Management Team Meeting Context for our Work
26July2016
FY2016 Accomplishments
We Need Context from Our Complexity
• New YPO strategy • Lifelong Learning Initiative • All member survey
• FY16 Accomplishments and work underway
• Renewal rates and statistics • Management Team Survey • Role Clarity and Organization Definition
• Continuing work on our IT platforms
• Unexpected & Unplanned Issues
• 454 Chapter Exec Committees • 13 separate YPO & YPO Gold Regions
• 2 Integrated Regions • 2 Chapter/Region Councils: YPO & YPO
Gold • 55 Network Exec Committees • 4 Network Councils • >160 Active Group Administrators • 6,800 Event Chairs/Committees • 3,800 Forums • YPO Board and its 14 committees
20% higher than other organizations
94-95%
Member renewal rates
COMMITTED
5% GROWTH PER YEAR
25,000 MEMBERS
130 COUNTRIES
454 CHAPTERS
GROWING
Members who volunteer each year as champions
40%
ENGAGED
More than USD100 million Financial turnover and
strong financial reserves
STRONG
Diverse industries. Ages from 24 to 96.
All life and business stages.
COMPREHENSIVE
1. Membership renewal rates are high and remain high. So far, tracking ahead of last year.
2. High transition rates from Y to YGold (90%)
3. There is deep equity in the YPO brand. 4. Members intend to continue in YPO for the next
three years. 5. Span of membership across 133 countries 6. Increasing appeal for women members 7. Spouse/partners more satisfied than members 8. Key investments in membership development and
IT underway 9. Strong financial position
1. Member satisfaction is declining, though still high on an absolute basis
2. Members overall are less happy with the value they perceive for international dues. Members outside the US are even less happy.
3. Members do not intend to dedicate more of their time to YPO (but not less either.)
4. Technology improvements are needed (and underway)
BalancingtheYPOWellnessBooks
LookingGood… NeedsAnotherLook…
Strategy for Lifelong Leadership and Learning
Strategy for Lifelong Leadership and Learning
Implementing across four themes:
1. Going to market and operating as a single organization to serve our members directly and through their chapters & regions, networks and direct-to-member.
2. Moving from an old school education view to a current learning view
3. Committing to delivering a lifelong journey for our members
4. Aligning and simplifying our member leadership structures to deliver the intentions of our strategic framework.
YPO is a Platform for Member Engagement
– While we do provide services and products, YPO’s primary role is to be a platform for the members to engage each other.
– As defined in the strategic framework: – “Members fundamentally improve themselves, their businesses, their
families and the world by harnessing the knowledge, influence and trust of the most important business leaders across the globe.”
– “The peer-to-peer experience is founded in open sharing of different perspectives, in which members embrace their differences with mutual respect.”
– “YPO provides a platform for members to access local and global opportunities.”
YPO is Simple … Really!
CreatingthePlatform
1.NurtureacommunityofYPOpeers
2.Createasafeenvironment
3.Createopportunitiesformemberstogatherandconnect(local&global)
4.Stimulatelearningandideaexchange
PurposetohelpmembersbecomeBetterLeadersthroughLifelongLearningandIdeaExchangetm
CorePrinciples
- Communityofpeerleaders
- Platformforlifelonglearning&ideaexchange
- Safehavenculture
- Uniquelypersonalexperience
EngagementChannels
ChaptersandRegions
Networks
Direct-to-YPO
Member-to-Member
YPO Organization Shifts Underway
Age based focus ….................... Interest based focus
Anecdote-based reasoning ….... Data-driven reasoning
Traditional Set plan and design Agile prioritization & alignment Members self-serve …............... YPO helps-serve
Task orientation …...................... Relationship orientation
Collaboration activity …............. Measurable Outcomes
Management as order-takers …. Strategic implementers
From this … To this …
Themes of Emphasis Ahead
1. Protect and enhance the core principles of the YPO platform 2. Harness the global network for the relevance of each member:
– Organize content based on interests and accessibility instead of age – Nurture one-to-one connections, beginning with mentoring – Apply technology, data and insights for members to be aware and
access relevant content 3. Be truly global and diverse 4. Clarify member experience and value as a champion
YPO strategy documents are available on the Exchange ypo.org/leadershiplearninglifelong
• Strategy Narrative • Strategy Framework • Mission and Principles • Governance GCODE • Global Brand Identity • Strategy Implementation Plan • Strategy Rollout Presentations • Frequently Asked Questions
Strategy for Lifelong Leadership and Learning
Alignment and details of the new strategic framework
FY17 Priority Plan Initiatives
Apply systems for lifelong learning and member relevance
o Develop 3 year Lifelong Learning execution roadmap o Implement CRM usage and adoption and Analytics
Platform within CRM o Call every member and update member profiles in
Exchange/CRM for enhanced member connection and improved communication
o Pilot and apply segmentation messaging of member communications
o Simplify and Coordinate Marcom Partner Support o Facilitate one to one learning between members through
the peer mentoring program
Align member leadership & strategy o Socialize strategy across the organization o Integrate member value for dues messaging o Implement P & P Changes o Committee realignment and resulting strategies o Implement new naming for chapters and member
categories o Board composition review ** o Update and align YPO brand assets
Operationalize & implement key strategies o Events Strategy - creating event definitions and a flagship
calendar/event model to build out a five year plan o Define and begin to implement Networks 2020 o Implement the Forum Strategy
Focus areas for organization improvements & stewardship o Continue of the membership development pilots o Chapter Criteria Review ** o Risk assessment review ** o Develop and define next phase technology plans and value metrics o Introduce a succession planning tool including manager training to
map the mid-level management o Ensure ongoing strategy follow up
**DenotesboardRoadmapitem
Interest-based - Ranking of Learning Opportunities
YPO Platform Drives Membership Value
PercentageofMembersIndicatingOfferingasVeryorExtremelyValuable
Our One Team Journey Let’s Talk About Us …
Management Team Role in the Strategy
“Our management organization drives all strategic implementation with members' guidance and will be a worldwide, multi-cultural organization reflecting our member needs and geographies. It will be a customer-centric organization that most effectively implements the direction and policies established by members using reliable technologies and people systems.” – Professional management & workplace – Analyze alternatives and recommend path for approval – Implement plans and Policies & Procedures – Perpetuate and Protect the YPO Platform – Leverage the scale of YPO for the benefit of each member – Report to Board of Directors
“Ecosystem” of Support for Each Channel of Engagement
Chapters and Regions
Networks
Direct-to-YPO
Member-to-Member
Member Spouse/Partner
Children
TheYPOBoard,committees,departments,champions,managementteamandcontractorsallcombinetocreatean“ecosystem”ofsupportthrougheachofthenon-competitivechannelsofmemberengagement.YPOscalesaroundtheglobethroughitsPoliciesandProcedures,StrategyFrameworkandtheconnectivityamongitsmembers.
Management Team Highlights
1. YPO is undergoing incredible change and transformation
2. Strengthening its culture and has raised performance expectations
3. The management team is growing in their professional careers. 4. Established Executive Success Framework & tools for people to be
in charge of their own journeys 5. People want to stay with YPO – and are developing by moving to
new internal opportunities 6. Change & transformation bring stress and some uncertainty for which
we are starting to see the impact through our 3rd annual engagement survey
7. We have more work to do
YPO score 59 -5
This score has decreased by -5 points since the previous survey.
YPO Management Team Member Survey 2016 - All Respondents
FY16 Overall Custom Insight Engagement Index Score
Management Team Benchmark SurveyTop Quartile Strengths Outweigh Bottom Quartile Weaknesses
Empowerment & Autonomy
The work I do makes a difference
Stress & Workload amount of work & pace of work
Spirit of cooperationValues ideas & opinions
Trust
Purpose & Direction
Accountability
Respect for Management
Leadership & Motivation
High Performance StandardsOpportunities for Growth Follows thru on commitments
Encouraged to solve problems
Teamwork
Of74attributes,YPObenchmarked≥75%in25and≤25%in3.
What Matters Most to Engaged Team Members
1. Our senior leaders demonstrate strong leadership skills. 2. My manager helps people develop passion for their work. 3. Everybody is treated fairly at YPO. 4. YPO respects its management team members. 5. It really feels like everybody is on the same team at YPO.
FY16 Engagement, Alignment and Competency
Engagement with "The Organization"DISENGAGED ENGAGED
26% 29%average average
Strategic AlignmentNOT ALIGNED ALIGNED
19% 36%low high
Engagement with "My Manager"DISENGAGED ENGAGED
15% 46%low high
Competency (Upward Feedback)MOTIVATE RELATE EXECUTE
78th 79th 81st%ile %ile %ile
YPO Management Team Member Survey 2016 - All Respondents
Average/typicallevelsofengagementareintherangeof25%-35%.Average/typicallevelsofdisengagementareintherangeof20%-30%.
FY1472nd74th75th
FY1576nd79th80th
FY1514%47%FY1518%36%
FY1515%35%
Role Clarity & Allocation of Management Team
Team’s Top Motivators
Flexibleloca+ons(abilitytoworkremotely)Flexibleworkschedule
Rela+onshipswithpeersand/ormembers,spouses/partnersandYNGersDegreeofautonomyandcontrolinmywork
Compensa+on/BonusesWorkingwithmembers,spouses/partnersandYNGers
Professional/skilldevelopmentYPO'spurpose/mission
Leadership/MyManagerTravel/OnlyinYPOexperiences
Recogni+onCareeradvancementWork/lifeintegra+on
Time-offOther(specify)
InternalCommunica+ons
0% 15% 30% 45% 60%
0%3%
7%7%8%
11%14%
16%16%16%
20%23%
26%32%
40%58%
Engagement Index by Role
Trends in Hiring & Positions Filled
0
25
50
75
100
FY14 FY15 FY16
InternalHire ExternalHire TotalHire
97
39
20
53
24
44
1520
39
97
What can be done to increase the level of fairness at YPO?
Notablecommentsmentioning:- Experience- Favoritism- Policies- Fairness- Hiring- Advance- Expectations- Compensation- Structure- Title- Clarity- Promotion- Advancement- Transparency
Stress and Workload ScoresPE
RCEN
TILE
0
25
50
75
100
MyjobdoesnotcausestressoranxietyinmylifeThepaceoftheworkatYPOenablesmetodoagoodjobTheamountofworkIamaskedtodoisalwaysreasonable
2720
Median(AllCompanies)
Lastyear25%13%6%
Organization Initiatives in Progress
– Sharing Engagement Results by Department – Work/Life Coaches for team members based upon interest – Skip level meetings – Prioritization and escalation training sessions (Executive Success Framework – Change to travel policy – Introduction of a Luggage Reimbursement policy – M2Mx for team members now and post Salesforce go-live – Planning: Mondays/Friday scheduling and time-off – Email protocol – Gratitude – celebrating milestone anniversaries – Engagement Champions for each department
We have a clear path. If we can liberate ourselves, we can see a bright future ahead …
1. Help make better people to make a better world … businesses, communities and families
2. Commit to and trust the YPO platform. Relationships are growing in importance.
3. Drive professional & personal growth … empowerment, autonomy, mastery 4. Unlock the wisdom of the community with one-to-one relevance 5. Apply technology to drive individual interests and focus on value 6. Be more “Millennial” friendly as a platform for the future 7. Be more agile. 8. Decentralize. Align on direction and drive decisions and actions for local impact 9. Have more fun
Thoughts? Questions?