ENA: Organisational and Digital Levers

1. Definition and challenges

The “Organisational and Digital Levers” pillar concerns the way in which a company structures its internal operations and uses tools (particularly digital ones) to facilitate the implementation of its actions, including in the area of circular economy.

This is not solely about digitalisation, but more broadly about work organisation, the flow of information, and the tools used to improve efficiency.

For a micro-enterprise or SME, this pillar is essential because even with the best intentions, without appropriate organisation or simple tools, actions can be difficult to implement or to sustain over time.

Key challenges:

• Gaining efficiency and fluidity
• Facilitating the implementation of actions
• Structuring internal practices
• Using digital technology as a simplification tool, not a source of complexity

2. What does a good score mean?

A high score indicates that the company has established a clear organisation and uses appropriate tools to manage its activities.

In concrete terms:

• Roles and responsibilities are clearly defined
• Information flows in a smooth manner
• Tools (tracking spreadsheets, software, platforms…) are used effectively
• Processes are structured and reproducible
• The company is able to leverage digital technology to save time and make its actions more reliable

The organisation supports actions, rather than hindering them.

3. What does a low score mean?

A low score means that the internal organisation or tools are not adequate, which can complicate the implementation of actions.

This may manifest as:

• Unclear roles or responsibilities
• Poorly shared or hard-to-access information
• Non-existent or rarely used tools
• Repetitive or time-consuming tasks
• Difficulty structuring and tracking actions over time

Even with the best intentions, the company may struggle to move to action or to sustain its efforts.

4. Priority action areas

1) Clarify the internal organisation

Define who does what on key topics, even in a simple way.

Example: formalise responsibilities in a shared document (action tracking, resource management, etc.).

2) Structure important information

Centralise useful documents and data to avoid loss of information.

Example: use a shared space (Drive, common folder) to bring together documents related to actions.

3) Set up simple tracking tools

Use accessible tools to organise and track actions.

Example: create an action tracking spreadsheet in Excel or a collaborative tool (such as Trello).

4) Automate certain repetitive tasks

Identify simple tasks that can be made easier through digital tools.

Example: automate invoice sending or consumption tracking via software.

5) Train teams on the tools being used

Ensure that tools are properly understood and used.

Example: organise a short internal training session on the use of a project management tool.

6) Adapt tools to actual needs

Choose simple solutions suited to the size of the company.

Example: favour a free and easy-to-use tool rather than complex software.

5. Expected benefits

Improving organisation and tools makes it concretely easier to implement actions.

In the short term:

• Day-to-day time savings
• Better task organisation
• Fewer oversights or errors

In the medium term:

• Actions better tracked and better carried out
• Improved internal collaboration
• Greater overall efficiency

In the long term:

• A more structured and agile company
• Ability to manage more projects without being overloaded
• Lasting integration of good practices