IHWO Strategy Map

Mihai Laurentiu Ganj, IH Bucharest

Strategy Defined

• An integrated set of choices that helps our organisation to harvest higher returns on a long run

• It encapsulates our competitive advantage = that something that is unique about us and for which customers are willing to pay a premium price

A good strategy test

• It can be resumed on …

• 1 page

• It can be presented to people in ….

• 10-15 minutes

Let’s test our strategy

• We need some volunteers

Leadership structure

(Board of Directors, Management Committee, ED, COO)IHWO Staff / Quality Inspectors / Educational Coordinators / Consultants

Increase Turnover

MaintainProfitability

Improve Cash Flow

Improve standards and ensure full

compliance of our members

Create effective networks for sharing

(best practice, innovation, resources)

Increase business support to members

(training and consultancy for

directors, managers and admin people)

Excel in educational support to members

(training and consultancy for

teachers, doses, creating courses and

resources)

Develop a strong and consistent

IH brand

“We recognize IH as a benchmark

for quality in language learning, teaching and

teacher training.”(Lead the field)

“We want to stay in IH and open

more schools.”(Retain our quality members and help

them grow)

“We are delighted with

what we get from IH.”(Improve our

members delight)

“We want to work with/join the

elite group of schools in the IH network.”

(Attract new quality schools and partners)

IHWO Strategy Map – Feb 2012

Develop a strong and consistent IH Brand

• Target 1: at least 70% real brand consistency / 30% flexibility to be achieved in the next 3 years

Measurement: brand consistency

• Target 2: 100% correct use of the brand mark by all schools who have adopted it

• Target 3: 100% correct application of the golden rules by all schools which have started using the new brand look

1) Re-branding• Formulate the brand values and brand

essence - done• Create the new brand mark - done• Launch the IH Brandbox - done• Launch the new IHWO site - done• Assist members in adopting the new brand

mark and in applying the Guidelines and the Golden Rules - ongoing

Strategic initiatives

Re-branding (cont.)• Establish a policy for policing the

correct use of the brand mark and the golden rules

• Create a communication strategy of the new brand

• Perform a brand audit – perception of end customers

Strategic initiatives

Improve standards and ensure full compliance

of our members

Measurement 1: compliance to standards

• Target 1: 100% of present members comply with 100% of the standards presented in the charters

• Target 2: 100% of new members comply with 100% of the standards by the time they affiliate

Measurement 2: how up-to-date and innovative the standards are

• Target 1: to make sure IH standards include the latest developments in the field (EAQUALS standards, ISO standards etc)

• Target 2: to make sure our standards have something unique and innovative, in line with our strategic objectives

1) Revise the Quality standards

• Rewrite them

• Present them to the inspection visitors

• Pilot new format

2) Establish a more comprehensive and stricter policy regarding non-compliance of the Quality Standards

Strategic initiatives

Create effective networks for sharing

(best practice, innovation, resources)

• Directors Conferences

Traditional networks for sharing:

• DOS Conferences

• YL Conferences

• The IH Online Teacher Conference - done

Strategic initiatives:

• IH Dos Google Group - done

• IH Directors Google Group

• IH YL Google Group - done

• IH Platform - done

1) Create new networks for sharing:

2) Reinforce the Affiliation Agreement clause regardingMembers participation to the DC and DOS conferences

Measurement 1: quality of the exchanges

• Target 1: 80% satisfaction rate in the surveys at the end of the events or in the periodical survey about the network used

Measurement 2: number of active members exchanging info and best practices in the networks

• Target 1: 200 teachers in the IH Online Teachers Conference

• Target 2: 100 Doses participating in the DOSs conference

• Target 3: 154 Directors participating in the Directors conferences

Increase business support to members

(training and consultancy for

directors, managers and admin

• Create a 2-day Customer Care course for Front Desk personnel – in the process

• What else?

Strategic initiatives

2) Creating or identifying suitable developmental programmes for key people working for IH schools: Directors, Admin People ….

1) Raise the profile of IH inspectors and increase the focus on the consultancy side of the IH Quality Inspections

• How?

Excel in educational support to members

(training and consultancy for

teachers, DOSs, creating courses and

resources)

• Introduce a revision cycle whereby the content of all IH courses sold to IH schools or run on OTTI) is systematically reviewed every 3 years - done

Strategic initiatives

• introduce tighter controls regarding the running of courses that IH provides certificates for – done for English – in process for LOTE

1) Consolidate the Assessment Unit activity:

• What else?

2) Develop the Online Teacher Training Institute(without competing with existing members)

• What completely NEW activity should we do?

• What should we STOP doing because it is not valuable?

• What should we do more

• What should we do less

Group work –

Questions for discussion

“We recognize IH as a benchmark

for quality in language learning,

teaching and teacher training.”

(Lead the field)

“We want to work with/join the

elite group of schools in the IH network.”

(Attract new quality schools and partners)

“We are delighted with

what we get from IH.”(Improve our

members delight)

“We want to stay in and open more schools.”

(Retain our quality members and help

them grow)

Increase Turnover

Improve cash flow

Maintain profitability

Leadership structure

(Board of Directors, Management Committee, ED, COO)IHWO Staff / Quality Inspectors / Educational Coordinators / Consultants

Increase Turnover

MaintainProfitability

Improve Cash Flow

Improve standards and ensure full

compliance of our members

Create effective networks for sharing

(best practice, innovation, resources)

Increase business support to members

(training and consultancy for

directors, managers and admin people)

Excel in educational support to members

(training and consultancy for

teachers, doses, creating courses and

resources)

Develop a strong and consistent

IH brand

“We recognize IH as a benchmark

for quality in language learning, teaching and

teacher training.”(Lead the field)

“We want to stay in and open more schools.”

(Retain our quality members and help

them grow)

“We are delighted with

what we get from IH.”(Improve our

members delight)

“We want to work with/join the

elite group of schools in the IH network.”

(Attract new quality schools and partners)

IHWO Strategy Map – Feb 2012