YUMAN uses many recognized tools and/or ones developed specifically during the definition phases, during forums and throughout the entire management phase.
We’re constantly seeking new approaches and new tools to maximise the impact of our methods.

A few specific tools
The agility index

Developed and tested at YUMAN since Day One, it consists of 62 questions and is used to generate management report that can then be used to identify the structure’s levers of transformation. Using our database, we anonymously benchmark the company with respect to companies from other industries. Our agility index measures the evolution of your organisation’s agility in several areas:

Inspirational / Strategic

By estimating the level of perception and of convergence around the higher common purpose, the degree of understanding of the strategy and the desire to contribute.


An assessment of the company’s cultural traits and points that culturally help or limit agility.


By measuring the degree of collaboration, the quality and orientation of energies.


By measuring employees’ perceptions in three areas:

Anticipate, Decide and Do

Le Culture Performance Review (CPR®)

YUMAN has developed its own diagnostic tool to manage transformation of culture: CPR© (Culture Performance Review). Our approach is based on the work of John P. Kotter and James L. Heskett, professors at the Harvard Business School and authors of Corporate Culture & Performance. It takes into account external changes and the corporate culture’s degree of adaptation. In “Corporate Culture and Performance”, John Kotter and James Heskett present the results of a study carried out on 207 companies to evaluate the correlation between culture and performance. The results show that companies with a strong culture tend to exceed the average of the competitors in their sector. The most successful companies consider culture to be a component of major strategic importance and manage it.

Based on CPR, YUMAN has also developed a questionnaire in partnership with Bernard Julhiet that establishes a profile of your culture’s degree of adaptation to external trends and in particular to changing clients and potential employees.els collaborateurs.

L’Ikigaï by YUMAN

Life is a path of progress. Each of us has gifts, talents, aspirations, preferences, wishes and desires that are yearning to be revealed and fulfilled. In our company and in our lives, we are often swept up in a whirlwind that makes us forget what is truly essential: ourselves, life, meaning. When everything is speeding up, we sometimes need to slow down and take a break before taking the path… back to what’s truly essential. Ikigaï by YUMAN was imagined and designed for you, to assist and help you—if you want—along this path of growth in order to find your place and pleasure in your professional life and beyond.

It is built in three steps:

  • The first is a personal inventory to get back to the source of what your life is built on: YOU.
  • The second answers the question: “How do I get started?”.
  • The third part provides simple and effective rules to better manage interactions with your entourage.
A few generic tools
The individual and collective DISC

Dominance, Inducement, Submission and Compliance: the human behaviour assessment tool. Created by William Marston in the early 20th century, DISC is a tool assessing human behaviour which helps to:

  • Cooperate and work together
  • Develop talents
  • Resolve conflicts
  • Recruit

The individual DISC

The DISC behavioural model helps you get to know yourself better and appreciate yourself, and better understand others. Its interpersonal approach helps you become aware of the impact of your behaviours in your relationships with others and better identify different communication needs. It provides the keys to your behaviour so that, individually, you can improve your performance. Research in this area has shown that the most efficient people are those who know themselves and who understand themselves and others. The more we become aware of our own strengths and weaknesses and those of others, the better we can develop strategies that will enable us to address the different requirements of our environment.

The collective DISC

It highlights, for each member, any difference between their natural behaviour (their daily comfort zone) and their adapted behaviour (their response to the constraints of the environment). It is very useful in addressing issues like team cohesion, communication difficulties and team formation, because it very clearly identifies the team’s resources and any potential needs.*

Why, How, What

Simon Sinek’s work from the 2000s shows that all major leaders and large organisations around the world think, act and communicate in the same way. They are aligned on three areas:

We apply this model:

  • In companies: by helping our clients optimise consistency among these three areas, as a guarantee of performance
  • In the YUMAN organisation: by explaining our reason for existing, our way of working and the concrete actions that we are putting in place with our clients
Why, How, What BY Simon Sinek
CANVAS Business model

The Canvas business model is a strategic management model used to develop new management models or to document existing business models. It is a visual table containing elements describing a company or product’s value proposition, infrastructure, clients and finances. It helps companies align their activities by illustrating potential compromises. The Canvas Business Model was originally proposed by Alexander Osterwalder based on his previous work on Business Model Ontology. New canvases for specific niches have emerged since the publication of Osterwalder’s work in 2008.

The Canvas Business Model can be printed on a large surface so that groups of people can begin to draw together and discuss the elements of the business model using Post-It notes or markers. It is a practical tool that promotes understanding, discussion, creativity and analysis.