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read
ing the
map
Planning Flow
Plan Output
Time is Short!
SIMPLE
LC FunctionsAmbition Drivers Operations
Why How What
Leadership to Bali
Team Purpose
Goals
LC Strategy
LC Strategy
LC Strategy
Programme Focus
TM
oGCDP
Marcomm
FIN
iGCDP
Planning Process
Planning Output
LC FunctionsAmbition Drivers Operatio
ns
Why How What
Leadership to the CY
Team Purpose
Goals
LC Strategy
LC Strategy
LC Strategy
Programme Focus
MKT
FIN
OD
BD
IM
iGCDP
oGCDP
iGIP
oGIP
TM∞
Leadership
Purpose
MoS
Programme Focus
Strategies (with KPIs)
Inner & Outer Journey
GCDP/GIP Goals and Strategies
FOBO Synergy
Functional Plan
Talent Capacity Plan
Marketing Plan
Budget
CalendarLC Project LC Project
ambitionLC FunctionsAmbition Drivers Operations
Why How What
Leadership to the CY
Team Purpose
GoalsLC Strategy
LC Strategy
LC Strategy
Programme Focus
TM
MKT
FINiGCDP
oGCDP
∞
Leadership to BaliPurpose: to define the specific characteristics of the
leadership Bali needs """""""
Ambition
Why
Leadership to Bali
Team Purpose
Goals
Current Issues
Future State
GAP in Behaviours
Leadership to BaliGuiding 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?
Ambition
Why
Leadership to the CY
Team Purpose
Goals
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 PurposePurpose: to define the reason why your team
will wake up every dayAmbition
Why
Leadership to the CY
Team Purpose
Goals
Leadership to the CY
AIESEC Way + AIESEC 2023
AIESEC 2014
Context
Team Purpose + Stand
To be the best case practice
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&
Team Purpose
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
Ambition
Why
Leadership to the CY
Team Purpose
Goals
MoS
Goals
Purpose: to translate the ambition into numerical goals """"""""
NOTE: consider the long term plan of your entity!!
Ambition
Why
Leadership to the CY
Team Purpose
Goals
ELD Quality
GoalsFor MoS definition, consider:
1. Expansion Criteria 2. Market share 3. Team’s ambition
Ambition
Why
Leadership to the CY
Team Purpose
Goals Final Number is a Team/Entity Decision!
DO NOT look for a perfect relation! :)
LC FunctionsAmbition Drivers Operations
Why How What
Leadership to the CY
Team Purpose
GoalsLC Strategy
LC Strategy
LC Strategy
Programme Focus
TM
MKT
FINiGCDP
oGCDP
Planning Process
driversAmbition Drivers
Why
Leadership to the CY
Team Purpose
Goals
LC Strategy
LC Strategy
LC Strategy
Programme Focus
LC FunctionsOperations
How What
TM
MKT
FINiGCDP
oGCDP
Programme Focus
HOW
Drivers
Triple Bottomline
LC Strategy
LC Strategy
LC Strategy
Programme Focus
Programme Focus
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?
HOW
Drivers
LC Strategy
LC Strategy
LC Strategy
Programme Focus
Programme Focus
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
HOW
Drivers
LC Strategy
LC Strategy
LC Strategy
Programme Focus
Programme Focus!
HOW
Drivers
LC Strategy
LC Strategy
LC Strategy
Programme Focus
Program Focus"
TMMARK/
COMM/PRFN ICX ICX
what will you do in each function to support this focus?
LC StrategyPurpose: to define the way to achieve the
ambition
HOW
Drivers
LC Strategy
LC Strategy
LC Strategy
Programme Focus Ambition
GAP
Strategies
SWOTStrengths Weaknesses Opportunities Threats
Focus on Programmes and Resources gap
HOW
Drivers
LC Strategy
LC Strategy
LC Strategy
Programme Focus
Prioritize!Focus on the ROI of the strategies
ROI = contribution to MoS = impact Maximum 3 TOP strategies!
Ambition Drivers
Why
Leadership to the CY
Team Purpose
Goals
LC Strategy
LC Strategy
LC Strategy
Programme Focus
Planning ProcessLC FunctionsOperations
How What
TM
MKT
FINiGCDP
oGCDP
operationsAmbition Drivers
Why
Leadership to the CY
Team Purpose
Goals
LC Strategy
LC Strategy
LC Strategy
Programme Focus
LC FunctionsOperations
How What
TM
MKT
FINiGCDP
oGCDP
LEADERSHIP IN EVERY XPPurpose: to have the exchange plan, including inner
& outer journey "
"
"
"
"
"
"
"
NOTE: consider the long term plan of your entity!!HOW
OPERATIONS
Inner & Outer Journey Plan
Exchange Plan
Programme Strategies
HOW
OPERATIONS
Inner & Outer Journey
For ALL ELD Programmes"(start with a general for the programme)
Inner & Outer Journey: oGCDP
Inner & Outer Journey: iGCDP
Exchange PlanBased 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∞HOW
OPERATIONS
∞HOW
OPERATIONS
Programme Strategies
∞HOW
OPERATIONS
Programme StrategiesFront office & Back office
strategy
∞HOW
OPERATIONS
Programme Strategies
LC functionsAmbition Drivers
Why
Leadership to the CY
Team Purpose
Goals
LC Strategy
Programme Focus
LC FunctionsOperations
How What
TM
oGCDP
Marcomm
FIN
iGCDP
LC Strategy
LC Strategy
LC Functions
1. Talent Capacity plan 2. Marketing plan 3. Financial plan 4. Calendar
WHAT
FUNCTIONS
TM
oGCDP
Marcomm
FIN
iGCDP
Talent Capacitywhy is it important?
Recruitment
Education
Review/Tracking
Empowerment
• Planning, Marketing and Selection and allocation of members based on the right structures, JD, competencies in order to achieve organisational goals
• 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
• 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
• Talent Review, performance and development tracking of our talent for the accurate assessment of talent needs and growth
Talent CapacityCommon KPIs for Talent Development: • 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 "
WHAT
FUNCTIONS
TM
oGCDP
Marcomm
FIN
iGCDP
Section State Gap Ideal State
Recruitment
Education
Empowerment
Review/ Tracking
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?
• 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?
Education
• 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?
Empowerment
• 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?
Review/Tracking
Learning and Development
WHAT
FUNCTIONS
TM
oGCDP
Marcomm
FIN
iGCDPRole Timeline LEAD Learning Deliverye.g. Team Leader
AugustSeptemberOctoberNovember
• soft skill development • attitude shaping
•Hard skill development
• Operational learning • Organisational
Knowledge
• 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 Drivers
Why
Leadership to the CY
Team Purpose
Goals
LC Strategy
Programme Focus
LC FunctionsOperations
How What
TM
oGCDP
Marcomm
FIN
iGCDP
LC Strategy
LC Strategy
planning
JD
calendar
finished!!!