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The organizational core

Objectives move faster when finance, HR and the field work together.

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Objectif

Lift sales performance

In progress Priority 1
42 %d’avancement

Due December 15, 2026

Leadership 59%

probability of outcome

1 of 4 KPIs already hit

HR 104%

Sophie Laurent overloaded in October

38 person-days of sales ops to fill

Finance 14.4k€

committed out of 90k€ allocated

Landing at 71.8k€, within envelope

The field Sep 17

Qualify leads from the real estate show

4 more deadlines by end of September

In every edition

The life of an objective

← Accélérer l’écoulement du tertiaire 63%
En cours Priorité 3 Commercial
Échéance
30/09/2026
Référents
JCSL+2
Avancement63 %
1 of 3

Set the objective

Every objective has its priority, due date, owners and progress. Projects attach to it, and the list filters by company, topic or person.

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Étapes130 j-h sur 150 j-h
  1. Offre commerciale définie 30/06 20 j-h
  2. Mandats signés 24/07 15 j-h
  3. Campagne lancée 28/08 25 j-h
  4. Baux et ventes signés En cours 40 j-h
  5. Lots remis aux preneurs À venir 30 j-h
2 of 3

Plan the actions

The action plan breaks the objective into steps, with their deadlines and workload. Recurring plans become templates you apply to any new objective.

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Mes tâches10
  • Relancer les impayés locatifs du T2 09/09
  • Faire valider les baux par la direction juridique 25/09
  • Préparer la revue mensuelle de closing 16/09
  • ✓ Fixer la grille de loyers et de prix 26/06
3 of 3

Track the progress

Each person tracks their tasks and deadlines, as a list or in columns. A delay surfaces the moment a deadline passes.

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Going further

What the Advanced edition adds

Indicateurs clés

4 suivis : 1 atteint, 2 à risque, 1 en retard

Taux de conversion commercialImporté

35 % atteint (prévu 40 %)

Délai moyen de closingEidō

38 % atteint (prévu 59 %)

Marge brute des programmesSaisi

67 % atteint (prévu 30 %)

Set the expected outcome

The objective has one central outcome and numerical KPIs, each with its target. Measurements are entered by hand, imported from another system, or computed inside Eidō.

Ressources humaines

232/ 220 j-h affectés+12 j-h
Sophie Laurent, 104 % en octobre

Ressources financières

14,4 k€engagés sur 90 k€

Atterrissage à 71,8 k€, dans l’enveloppe

Allocate the resources

Each objective gets its team and its budget, line by line. Workload feeds directly into HR's dashboard, and each spend into the CFO's budget and management control.

Also inside

The rest of the core

FunctionWhat it doesEdition
Messaging Threads organized by objective, budget or task, internal or external. All
Documents and notes A shared tree, with sharing statuses. All
Directory Internal contacts, companies and vendors. All
Hierarchy The objectives it depends on, those it contributes to, and its versions across subsidiaries and networks. Avancée

Other modules

One workspace, for the whole company.

Financial management

Budgets, resources per objective and ongoing management control.

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HR management

Teams, skills, reviews and performance.

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Legal management

Entities, equity, officers and group org chart.

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Customer management

Customers, opportunities and deals, from first touch to signature.

Discover

Network management

Head offices, subsidiaries, affiliates and franchisees around shared objectives.

Discover
See Eidō in action

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  1. 01You tell us about your context.
  2. 02We prepare the demo on your use cases.
  3. 0330 minutes together, and you leave with a costed estimate.

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