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Overall output for the africa region

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  • 1. Output 3: recommendations for the network-Africa
  • 2. Structure Per programme: 1. Checklist for Re-planning on the Global Strategy inputs 2. Details on Global Strategic Initiatives Inputs to Replanning
  • 3. GCDP
  • 4. Check-list If your entity needs ‘…’, then check SI  Strategic Initiative • • • • Running GCDP as Social Business Generate more clarity on financial sustainability of GCDP Clarity of why we are focusing on a particular issue(s) To provide full leadership development experience to iGCDP participants iGCDP Business Model • • • • Growth of oGCDP in the Region Customize oGCDP to their realities, Orientate entities towards packaging oGCDP for African Eps To strengthen the brand of the organization in the country oGCDP Product Packaging • To have more clarity on how to deliver fast experiences (GCDP process optimization) • Concrete understanding of managing partnerships and how to co-deliver • To improve on TC for GCDP • Generate a National plan for learning & development in your MC • Ensure that members understand the interconnection between their roles and other functional areas to drive better result • • • • • • • Drive us towards 2015 goals achievement Shorting the time required to match Drive better synergy in entities Bridge the huge gap between matching and realization “Clarity of Why” is the “Clarity of How of AIESEC” Clarity on how to ensure leadership development in GCDP participants Drive TMP|TLP to bring growth with in GCDP|GIP • Safety: Global and most effective safety measures for our Eps. • Standards: A clearly defined and reputable standard of implementation that will guide GCDP processes through • Satisfaction: Have a well defined and structured system that will enable EP/Intern satisfaction in participating in our GCD Programmes Supply and Demand Talent Capacity Marketing for Conversion Leadership in Every experience Customer Loyalty for Students
  • 5. iGCDP Business Model 1. Why is this important? 2. What results can it bring to the entity? 3. What to consider for re-planning? 4. Specific Ideas from the Steering team meeting for implementation/ST next steps 5. Find more information here:
  • 6. iGCDP Business Model Why is this important? This will enable understanding and implementation of the following; • Product Customer Flow of GCDP • Running GCDP as Social Business • Inner and Outer Jouney for iGCDP
  • 7. iGCDP Business Model What Result can it bring to the entity? This will ensure; • Clarity of why we are focusing on a particular issue(s) • An elaborate implementation plan taking into consideration all social impact model • Generate more clarity on financial sustainability of GCDP
  • 8. iGCDP Business Model What to consider for re-planning? Outlining our GCDP Plan implementation according to the framework below 3 2 1 Outer Journey Inner Journey Social Business Plan Product-Customer Flow ACTION PLAN
  • 9. iGCDP-Social Business Plan What to consider for re-planning? Need & Social IDEA Opportunity Impact Implementation Generation Analysis Strategy Model
  • 10. iGCDP-Social Impact Model What to consider for re-planning?
  • 11. iGCDP Business Model What to Consider for re-planning In general, the above designed model should be integrated in our GCDP Planning as it will clearly orientate implementation towards; • Needs of the community • Clear strategies on how to drive implementation • Financial sustainability of iGCDP projects • Personal learning of members Thus considering the following for Re-planning will guide us through iGCDP business model implementation; 1. Product-Customer Flow: ensure your entity has adequate processes to guide its implementation 2. Social Business Plan: make adequate use of the BM canvas and create a clear business plan 3. Inner and Outer Journey of Eps and Members. Here Eps refer to interns received.
  • 12. iGCDP Business Model Specific Ideas from the Steering Team for Implementation • Create alignment with Sub-Regional Realities and focus on relevant projects • Break content down to reflect entity scale of operations • MC should align implementation to global strategies and national realities • MC should contextualize strategies for different scale of operations • LCs should see directly how they should run iGCDP • Use model to elaborate how iGCDP becomes more Financially sustainable in your entity • Clear financial model stating all possible and acceptable scenarios for sustainability
  • 13. iGCDP Business Model Find more information via the following links: • Understanding and using the model • IC Session: http://www.myaiesec.net/content/viewfile.do?contentid=10274232 • Steering Team Session: http://www.myaiesec.net/content/viewfile.do?contentid=10282679 • Check on myaiesec.net for WACS and Pioneers output wiki • EP Lead • Guidelines (May Consultancy Week): http://www.myaiesec.net/content/viewfile.do?contentid=10260242 • GCDP from Colombia: http://www.myaiesec.net/content/viewfile.do?contentid=10268536 • Business Model Canvas • Authors’ Website: http://businessmodelgeneration.com/ • Original Book 72-pages free pdf preview: http://businessmodelgeneration.com/downloads/businessmodelgeneration_preview.pdf
  • 14. oGCDP Product Packaging 1. Why is this important? 2. What results can it bring to the entity? 3. What to consider for re-planning? 4. Specific Ideas from the Steering team meeting for implementation/ST next steps 5. Find more information here:
  • 15. oGCDP Product Packaging Why is this important? This is important for African MCs as it will enable; • Growth of oGCDP in the Region • Customize oGCDP to their realities, • Orientate entities towards packaging oGCDP for African EPs
  • 16. oGCDP Product Packaging What results can it bring to the entity? • Orientate product oGCDP packaging to national student market with a specific target of the market. • Boost EP raising methods and strategies of the entity • The entity will use various possible touch points to get to the student market-that is customize marketing • It will elaborate on your brand positioning and reputation
  • 17. PRODUCT PACKAGING 1 2 3 4 PRODUCT EVOLUTION CUSTOMER FLOW ATTRACT UNDERSTAND -------- FOCUS DELIGHT -------- CUSTOMIZE CONVERT -------- CLOSE ------------------------- SHOWCASE
  • 18. PRODUCT- CUSTOMER FLOW ATTRACT STRANGER CONVERT VISITOR CLOSE LEAD DELIGHT CUSTOMER SHOWCASE PROMOTER
  • 19. oGCDP Product Packaging What to consider for re-planning? Take the following into consideration when doing Re-Planning: • Focus on specific Master Issues and Sub-Issues where you can easily access the market • Do not plan to focus on all master issues or sub-issues within a master issue but have a specific target • Make sure oGCDP is packaged under a specific brand: check on AIESEC Cameroon for their current OGX Campaign package for Quarter and Quarter 2. • Capitalise on Regional and Sub-Regional Initiatives to boost campaign. Please check on “Go West Africa Campaign” , “I am a Regional Citizen”, etc. • Developing a sustain coaching model to guide LCs through implementation
  • 20. oGCDP Product Packaging Specific Ideas from Steering Team • Make adequate use of GCDP Issue segmentation • Create online summits to boost sharing of GCPs from pilot entities • Check on the Regional and Sub-Regional Initiatives to boost campaign. Please check on “Go West Africa Campaign” , “I am a Regional Citizen”, etc. • Have a sustain coaching model to guide LCs through implementation • Capitalize on the above mention Sub-Regional Initiative for oGCDP product packaging. • Check on LCs to ensure they are align to the contextualized oGCDP product strategy.
  • 21. oGCDP Product Packaging Find more information here: • GLOBAL | Global Citizen Brands Toolkit: http://www.myaiesec.net/content/viewfile.do?contentid=10276743 • GLOBAL | A Guide to Marketing: http://www.myaiesec.net/content/viewwiki.do?contentid=10255817 • GLOBAL | Steering Team Meeting Session: • http://www.myaiesec.net/content/viewfile.do?contentid=10282682
  • 22. Supply and Demand Why is this important? What results can it bring to the entity? Country partnerships • To deliver more and better experiences and scale up • Process improvement and optimization Co-delivery This is to enable entities understand how to manage partnership with another entity especially with similar reality to deliver high quality experiences that develops leadership This is to enhance better delivery and proper tracking of the experiences we are providing to our exchange participants Most importantly this is to drive us closer to the achievement of our 2015 goals
  • 23. Supply and Demand What to consider for re-planning? Country Partnerships: • • • • • Read through the country partnership framework tool and understand how it works Analyse your current partnerships and see which one is the most relevant and what value is it bringing to the entity After doing an analysis of your current partners, have focus entities (Those that are very relevant to your entity development) Do your HR allocation to have specific people responsible for specific partnership (get GCP from China and Germany) To ensure proper delivery have a tracking tool where you will have minimum standards, todos etc (ex. Germany and Ghana) Co-delivery: • • • Define clearly entities/entity to co-deliver with (There should be a focus and not with all entities :D) Define minimum standards to be met by both entities and what would be the benefits for both entities Have someone responsible for tracking the minimum standards just to ensure we are providing leadership in every experience
  • 24. Supply and Demand Implementation Inputs: Country Partnerships: There should be performance tracking tool for the partnership (It could be anything simple and clear) conferences to promote country partners and the why of the partnership and practical example of how it can be driven by LCs Get testimonials from your Eps to enhance better delivery of partnership and also to motivate partner to do more LC partnership allocation should be based on satisfaction of minimum criteria just to drive the spirit of excellence and to ensure quality delivery Co-delivery: Drive a clear understanding of codelivery and relevance (what is the benefit for both partners) LC should be educated on the importance of co-delivery and how to co-deliver Define minimum standards for co-delivery. Standardization of processes and key delivery
  • 25. Supply and Demand Find more information here: • GLOBAL GCDP & GIP Country Partnerships Tool 1.0 – http://www.myaiesec.net/content/viewfile.do?c ontentid=10272498 • S&D Management Country Partnerships: – http://www.myaiesec.net/content/viewfile.do?c ontentid=10274234
  • 26. Talent Capacity Why is it important? This is to help entities have a proper structure to drive better delivery of our exchange programme and track member learning and development • What results it can bring to my entity • Better clarity on the essence of the organisation and how members are contributing to it. • Ensure that members understand the interconnection between their roles and other functional areas to drive better result • Ensure learning and development of members
  • 27. Talent Capacity What to consider for re-planning • Read through the Talent Capacity summit output and seek for clarification where needed • Review entity structure to align with the proposed programme structure • Develop L & D plan and review MEC to suite the new ontext Find more information in the TC summit output: http://www.myaiesec.net/content/viewwiki.do?contentid=1027678 0 and attend AI virtual consultancy week (19th-21st Nov)
  • 28. Talent Cpacity Implementation inputs • Read through TC Summit output and create a structured plan for implementation plan with key responsibles. • Analyse gap based on National and local analyses • There should be a structured way of tracking implementation. You could use LC coaches or coaching model from MC to get feedback on implementation and the requirement of LCs to achieve set goals • A standardised structure across all LCs • Review Member education cycle
  • 29. Marketing for Conversion Why is this important? • • • • Drive us towards 2015 goals achievement Shorting the time required to match Drive better synergy in entities Bridge the huge gap between matching and realization What results can it bring to the entity? • • Increase in conversion rate Attracting the right people which in turn would ensure faster matching
  • 30. Marketing for Conversion What to consider for re-planning? Alignment of structure based on market need Educational material for members in marketing R & R structure for conversion rate
  • 31. Marketing for conversion Implementation Need: Specific Ideas from the Steering team meeting for implementation/ST next steps There should be a clear definition of role for marketing (from analysis of the region, most MCs only have VPIM & Comm and few MAC so the role is not clearly defined) MCPs should check conversion rate at least weekly (agreed upon during MC Summit) Link ORS to National website (for entities that has website Cote Divoire, Nigeria etc) Educate LCs about it during conferences (This should be very practical) Ensure a synergistic association between VPOGX, TM and MAC (GCP from Ghana) .
  • 32. Leadership in every experience Why is this important? To understand the clarity of why of GCDP and how it connects to the essence of our organization Purpose driven leadership development. Better understanding of how GCDP is driving inner and outer journey of leadership
  • 33. Leadership in every exprience What to consider for re-planning: Understand the leadership needed in your country and analyse the leadership AIESEC is currently providing in your country to see if it aligns and how AIESEC can further develop the needed leadership. Align all activities to the need of your country/external environment and draw the connection to your members Define the kind of behavior or expected behavior you expect every ELD participants in your country to have to be sure they align with the needed leadership Make use of the GLE properly to ensure inner and outer journey of leadership
  • 34. Leadership in every experience Implementation Need: • Education of members about the clarity of why of GCDP at every touch point (LC training, national conference, programme summit etc) • Connection of clarity of why of GCDP to external need (The need of the country) • Assessment of current inner & outer journey elements in connection with needed leadership
  • 35. Customer Loyalty for Students • Why is this important? • What results can it bring to the entity? • What to consider for re-planning? • Specific Ideas from the Steering team meeting for implementation/ST next steps • Find more information here:
  • 36. Customer Loyalty for Students Why is it Important? What results can it bring to the entity? • • • • To ensure that we are assuring safety of all students who take a GCDP experience. This is a very important element. This is also to ensure that we are taking into consideration the standards of implementation are highly taken into consideration when implementing GCDP. This is also to ensure that we are assuring satisfaction of our customers-(students) who are participating in our GCDP implementation • • • Safety: Global and most effective safety measures for our Eps. Standards: A clearly defined and reputable standard of implementation that will guide GCDP processes through. Satisfaction: Have a well defined and structured system that will enable EP/Intern satisfaction in participating in our GCD Programmes Our Reputation: Our reputation as an organization will increase as there is only one AIESEC and that is what our customer sees.
  • 37. Customer Loyalty for Students What to Consider for Re-Planning? Safety Standards Satisfaction
  • 38. Ensuring that the programs that we provide to our students are: We ensure the safety of our participants and that our membership is aware on how to act to prevent and react with Safety Elaborate the safety measures your entity has in place to assure interns stay in your country. Educate both Eps and Interns on Safety measures and ensure to use integration booklet for this as well. We ensure that all our students have the experiences that meet the standards set and that every member delivers on that Set in place standards and also consult the XPP to ensure that you are delivering on your side. Your activities should elaborate on the culture and measures to have response from EPs We ensure that we are listening to customers to have a better customer experience management for higher satisfaction Use data from NPS to set up Satisfaction rate for your entity
  • 39. Specific Ideas from Steering Team Meeting Safety: 1. Adapt education to your national reality. 2. Allocate responsible to track implementation on local level. 3. EPs duties related to safety processes should be stated in EP contract. 4. Insurance must be mandatory for all EP s, and there should be a certain criteria that covers the features of insurance coverage. There should be option of choice for which insurance the EP chooses to take Standards: 1. Having a standards auditing team (to survey through a checklist whether the EP was picked up on arrival, etc.) 2. Include the quality standards in membership criteria and eligibility for awards 3. Educate EPs about the quality standards in Outgoing and Incoming Preparation Seminars 4. Consider which quality standards implementation can be outsourced (e.g. Insurance, safety preparation, pick ups)
  • 40. Find more information here: • GLOBAL Customer Experience Management Programme – http://www.myaiesec.net/content/viewwiki.do? contentid=10267440 • Steering Team Meeting Session: – http://www.myaiesec.net/content/viewfile.do?c ontentid=10282685