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Results found: 7

The implementation of this A4ManagementTools Chain spans several months.
. Step 1: Reorient the organization toward core activities: A4016.CoreBusinessFocus.
. Step 2: Reorient toward activities with exponential return on investment: A4011.ROIFocus.
. Step 3: Launch a campaign to streamline activities and procedures: A4024.LeanActions.
. Step 4: Evaluate meeting quality: A4027.MeetingStressTest.
. Step 5: Reduce interruptions (first individually, then as a team): A4079.InterruptionsReducer.
. Step 6: Eliminate unproductive activities: A4103.WrongActivitiesBlocker.
. Step 7: Apply techniques to free up time (individually, then as a team): A4115.FreeUpTime.

Go!

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  
Go!

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  
Go!

A4024.LeanActions

This tool facilitates self-evaluation and the identification of interventions to simplify, standardize, and promote organized and cooperative work (among countless suggestions).

Key Results Solved Problems
Streamlining activities and processes for greater agility Tendency to hoard
Identifying waste, reducing its impact and costs Disorganized management of workspaces
Self-assessing to recognize your simplification capabilities Unsynchronized operations
Minimizing search and preparation times Frequent operational and mental disorder
Responding to client requests within the time of a short phone call Repetitions, errors, and waste
Establishing a coordinated and gradual team approach Obstacles in establishing effective collaboration
Appreciating collaborators’ efforts and stimulating self-generated improvement High time spent searching for information and documents
Reducing waste by adopting a subtraction-based mindset  
Go!

A4027.MeetingStressTest

This tool allows to assess the meeting conducting techniques as well as establish improvement actions, inspired by multiple practical tips.

Key Results Solved Problems
Evaluating the effectiveness of meetings and establishing optimization actions Inclination to participate in unproductive meetings
Comparing meeting management methodologies with best practices Using meetings to carry on individual work
Identifying advancement opportunities based on specific suggestions Distraction or disinterest of some participants
Developing a progressive plan to improve meeting quality Feeling of restlessness
Guiding participants towards value creation Cognitive overload of some participants
Striving to make meetings increasingly executive Absence of a clear responsible person for the session
Decreasing the frequency of meetings  
Using this tool for an internal audit  
Go!

A4079.InterruptionsReducer

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

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)
Go!

A4103.WrongActivitiesBlocker

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

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  
Go!

A4115.FreeUpTime

This tool is designed to identify activities and actions that help free up time, resources and energy, making them available for what really matters.

Key Results Solved Problems
Distinguishing time- and energy-consuming activities Constant perception of lack of time
Using time strategically rather than spending it Limited space for strategic reflection
Focusing on what really matters Feeling of breathlessness and busyness
Freeing up energy-dense time Difficulty in fully enjoying moments of well-being
Applying filters to incoming requests Tendency to fill every available free moment
Setting the right priorities Disconnect between time and energy management
Adopting new time management strategies  

A4016.CoreBusinessFocus

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