruptions for clarifications
Quickly identifying what is needed or missing	Expectations of the principal forgotten
Agreeing on binding results	The executor’s frustration in the face of repeated changes of direction
Creating a positive work environment and encouraging collaborators to overcome challenges	Waiting for the minimum requirements necessary for execution
Keeping track of what has been delegated and monitoring its progress	Excessive use of resources in carrying out activities

A4005.TeamGoalsAndPriorities

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

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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

A4038.MasterPlan

This strategic tool gathers the key phases of individual or group activities and provides a comprehensive overview that guides each action over the long term.

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Key Results	Solved Problems
Articulating the overall strategic plan and priorities	Lack of a written overview of one’s professional or personal activity (at most, a mental vision)
Logically organizing your macro goals, both professional and personal	Tendency to harbor uncertainties about the path to follow
Determining the actions that will lead to the achievement of your goals	Tendency to delay what is intimidating (often crucial)
Identifying what currently hinders progress	Tendency to ruminate (difficulty calming the mind)
Stopping investing time in unproductive activities	Wasting energy on activities without added value
Strengthening confidence in your choices
Dispelling fears through the central role of your contribution

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.

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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

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.

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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

A4014.MagnaCarta

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.

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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

A4037.SpeedUpTimeToBenefit

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

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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

A4059.EmployeeWarning

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

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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

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.

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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

A4076.RootCausesSeeker

This tool facilitates the systematic identification of root causes, enabling problems to be addressed or solutions to be enhanced at their source.

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Key Results	Solved Problems
Discovering the root causes for definitive solutions	Lack of focus on the real causes, leading to short-term solutions
Examining sub-causes and their implications	Neglecting sub-causes generating palliative solutions
Applying the “5 Whys” technique to investigate thoroughly	Failure to identify the real causes in interpersonal dynamics
Finding innovative and effective solutions	Disposition to misdirection
Eliminating symptoms rather than silencing them	Methodless approach in cause analysis

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.

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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

A4101.4HoursImprovementSprint

This tool facilitates conducting a 4-hour workshop aimed at highlighting the most and least productive activities and establish the corrective actions.

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Key Results	Solved Problems
Identifying strengths and weaknesses through a 2-4 hour focus meeting	Reluctance to stop the 3 least effective activities
Directing efforts and resources to avoid resistance	Lack of a shared action plan
Eliminating the three major weaknesses in a sprint	Lack of a unified direction of intent
Mobilizing collaborators towards an immediate goal	Ongoing unproductive activities
Identifying new collective resources	Dissatisfaction among those who perceive inefficiencies but cannot find allies
Dealing with concerns as a group	Difficulty in agreeing on actions to be taken
Conducting informal but effective audits