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Results found: 3

. Step 1: Identify key performance indicators: A4072.BalancedScoreCard.
. Step 2: Provide an overview of macro-processes: A4031.EnterpriseProcessOverview.
. Step 3: Remap workflows and interfaces: A4050.Workflows&Interfaces.

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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  
Go!

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  
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  

A4072.BalancedScoreCard

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