Q3 operations report

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Q3 operations report

  1. 1. Operations Quarterly Report Content: oGIP, oGCDP, iGIP, iGCDP, TM, Operations, IM
  2. 2. oGIP Quarter Report Q3 2013
  3. 3. oGIP – General Direction 1.  Working on specific segments - Global Talents subproduct implementation 2. Growth networks – working closely with some LCs 3. oGIP culture among membership in our entity ( personel fulfillment, better understanding of area, value proposition for members) 4. Off peaks in segments – supply & demand management 5. International Relations support MC MoS realzation 7. Selling culture in oGIP area 8. Capitalizing on SU
  4. 4. Monthly Priorities Achievement Kasia   Growth  Netowrks  strategy   JD   NST  <3     done     LC  coaching  visit  -­‐  ac=on  step  for  each   LC   JD   me     done     OGX  Relevance  campaign  crea=on     SI   Ana  Sofia   25%   Kasia   Coaching  -­‐  LC  visits     SI   me   100  %   ELD  Summit  -­‐  oGIP  strategies  delivery     SI   me   100  %   IC  fallow  up     SI   me     100  %   Kasia   NST  follow  up     JD     me   Done   SumCo  prepara=on     JD   Ana  Sofia     Done   Global  Talents  PlaQorm     SI   me     Done  
  5. 5. Results Overall RA   MA   RE     PL   99   101   127   RE   168   100   90   167  %   99  %   71  %    
  6. 6. 2012/2013    
  7. 7. Q3 – Results in IT IT                                                                                                                                                                                                                               Q3  2013       July         August         September         RA   MA   RE   RE  2012   Growth/ Drop  (Re)       RA   MA   RE   RE  2012   Growth/ Drop  (Re)       RA   MA   RE   RE  2012   Growth/ Drop  (Re)               PL   RE   PL   RE   PL   RE       PL   RE   PL   RE   PL   RE       PL   RE   PL   RE   PL   RE       MoSes         5   6   5   1   3   5   7   -­‐29%       5   5   2   3   5   1               8   15   5   8   10   5                                                                                                                                   TOTAL  Monhly       5   6   5   1   3   5   7   -­‐0,29       5   5   2   3   5   1   0   0       8   15   5   8   10   5   0   0                                                                                                                           TOTAL  Quarterly       RA   MA   RE   RE  2012   Growth/Drop           26   12   11   12   -­‐8%           Q1  2013           PLANNED           RA   MA   RE   RE  2012   Growth/Drop           18   12   18   12   50%                                                                                                                           GAP         -­‐8   0   7                      
  8. 8. Q3 – Results in Business B                                                                                                                                                                                                                               Q3  2013       July         August         September         RA   MA   RE   RE  2012   Growth/ Drop  (Re)       RA   MA   RE   RE  2012   Growth/ Drop  (Re)       RA   MA   RE   RE  2012   Growth/ Drop  (Re)               PL   RE   PL   RE   PL   RE       PL   RE   PL   RE   PL   RE       PL   RE   PL   RE   PL   RE       MoSes         12   28   10   13   12   9   13   -­‐31%       6   25   12   13   10   10               20   21   10   7   15   9                                                                                                                                   TOTAL  Monhly       12   28   10   13   12   9   13   -­‐0,31       6   25   12   13   10   10   0   0       20   21   10   7   15   9   0   0                                                                                                                           TOTAL  Quarterly       RA   MA   RE   RE  2012   Growth/Drop           74   33   28   45   -­‐38%           Q3  2013           PLANNED           RA   MA   RE   RE  2012   Growth/Drop           26   32   36   45   -­‐20%                                                                                                                           GAP         -­‐48   -­‐1   8                      
  9. 9. Q3 – Results in MKT Mkt                                                                                                                                                                                                                               Q3  2013       July         August         September         RA   MA   RE   RE  2012   Growth/ Drop  (Re)       RA   MA   RE   RE  2012   Growth/ Drop  (Re)       RA   MA   RE   RE  2012   Growth/ Drop  (Re)               PL   RE   PL   RE   PL   RE       PL   RE   PL   RE   PL   RE       PL   RE   PL   RE   PL   RE       MoSes         6   12   15   9   18   12   12   58%       8   11   10   6   8   5               8   18   10   5   10   5                                                                                                                                   TOTAL  Monhly       6   12   15   9   18   12   12   0,58       8   11   10   6   8   5   0   0       8   18   10   5   10   5   0   0                                                                                                                           TOTAL  Quarterly       RA   MA   RE   RE  2012   Growth/Drop           11   20   22   26   -­‐15%           Q1  2013           PLANNED           RA   MA   RE   RE  2012   Growth/Drop           22   35   36   26   38%                                                                                                                           GAP         11   15   14                      
  10. 10. Q3 – Results EDU EDU                                                                                                                                                                                                                               Q3  2013       July         August         September         RA   MA   RE   RE  2012   Growth/ Drop   (Re)       RA   MA   RE   RE  2012   Growth/ Drop   (Re)       RA   MA   RE   RE  2012   Growth/ Drop   (Re)               PL   RE   PL   RE   PL   RE       PL   RE   PL   RE   PL   RE       PL   RE   PL   RE   PL   RE       MoSes         15   11   10   21   10   12   10   20%       8   12   1   9   12   10               10   5   11   7   15   10                                                                                                                                   TOTAL  Monhly       15   11   10   21   10   12   10   0,2       8   12   1   9   12   10   0   0       10   5   11   7   15   10   0   0                                                                                                                           TOTAL  Quarterly       RA   MA   RE   RE  2012   Growth/Drop           28   37   32   35   -­‐9%           Q1  2013           PLANNED           RA   MA   RE   RE  2012   Growth/Drop           33   22   37   35   6%                                                                                                                           GAP         5   -­‐15   5                      
  11. 11. Network Analysis – RA 0   5   10   15   20   25   30   35   2012   2013  
  12. 12. Network Analysis – MA 0   2   4   6   8   10   12   14   16   18   2013   2012  
  13. 13. Network Analysis – RE 0   5   10   15   20   25   2012   2013  
  14. 14. Overall Factors POSITIVE: ü Good planning process ü AMAZING NST ü Attitude „we can do it” ü IC, SumCO, ELD Summitt ü LC visits! ü OGX Commission
  15. 15. NEGATIVE: ü  Lack of structures in LCs during Summer ü  March Recruitment – raising – around 400 EPs on avi in the beginning of term  
  16. 16. oGIP in Q3 Key Achievements: •  GLOBAL TALENTS PLATFORM •  GROWTH NETOWRKS •  IC FALLOW UP •  EP CONFERENCE & IT OFF PEAK RECRUITMENT IN PROGRESS •  NEW RECRUITMENT FLOW Key Non-Achievements •  OGX RELEVANCE •  MY HOLIDAYS
  17. 17. oGIP in Q4 Key strategies for next quarter: •  OGX RELEVANCE •  EP CONFERENCE •  IT OFF PEAK RECRUITMENT •  BE A MATCHER – R&R FOR OGX •  CO-DELIVERY – GROWTH NETWORKS EVALUATION •  LAST LC VISTS •  WINCO •  NST development – faci, delegate etc. Key challenges for next quarter: •  NST CAN BE OVERLOADED – LCVPs
  18. 18. oGCDP Quarter Report Q3 2013
  19. 19. oGCDP – General Direction •  Bring OGX Relevance to AIESEC in Poland (in process) •  RA = MA mindset (done!) •  LC2LC Cooperation Management (done!) •  Customer orientation focus (in process) •  EP LEAD Implementation / Co-Delivery Strategies (in process) •  Introduction of off peak (done!) •  International Positioning (done!) •  Process Optimization (in process)
  20. 20. Quarterly Priorities Achievement
  21. 21. Q3 - Results RA 2012 2013 Growth Planned 85 Achieved 109 72 - 33.94 % % Plan Realization 84.7 % MA 2012 2013 Growth Planned 105 Achieved 156 128 - 17.95 % % Plan Realization 121.9 % RE 2012 2013 Growth Planned 455 Achieved 299 395 32.11 % % Plan Realization 86.8 %
  22. 22. Network Analysis – RA 11   9   8   6   5   5   5   5   4   4   3   1   1   1   1   1   1   0   20   7   5   13   4   6   9   8   14   1   5   3   2   3   2   5   1   1   0   5   10   15   20   25   2013   2012  
  23. 23. Network Analysis – MA 18   17   17   9   9   9   8   8   8   5   5   4   4   2   2   1   1   1   12   17   10   36   8   4   11   17   7   6   2   11   3   2   3   5   2   0   0   5   10   15   20   25   30   35   40   2013   2012  
  24. 24. Network Analysis – RE 65   45   42   41   40   33   25   23   18   15   14   12   8   5   4   3   1   0   37   31   21   62   16   32   15   18   6   11   6   14   9   11   5   4   0   1   0   10   20   30   40   50   60   70   2013   2012  
  25. 25. Overall Factors (positive factors that influenced the performance) •  Successful coaching visits! •  Amazing NST J •  SumCO / IC / ELD Summit •  Engagement from commission and MC team (OGX as drivers)
  26. 26. Overall Factors (negative factors that influenced the performance) •  No on-going promotion for programme •  LC’s with no marketing plan for GC •  Time limitations because of conferences, coaching visits…
  27. 27. oGCDP in Q3 2013 Key Achievements: •  OGX mindset in membership •  NST development •  Off Peak framework and education •  OCP preparation •  LC coaching •  International Relations Key Non-Achievements •  Q4 short promo initiative •  Numerical goals Q3 •  OGX as Sales campaign •  OGX GCDP Marketing plan in LC’s executed
  28. 28. oGCDP in Q4 2013 Key strategies for next month: •  Q1 off peak launch •  NST & LC visit follow-ups •  Launch of National OGX GCDP wiki and education flow •  EP LEAD creation •  Marketing plan for OGX GCDP •  OGX as Sales & Challenge campaign for Q1 results Key challenges for next month: •  Chairing LCC’s •  MC Team Days •  TMP Recruitment in LC’s •  Joao leaves L
  29. 29. PRIORITIES FOR Q4 •  Q1 off peak launch •  International Cooperation management and delivery •  NST & LC visit follow-ups •  Launch of National OGX GCDP wiki and education flow •  EP LEAD creation •  Marketing plan for OGX GCDP, focus on November •  OGX as Sales & Challenge campaign for Q1 results FOR OCTOBER •  Q1 off peak launch •  Finish LC Visits •  Chairing LCC’s (of 3 important LC’s!!) •  Off peak marketing plan •  OGX Challenge campaign design •  OGX GCDP Wiki launch •  oGCDP MM commission management
  30. 30. iGIP Quarter Report Q3 2013
  31. 31. iGIP – General Direction •  iGIP in Poland is delivering one coherent and market relevant Global Talents product basing on national sub products and local segments. Our internal processes optimization and know-how implementation together with external outlook makes us reliable business partner for companies in different segments across Poland.
  32. 32. Quarterly Priorities Achievement JULY   iGIP  Top  LCs  inita=ve  prepara=on  and  releasing  the  app   done   Func=onal  mee=ng  prepara=on   done   SumCo  prepara=ons   done   Delivery  Cooridniator  training  and  implementa=on   done   AUGUST   Sales  Region  (Coaching)  strategy  crea=on  and  first  mee=ng   done   Coopera=on  with  government  prepara=ons   done   Global  Talents  posi=oning  -­‐  NST  selec=on  ||  webpage  +  offer  update  ||   external  partners  raising   undone   Global  Talents  Product  Development  strategy  (with  BoA  and  WG)   done   SEPTEMBER   Coaching  visits  -­‐  sales  region  kick  off!   done   ELD  Summit   done   Global  Talents  basic  brand  support  -­‐  webpage  /  offer   undone  
  33. 33. Results Overall 105   107   108   57   48   94   51   54   83   2012   2013   PLAN   2012   2013   PLAN   2012   2013   PLAN   RA   MA   RE   Q3   Q3  Results  
  34. 34. Q3 – Results in IT 6   17   33   5   3   29   4   3   34   2012   2013   PLAN   2012   2013   PLAN   2012   2013   PLAN   RA   MA   RE   IT  Q3  
  35. 35. Q3 – Results in Marketing 22   19   19   16   10   14   14   10   11   2012   2013   PLAN   2012   2013   PLAN   2012   2013   PLAN   RA   MA   RE   MKT  
  36. 36. Q3 – Results in Teaching 6   7   18   1   4   15   2   3   13   2012   2013   PLAN   2012   2013   PLAN   2012   2013   PLAN   RA   MA   RE   Teaching    
  37. 37. Q3 – Results in @UNI 67   66   38   34   30   36   29   39   35   2012   2013   PLAN   2012   2013   PLAN   2012   2013   PLAN   RA   MA   RE   Uni  
  38. 38. Network Analysis – RA 9   8   9   11   15   10   3   13   2   9   4   1   4   8   1   6   4   8   11   16   14   7   0   2   10   2   5   4   3   1   LCs  Q3   2013   2012  
  39. 39. Network Analysis – MA 2   8   1   1   4   1   6   3   0   5   1   1   4   8   2   1   0   0   3   0   0   2   4   3   3   6   1   8   2   2   1   11   3   3   1   4   LCs  Q3     2013   2012  
  40. 40. Network Analysis – RE 7   0   2   1   8   6   0   6   0   0   1   15   2   1   0   2   3   0   4   7   3   4   3   0   2   5   2   2   0   11   1   0   0   4   2   1   LCs  Q3   2013   2012  
  41. 41. Overall Factors POSITIVE: •  Full support from iGIP commission •  Beginning of cooperation among LCs •  Conferences (National and International) •  Coaching visits •  AIESEC Uni changes •  Global Talents coherency across Poland
  42. 42. NEGATIVE: •  Lack of HR during summer •  Matching intensity •  Bad planning •  Lack of NST in the area •  Lack of brand support for Global Talents  
  43. 43. iGIP in Q3 Key Achievements: •  Commission building •  First sales region creation (coaching LCs) •  Global Talents standarization •  National cooperation with Funmedia Key Non-Achievements •  NST •  GT Brand Support •  International cooperation
  44. 44. iGIP in Q4 Key strategies for next month: •  International Cooperation NST implementation •  Funmedia cooperation follow up •  Sales region tracking and showcasing •  Matching Mania •  Sales Mania Key challenges for next month: •  New GT strategy implementation (local products creation) •  GT brand support…
  45. 45. iGCDP Quarter Report Q3 2013
  46. 46. iGCDP – General Direction 1.  National educational product portfolio refreshment (creating materials, educating the network, testing new product portfolio) 2. NGO cooperation enhancement (launching OCP’s commission, research of national TN takers) 3. Partnership management development (recruiting team members of IR structure, implementing IR standards with partners and LC’s)
  47. 47. iGCDP – General Direction 4.  Host families initiative development (recruitment of brand manager, planning GH positioning, creating national recommendations for local promotion, creating national platform for registration) 5.  GCDP sales enhancement (testing sales recommendations, WIKI creation) 6.  EP servicing process based on co-delivery (summing up recommendations in a WIKI)
  48. 48. iGCDP – General Direction 7.  Reception WIKI creation (creating a working group and preparing the WIKI)
  49. 49. Quaterly Priorities Achievement •  Creation of new product portfolio and informing network about the changes •  Creation of strategy for cooperation with NGO and informing network about it •  Creation of strategy and policies for partnership management in iGCDP and informing netwrok about it
  50. 50. Q3 - Results Planned   Realized   Growth   %   RA   240   281   -­‐171   -­‐38%   MA   350   260   +71   37%   RE   440   382   +61   19%  
  51. 51. Network Analysis – RA 0   20   40   60   80   100   120   140   2013   2014  
  52. 52. Network Analysis – MA 0   10   20   30   40   50   60   70   80   2013   2012  
  53. 53. Network Analysis – RE 0   10   20   30   40   50   60   70   80   90   100   2013   2012  
  54. 54. Overall Factors (positive or negative factors that influenced the performance) •  I was developing and changing my strategies few times, which made it finished later than I planned. •  I did not push so much LC’s to rais TN’s particluarly three months before the realization dates. •  One person in IR structure is definitely not enough to assure proper raising and matching progress. •  Not enough know-how passed (because there wasn’t) during MCVP transition. I needed to get some of it from the network on IC or through doing the actual work.
  55. 55. iGCDP in Q3 2013 Key Achievements: •  Creation of new product portfolio and informing network about the changes •  Creation of strategy for cooperation with NGO and informing network about it •  Creation of strategy and policies for partnership management in iGCDP and informing netwrok about it Key Non-Achievements •  Still no reception WIKI •  Not so much progress in Global Host •  No integration activities for long term NST members
  56. 56. iGCDP in Q4 Key strategies for next quarter: •  Testing new product portfolio for edu sector •  Launching new type of cooperation with NGO’s •  Implementing partnership management tools for both LC’s in Poland and partners •  Brand enhancement Key challenges for next quarter: •  Preparations for WinCo •  Lack of NGO coordinator •  Less time due to many holidays in Poland
  57. 57. iGCDP in October 2013 Key strategies for next quarter: •  Finishing materials for edu projects. •  Research of knowledge partners. •  Research of national TN takers in NGO’s. •  New NST members induction and launch of work. •  Launch of NGO OCP commission. Key challenges for next quarter: •  One week less for work due to team days.
  58. 58. Operations Quarter Report Q3 2013
  59. 59. Quarter Priorities Achievement •  Customer Experience Management Culture •  Customer Channel •  National Control Board – NCB •  GIP Strategic Meeting Management •  International Congress •  ELD Summit Agenda Management
  60. 60. Overall Factors (positive or negative factors that influenced the performance) •  International Congress (Negative) •  NCB Members performance (Positive) •  GIP Strategic Meeting follow up (Negative)
  61. 61. Operations in Q3 2013 Key Achievements: •  Customer Experience Management Culture •  Customer Channel •  National Control Board – NCB •  GIP Strategic Meeting Management •  International Congress •  ELD Summit Agenda Management Key Non-Achievements •  Customer Experience Management (in terms of trainings – not culture) and usage of tools •  Interaction of Operations sub-team to be connected and understand all strategies •  OD and OP connection that we notice that improvement is needed
  62. 62. Operations in October 2013 Key strategies for next month: •  Talent Management Product Packaging Agenda Creation (with Justyna) and execution; •  National Control Board: Standardization of strategies and improvements Key challenges for next month: •  Chair+CEED Mainland of China (time management)
  63. 63. Operations in Q4 2013 Key strategies for next Quarter: •  Talent Management Product Packaging creation and implementation •  National Control Board: Standardization of behaviors in how to speak to customers (frequency) / Culture shaping / Operational trainings (platform usage and CEM orientation in LC level) / CEM Challenge / Reports improvement Key challenges for next Quarter: •  WinCo Conference Management
  64. 64. TM Quarter Report Q3 2013
  65. 65. Quarter Priorities Achievement •  Preparation towards recruitment 2013 (Talent Planning, LC education, support,) •  IT TXP recruitment process preparation, •  Conference Delivery and LC Coaching (strategies implementation) •  TLP Audit preparation with IM Department, •  Preparation for internal recruitments (reallocation strategy and tools for next Qs)
  66. 66. Talent Management in Q3 2013 Key Non-Achievements •  Product Packing process preparation, •  Building more capacity for OGX in AIESEC in Poland, •  Talent Capacity in Q3 for almost all of programs- most of the LCs are had excuses that their non achievements come from lack of people in LCs
  67. 67. Overall Factors (positive or negative factors that influenced the performance) •  International Congress (Negative) •  Understanding of the role of TM area in AIESEC in Poland (Negative) •  MCVP Comm issues (highly negative) •  Conferences (Positive) •  New coaching Model (positive)
  68. 68. Talent Management in October 2013 Key strategies for next month: •  Product Packing Preparation, •  Recruitment tracking and evaluation (especially IT), •  Research and preparation with externals towards recruitment process optimization Key challenges for next month:
  69. 69. What I want to do in October as well? •  Evaluate cooperation with other ELDs to gather feedback and define relevance of my work, •  Redefine a bit my projects in MC to support more Talent Capacity, Learning and Development and OGX relevance for AIESEC in Poland, •  Define further steps regarding measuring resources (IM)
  70. 70. Talent Management in Q4 2013 Key strategies for next Quarter: •  EP LEAD and EP reintegration strategy, •  Product Packing of TMP, •  Recruitment process optimization, •  „Measuring Our Impact”- TM in AMS full implementation of TLP Audit (performance part) •  MC 14-15 Recruitment process preparation Key challenges for next Quarter: •  Attitude in LCs,
  71. 71. IM Quarter Report Q3 2013
  72. 72. Quarter Priorities Achievement •  AIESEC Management System: – TLP Audit – Ticket System – SONA – PLAN – Site basic interface – Admin pages to control •  [75% - 6/8] Newsletters published •  2 Conference Outputs [Sessions: ~80%]
  73. 73. Overall Factors (positive or negative factors that influenced the performance) •  Changes in the PLAN platform; (negative) •  User experience in audit; (positive)
  74. 74. IM in Q3 2013 Key Achievements: •  AIESEC Management System: –  TLP Audit –  Ticket System –  SONA –  PLAN –  Site basic interface –  Admin pages to control •  [75% - 6/8] Newsletters published •  2 Conference Outputs [Sessions: ~80%] Key Non-Achievements •  AMS reporting pages; •  AMS performance pages;
  75. 75. IM in October 2013 Key strategies for next month: •  AMS network engagement over the website; •  Track user experience over the website; Key challenges for next month: •  Create meaningful reports;
  76. 76. IM in Q4 2013 Key strategies for next Quarter: •  AMS 100% working: –  Inputs: SONA, PLAN, Audit –  Outputs: Performance, Analysis, “Health”; •  Network using AMS: –  100% LCPs using; –  100% Ebs using (VPs ELD) Key challenges for next Quarter: •  Not defined yet;

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