Published on March 10, 2014
reading the map
Planning Flow Plan Output Time is Short!
Planning Process Ambition Leadership to Bali Team Purpose Goals Why Drivers Operations Programme Focus LC Functions Marcomm iGCDP oGCDP LC Strategy LC Strategy LC Strategy FIN TM How What
Planning Output Ambition Leadership Leadership to the CY Team Purpose Purpose Goals MoS Operatio ns Drivers Inner & Outer Journey Programme Focus LC Strategy Strategies LC (with KPIs) Strategy LC Strategy GCDP/GIP Goals and Strategies FOBO Synergy LC Project Why ∞ LC Functions MKT Functional iGCDP Plan BD Talent Capacity oGCDP Plan FIN iGIP Marketing Plan OD oGIP Budget IM TM Calendar LC Project How What
ambition Ambition Leadership to the CY Drivers Operations Programme Focus LC Functions MKT iGCDP Team Purpose FIN LC Strategy oGCDP TM LC Strategy Goals Why LC Strategy How ∞ What
Leadership to Bali Ambition Purpose: to define the specific characteristics of the leadership Bali needs Leadership to Bali Team Purpose Goals Why Current Issues " " " " " " GAP in Behaviours " Future State
Leadership to Bali Ambition Leadership to the CY Team Purpose Goals Why Guiding Questions 1. What are the current issues your country/territory is facing right now? 2. What is the country/territory you are fighting for? 3. What are the gaps in human behaviours to make this future state possible?
What kind of leaders do we want to develop in AIESEC ?
what is the kind of leadership bali and Indonesia needs now? what type of leadership experience is AIESEC giving?
what is the leadership needed in my country? ?
what is happening in bali right now? ?
what is the leadership needed in my country? ?
Team Purpose Ambition Purpose: to define the reason why your team will wake up every day Leadership to the CY Team Purpose Goals Why Leadership to the CY AIESEC Way + AIESEC 2023 AIESEC 2014 Context Team Purpose + Stand
To be the best case practice
AIESEC&Indonesia&13/14! Team!Purpose! Aims&to&op5mize&opera5on&for&bigger&brand,& be<er&quality,&and&more&impacts&through&its& socioCcorporate&culture&and&collabora5ve& environment&for&every&single&stakeholder& To be the best case practice
Team Purpose Ambition Leadership to the CY Team Purpose Goals Why A good Team Purpose should be: 1. A clear connection of individuals inside the team 2. A common understanding of what success means by the end of the term 3. A filter for decision making! A good Team Stand should be: 1. A powerful summary of the Team Purpose 2. A simple and catchy message
Goals Ambition Purpose: to translate the ambition into numerical goals " MoS " " Leadership to the CY " Team Purpose Goals ELD " Quality " " " NOTE: consider the long term plan of your entity!! Why
Goals Ambition Leadership to the CY Team Purpose Goals For MoS definition, consider: 1. Expansion Criteria 2. Market share 3. Team’s ambition Final Number is a Team/Entity Decision! DO NOT look for a perfect relation! :) Why
Planning Process Ambition Leadership to the CY Drivers Operations Programme Focus LC Functions MKT iGCDP Team Purpose FIN LC Strategy oGCDP TM LC Strategy Goals Why LC Strategy How What
drivers Ambition Leadership to the CY Drivers Operations LC Functions Programme Focus MKT iGCDP Team Purpose Goals Why LC Strategy LC Strategy LC Strategy FIN oGCDP TM How What
Programme Focus Drivers Programme Focus LC Strategy LC Strategy LC Strategy HOW Triple Bottomline
Programme Focus Drivers Programme Focus LC Strategy LC Strategy LC Strategy HOW Guiding Questions Planet What programme that will develop more intensely the leadership your entity needs? Profit What programme has more demand in your market? People What programme attracts more youth and motivates your membership?
Programme Focus Drivers Programme Focus LC Strategy LC Strategy LC Strategy HOW Keep in Mind • Planet • External issues of your entity • Needed outer journey for youth • Profit • Cost and expenses of the programme • Supply and demand • People • Internal capacity to deliver the programme and inner journey
Programme Focus! Drivers Programme Focus Program Focus " TM MARK/ COMM/PR FN ICX LC Strategy LC Strategy LC Strategy HOW what will you do in each function to support this focus? ICX
LC Strategy Drivers Programme Focus LC Strategy LC Strategy LC Strategy Purpose: to define the way to achieve the ambition SWOT Strengths Weaknesses Opportunities Threats Focus on Programmes and GAP Resources Ambition gap HOW Strategies
Prioritize! Drivers Programme Focus LC Strategy LC Strategy LC Strategy HOW Focus on the ROI of the strategies ROI = contribution to MoS = impact Maximum 3 TOP strategies!
Planning Process Ambition Leadership to the CY Drivers Operations LC Functions Programme Focus MKT iGCDP Team Purpose Goals Why LC Strategy LC Strategy LC Strategy FIN oGCDP TM How What
operations Ambition Leadership to the CY Drivers Operations LC Functions Programme Focus MKT iGCDP Team Purpose Goals Why LC Strategy LC Strategy LC Strategy FIN oGCDP TM How What
LEADERSHIP IN EVERY XP OPERATIONS Purpose: to have the exchange plan, including inner & outer journey " Inner & Outer Journey Plan " Exchange " Plan Programme Strategies " " " " " HOW NOTE: consider the long term plan of your entity!!
Inner & Outer Journey OPERATIONS For ALL ELD Programmes" HOW (start with a general for the programme)
Inner & Outer Journey: oGCDP
Inner & Outer Journey: iGCDP
Exchange Plan OPERATIONS ∞ HOW Based on Issue Segments and Sub Products Based on CY Partners (S&D and Co-Delivery) Based on months Make the backwards plan NOTE: TMP/TLP goal setting happens in the end of the plan
Programme Strategies OPERATIONS ∞ HOW
Programme Strategies OPERATIONS Front office & Back office strategy ∞ HOW
Programme Strategies OPERATIONS ∞ HOW
LC functions Ambition Leadership to the CY Team Purpose Drivers Operations Programme Focus Marcomm iGCDP oGCDP LC Strategy FIN TM LC Strategy Goals Why LC Functions LC Strategy How What
LC Functions FUNCTIONS Marcomm iGCDP oGCDP FIN TM WHAT 1. 2. 3. 4. Talent Capacity plan Marketing plan Financial plan Calendar
Talent Capacity why is it important?
Recruitment • Planning, Marketing and Selection and allocation of members based on the right structures, JD, competencies in order to achieve organisational goals Education • To equip members with the essential organisational and operational knowledge, skills and attitudes (KSA) through learning and development and induction process • To develop membership for external relevance through LEAD/ Development training Empowerment • To create the environment and opportunities for members to with a development path and growth within the organisation • Goal Setting, Coaching etc. • Rewards and recognitions of positive contributions to the organisation Review/ Tracking • Talent Review, performance and development tracking of our talent for the accurate assessment of talent needs and growth
Talent Capacity FUNCTIONS Common KPIs for Talent Development: Marcomm iGCDP oGCDP • FIN TM • • • • • • • • WHAT • Member efficiency: Exchange per member Exchange efficiency Leadership pipeline Member retention rate % of members in exchange and admin function Number of roles filled NPS TMP/TLP # of members achieving their goals Individual development evaluation (KSA) % of stars, talent pool "
Section State Recruitment Education Empowerment Review/ Tracking Gap Ideal State
Recruitment • • • • Are the current function and team structures effective to achieve goals and clear purpose? " Do we have clear JDs, competencies for each role? " Are we able to recruit the right members through the right channels based on our needs with a strong value proposition? " Do our leaders know how to assess, select and allocate talent to the right roles? " • Are we using the Global Competency Model for Recruitment?
Education • Do we have a structured and systematic learning and development plan (function, LEAD) for each member role (TMP/TLP) based on the overall exchange or strategic plan? " • Do we utilize different training environments to deliver training to our members? " • What is my capacity to deliver training to newbies? " • Do we regularly measure and evaluate learning and development of our members in their roles?
• Empowerment • • • • • • • Do we have a clear personal development plan and career path for each member? Do we showcase impact of our members achievements and learnings? Do we have a succession program to ensure strong leadership pipeline? Are we offering challenges and coachings to members to enhance their development? Do we communicate the relevance of the organization, society, and personal values to the member’s daily operations and function work? How regularly do we reward members, based on what criteria? Does it drive the right behavioUrs? Is the recognition based on members overall key motivation? Is the recognition acknowledged by externals?
Review/ Tracking • • • • Do we use the Talent Review Framework? Does each member periodically review their CAT and PA score? Does the Talent Review frame the way we conduct other Talent Management Processes? Do my TLPs understand the Talent Review process and how to conduct coaching and feedback?
Learning and Development • FUNCTIONS Marcomm iGCDP oGCDP FIN TM • soft skill development attitude shaping Role Timeline e.g. August Team Leader September October November LEAD Learning •Hard WHAT skill development • Operational learning • Organisational Knowledge Delivery • global learning environment
Example Topics to Cover in L&D Attitude Skill Knowledge Living AIESEC values Purpose-driven attitude Responsible Entrepreneurial Approach ❑ Innovative Approach ❑ Understanding the world around me ❑ Understanding my contribution to AIESEC Soft Skill ❑ Emotional Intelligence ❑ Communication skills ❑ Time management ❑ Team work ❑ Team principles ❑ Leadership styles ❑ Ethical leadership ❑ Building trust in team Hard Skill ❑ Analytical thinking ❑ Project management ❑ Team management, ❑ Organizational understanding ❑ Product understanding ❑ Customer orientation ❑ Functional Knowledge ❑ ❑ ❑ ❑
OUTPUT! Ambition Leadership to the CY Team Purpose Drivers Operations Programme Focus Marcomm iGCDP oGCDP LC Strategy FIN TM LC Strategy Goals Why LC Functions LC Strategy How What
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