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Balancing growth in both OGX programmes

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  • 1. Balancing growth in both OGX programmes! Tier 1 and Tier 2 oGIP and oGCDP
  • 2. “My entity has high goals in both oGIP and oGCDP” “My entity has both oGIP and oGCDP as national focus programmes”
  • 3. “How do we manage this?”
  • 4. Here are some solutions!
  • 5. 1. Create an OD Model that allows growth in both programmes together 2. Balancing support from Marketing AND TM 3. Entity Process optimization/standa rdization
  • 6. 1. Create an OD Model that allows growth in both programmes together 2. Balancing support from Marketing AND TM 3. Entity Process optimization/standa rdization
  • 7. 1. Create an OD Model that allows growth in both programmes together Base it on the number of LCs you have: 1. More than 15 LCs 2. 5-10 LCs along with some expansion initiatives 3. 5-10 LCs, no expansion initiatives 4. 4-5 LCs along with some expansion initiatives
  • 8. More than 15 LCs • Split focus between LCs as you have enough LCs • Focus can be split in a way that LCs having oGCDP focus are also maybe doing iGIP and LCs have oGIP focus are doing more iGCDP • If you have expansions as well, it is ideal that the expansions are focused on one of the two OGX Programmes (NOT ON BOTH) • In terms of implementation, MCVP oGCDP to focus on oGCDP growth LCs to ensure oGCDP growth and supports these LCs with balancing OGX in GIP and GCDP. MCVP oGIP to focus on oGIP growth LCs to ensure oGIP growth and supports these LCs with balancing oGCDP and oGIP! • Supply and Demand allocation and education to be done to LCs accordingly 5-10 LCs with some expansions • Split focus between LCs – NO LC growing a LOT (in absolute or relative numbers) in one of the OGX Programmes should be focusing on the other • Capitalize on your expansion entities and have a very good coaching model to ensure growth of one of the two OGX Programmes through entity expansions • The other option is to have 4-6 LCs growing in both OGX Programmes however only between 25- 30% relative growth and no more than that – in this case you can focus on having the right LC Structures and back office support to drive both OGX Programmes • Again here, synergy between MCVP for oGIP and MCVP oGCDP is extremely important • If MCVP OGX only, focus on 2 OGX not suggested OR get an MC Manager for one of the 2 OGX!
  • 9. 5-10 LCs, no expansions • Even if both OGX Programmes are the focus, the relative growth on any of them cannot be more than 30-40% overall because without expansions it is difficult to make it happen • If your oGCDP Process is very well optimized and you feel oGCDP growth will be natural, focus on only increasing efficiency in oGCDP so that more members can focus on oGIP • In this case almost all LCs might have to do oGIP (or at least 6-7) and the other LCs can do a lot of oGCDP + the LCs doing oGIP have members doing oGCDP at very high efficiency • MCVP Marketing supporting LCs in both oGIP and oGCDP Marketing • In LCs needing to grow a lot in both programmes the MCVP Marketing, TM or OD can be the coach • In LCs with oGCDP focus, oGCDP can be the coach and LCs focusing more on oGIP, MCVP oGIP can be the coach Below 5 LCs with expansions • In general, it is best to have only one of the OGX Programmes as FOCUS (high growth percentage) and either start up the other or have a lower/balanced growth % • Eg: If you are already growing oGCDP, then you can have higher ambition in oGCDP and start up oGIP OR if you are doing both oGIP and oGCDP you can also have high relative and absolute growth goals for oGIP and sustain growth in oGCDP • Some part of either oGIP or oGCDP (suggested is oGCDP) growth can come from expansion initiatives so that LCs can focus more on oGIP • In this case, the MC can work with LCs on big university partnerships for oGCDP that can completely optimize the raising process, post which LCs can work more with oGIP and build capacity for oGCDP Matching and delivery • The above points are different scenarios/examples depending on your reality
  • 10. Entities having BELOW 5 LCs and no intention/capacity to create or manage expansions should stick to doing one of the OGX Programmes – preferably oGCDP What about Entities having less than 5 LCs?
  • 11. 1. Create an OD Model that allows growth in both programmes together 2. Balancing support from Marketing AND TM 3. Entity Process optimization/standa rdization
  • 12. 2. Balancing support from Marketing AND TM Marketing and TM Structures and JD at an MC and LC level Ma Timeline + process of promotion for TMP/TLP, oGCDP and oGIP
  • 13. 2. Balancing support from Marketing AND TM Marketing and TM Structures and JD at an LC level
  • 14. Brand Teams • Each Member can handle 1-2 subproducts/issues in the Programmes • Market Research • Participate in the synergy meetings with the equivalent teams in oGX function • Leads the development of the content marketing strategy for Their main subproducts/ issues • It is recommended that someone with graphic design abilities is also within each team • Have members within each team ASSIGNED TO GIP, GCDP AND TMP TLP LCVP Comm/ Marketing Brand Team TL 1 Members Members Brand Team 2 Channel Mgr. Channel Mgr. Comms Team Members Members Special Comms Team • Builds and Aligns the over-all content strategy of their respective channels to ensure that these spaces continue to contribute more customers and promoters for AIESEC • Works with the brand teams to ensure that marketing content is aligned • Includes management of social media channels, website, online registrations, campus relations, media, PR etc. LCVP JD • Designs Marketing Strategy with oGCDP and oGIP to ensure a well designed product- customer flow* • Leads Proper and Strong Brand management in the LC • Recruitment Period: • Leads the creation and implementation of the marketing strategy across the different GIP Sub Products and GCDP Issues and channels • Ensures that his/ her members are on track and the campaign is running according to timeline Marketing Team Structure 1
  • 15. Marketing team structure 2 70++ Realisations 120++ Raised 300++ (Ideally, Sign up to Raise Conversion rate is greater than 30%) Sample Backwards Planning if oGIP goal is higher than 50 Re for the LC Based on Statistics, how many Raises do you nee to get this many realisations? Based on your average conversion rate, how many Sign-ups do you need to get this many raises? STARTHERE NOTE: • Marketing team has 10+ members (including LCVP) • Marketing Team needs to focus on scaling up their market reach fortheir current developed brands under focus Programme (oGIP/oGCDP/TMP/TLP) • High Volume LC’s need to especially work on optimising their processes and investing in IT innovations in order to increase their production capacity, These LC’s can work with the MC to develop these evolutions • Don’t expand the team too much horizontally LCVP Comm/ Marketing Brand Team TL Member 1 Member 2 Member 3 Brand Team TL Member 1 Member 2 Member 3 Brand Team TL Member 1 Member 2 Member 3 Comms Team TL Member 1 Member 2 Member 3
  • 16. • Be very clear how many members in the Marketing team are driving oGIP, how many members are driving oGCDP Goals and how many members are driving TMP Recruitment • Their Goals for sign up, conversion and raise should be based on the programme they are driving • JD should be based on the programme they are driving IMPORTANT
  • 17. • When calculating productivity for oGIP in the LC or MC, for number of members contributing to oGIP add the number of members from marketing team whose goals and JD is about driving oGIP growth. Eg: 3 out of 7 members are working on oGIP and 4 on oGCDP then 3 members are included into oGIP productivity data and 4 into oGCDP Productivity data Calculating productivity
  • 18. TM Structure option 1 NOTE: • TM Team has 2 core teams, one focused on building capacity and the other focused on Learning and Team Minimums implementation • Number of people needed is generally 8-10 people between both teams • It is advised to have a TL for Capacity due to activities linked to promotion, recruitment and pipeline management and the need to lead recruitment teams • TL for L&D only if the LC needs it and if you have pipeline for someone who is experienced to manage the role • Try to have some people in TM with experience in doing exchange so that they understand the connection between TM and Operations better LCVP TM TL Capacity Members Members TL L&D Members LCVP TM JD: • Plans for number of members needed and education cycle using planning framework in synergy with exchange functions and marketing • Leads the capacity and Learning team to ensure coordination of all activities within TM and the right synergy with other programmes and functions • Focused on driving IXP in the LC (especially if the LC wants to grow in any one or both of the OGX programmes) • Responsible to ensure implementation and detailed tracking of team minimums • Identifying key TM Challenge in the LC along with EB team and with support from MC to create the right strategy and action steps for TM to drive exchange • In this case, the capacity team is managing overall CAPACITY in the LC and L&D team support is customized to programmes, however focused on both OGX Programmes
  • 19. TM Structure Option 1 LCVP TM TL Capacity Members Members TL L&D Members TL Capacity JD • Coordinate recruitment activities in the Synergy with Marketing • Tracking of number of members in each area and by each process • Pipeline management to ensure the LC always has capacity to deliver • Work with LCVP to ensure the right structures • Key focus should be the two OGX programmes TL L&D JD • Coordinate education and L&D in the LC • Created education cycle based on exchange and recruitment timeline • FOCUS ON BOTH OGX PROGRAMMES! • Tracking of increase in performance over a period of time, time it takes to perform, TMP Retention rate etc Members are needed in Capacity team mainly to support recruitment promotion and selection coordination
  • 20. TM structure option 2 LCVP TM Capacity Team Member 1 Member 2 ALTERNATE Structure for this LC LCVP TM Capacity Team Member 1 Member 2 Programme coordinators Programme 1 Programme 2 Programme Coordinators Programme 3 Programme 4 • Programme coordinators are in the programme teams (in this case oGCDP and oGIP mainly) in order to ensure the right L&D and implementation of team minimums • In this case the programme coordinators are still coordinating with LCVP TM but work in the respective programme teams to ensure focused support
  • 21. In TM option 2 KPIs: Number of members in functions and programmes, Time for new member to start performing MoS: Increase in Productivity it is even more important to measure productivity by programme to ensure back office is really supporting programmes in the right way and the right function (or people) are supporting the right programme Here the programme coordinators are meant to make the synergy even better so ensure they are very well trained and have experience in operations preferably.
  • 22. • Be very clear how many members in the TM team are driving oGIP, how many members are driving oGCDP Goals and how many members are driving TMP Recruitment • Their KPIs should be related to capacity or L&D and more specifically related to the key challenge you are trying to solve • TM KPIs should be measurable • JD should be based on the programme they are driving • TM team has to support all programmes LC is running but pay special effort to the focus programme IMPORTANT
  • 23. • Ensure members in TM have the right understanding of exchange and preferably have done exchange • People with AIESEC XP of 6-12 months minimum in TM teams Profile of members in TM
  • 24. Marketing and TM Structures and JD at an LC level What is the MCs role here? • The MC VP TM in synergy with Marketing, GIP and GCDP ensure that LCs are planning for capacity (number of members and structures) in the right way, the MC should track this • The MCVP OD works with the MCVP TM to align structures across LCs based on the OD Model • The MCVP OD works with TM, Marketing and all programmes to align education cycle to the 2 OGX Programmes • MCVP TM and MCVP OD work on ensuring that LCs know how to support OGX and ICX (especially through TM) • The MC to ALIGN PROMOTION TIMELINE for TMP/TLP, oGCDP and oGIP and create the right product packages for each
  • 25. 2. Balancing support from Marketing AND TM Timeline + process of promotion for TMP/TLP, oGCDP and oGIP
  • 26. 2. Balancing support from Marketing AND TM 1. IXP
  • 27. Types of IXP Re integration Members going on exchange
  • 28. Timeline January February March April May June Reintegration Go on exchange! So what is our focus right Now?
  • 29. Now look at this: New members going on Exchange this summer! January February March April May June Reintegration Go on exchange! Member Recruitment
  • 30. StrategiesforMC Planning and Tracking • Have a clear goal for IXP (per programme and for each month) • Track the contribution of IXP to GCDP and GIP goals, in terms of RA MA RE and talent capacity in local teams. LC’s management • Create national R&R campaign for LC’s • Define IXP focus according to MC / LC strategy (focus on GCDP or GIP) • Make sure there’s a clear responsable at local level for IXP goal (VP TM & VP Comm). National Conference Cycle • Include Exchange experience in your education cycle, every member should plan in their career plan a GCDP XP. • Promote the opportunity of being TMP TLP for EP’s in OPS and EP preparation seminars.
  • 31. Strategies for LC Start Up LC • Big Focus on reintegration to start having talent capacity in your LC. Allocation according to LC needs. • All the members need to have in mind to go on Exchange. • Embed into Career Planning Intermediate • Choose a focus for IXP, GCDP or GIP. • Returnees allocated in Operations team and sales teams. Advanced • Be able to drive IXP for GCDP and GIP. • A lot of your membership is going on Exchange, you have off peak TMP TLP recruitment to support operations during summer. High Volume • Big amount of OGX exchanges should come from IXP. • Create an IXP corner in the LC to upscale strategies.
  • 32. 2. Balancing support from Marketing AND TM • Create a clear timeline for LCs about when to do GCDP and GIP promotion – Eg: GIP OGX promotion is on going and GCDP is right before a peak only, GIP OGX promotion for teaching goes on simultaneously with oGCDP Promotion • Optimize your national online attraction and conversion channels to attract participants for both OGX programmes • For sign ups happening through out the year, have a clear and fast response system so that you engage every EP that signs up and is matchable • Segment university campus/off line markets clearly with LCs so that LCs can do faster off line sales • GIP EP sign ups who are not qualified, can be converted to GCDP Eps/TMP TLP as well • When the market is clearly split between GIP and GCDP offline sales and team structures are aligned to this in Marketing, high activity and balance is possible! 2. Other action steps

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