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GIP - Backwards planning & strategy planning tier 3

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GIP - Backwards planning & strategy planning tier 3

  1. 1. Backwards Planning & Strategy Planning
  2. 2. Overview MC Planning for Tier 2 Goal Product and Partner Planning Backwards planning & strategy planning Implementation Planning
  3. 3. Backwards planning & strategy planning Once you have your Re goals.. How do you come up with the right strategies to achieve these goals? …You look at your current backwards plan (Re, Ma, Ra, Sign Up, No of members but also Ma-Re rate, Ra-Ma rate, Lead-Ra rate, pro ductivity of members) And see where the gaps are, so you know where to improve with strategies..!
  4. 4. Session Objectives I can identify gaps in my backwards plan to come up with grounded strategies for growth I understand how to come up with strategic projects to grow programs (involving FO and BO)
  5. 5. Session Objectives Where you are: Current State Your ambition: Goals With who you are going How to get there?
  6. 6. The Steps. 1a. Assess the current state of the program 1b. Identify the key KPI’s you want to improve with strategies How to build strategies for programs. 2. Brainstorm to come up with strategies for these KPI’s 3. Prioritize strategies Using the Impact/Feasibili ty Matrix
  7. 7. Prog ram Cluster 1&2 Strategy 1 & KPI Strategy 2 & KPI Strategy 3 & KPI Cluster 1 All clusters Activitie s Resp The Output Activitie s Resp Activitie s Resp Exchange Project(s) Exchange Project(s) Exchange Project(s)
  8. 8. 1. Assess the program current state Past performance RMR & SPs SWOT analysis of program Assess key strategies 1314
  9. 9. Past performance RMR & SPs  You need to take a look at the backwards plan of your current state  See which KPI’s you want to move  Then make a backwards plan based on you realisation MoS
  10. 10. # of Members in iGIP # of Sales Meetings, or Sign-Ups # of Customers # of Raises # of Matches # of Realizations 5,2805,44910,9523,653~25,000~8,000 3 Meetings /Member 10 meeting s/RA 3 TNs RA/ Customer 50% MA Rate 97% RE Rate
  11. 11. # of Members in iGIP # of Sales Meetings, or Sign-Ups # of Customers # of Raises # of Matches # of Realizations 5,2805,44910,9523,653~25,000~8,000 3 Meetings/ Member 10 meetings /RA 4 TNs RA/C ustomer 50% MA Rate 97% RE Rate  Make sure you know these KPI’s!  Some you can find on the current aiesec.net, some you will need to find in your CRM or ask your LCs for! (eg. # members, meetings/member/month etc)  When you have this data, you will be able to assess where the gaps are based on actual facts and not assumptions!
  12. 12. # of Members in iGIP # of Sales Meetings, or Sign-Ups # of Customers # of Raises # of Matches # of Realizations 1001103301103300275 12 Meetings /Member 10 meetings /RA 3 TNs RA/C ustomer 33% MA Rate 97% RE Rate  Take a look at this example of Entity A.  What is the KPI which you think you can improve the most?
  13. 13. # of Members in iGIP # of Sales Meetings, or Sign-Ups # of Customers # of Raises # of Matches # of Realizations 1001103301103300275 12 Meetings /Member 10 meetings /RA 3 TNs RA/C ustomer 33% MA Rate 97% RE Rate  In this case the Matching Rate is particularly low  You can choose to Ma Rate as one of the KPI’s you want to build strategies for.
  14. 14. Past performance RMR & SPs  Once you have decided the KPI’s you want to move, you can make a backwards plan for the your RE GOAL  You will be able to see how much you will need to increase your KPI’s and if your Re goal is feasible..!
  15. 15. SWOT Analysis
  16. 16. SWOT Analysis  Then make also a SWOT analysis of the program based on your insights of the backwards plan and any additional insights you have about the program in your reality (eg. Based on external data/research)
  17. 17. 1b. Assess KPI’s you want to improve  You know your 1) backwards plan, 2) you ideal backwards plan 3) your SWOT  Conclude with the 2-3 KPI’s you want to impact to improve program results
  18. 18. 2. Brainstorm for strategies Past performance, SWOT, 1314 Strategies Global Growth Model National Growth Model Use the following resources:
  19. 19. 2. Brainstorm for strategies For example:  Quick presentation of growth model(s) if needed  Divide team in sub groups to rotate around programs to come up with strategic projects for 1415  Give content in terms of goal achievement, SP/IS and timeline
  20. 20. Please Note! We are using a growth model to be able to customize strategies for different realities!
  21. 21. Please Note! This means… when we come up with strategies, we need to understand for which clusters they are relevant!
  22. 22. Prog ram Cluster 1&2 Strategy 1 & KPI Strategy 2 & KPI Strategy 3 & KPI Cluster 1 All clusters Activitie s Resp The Output Activitie s Resp Activitie s Resp Exchange Project(s) Exchange Project(s) Exchange Project(s)
  23. 23. oGIP Cluster 1 Conversion KPI: conversion rate Optimized Selection KPI: Ra-Ma time Strategy 3 & KPI All clusters All clusters Segment leads Build information flow Update website content VP oGIP VP Mrk VP Mrk Example! Co-create selection criteria Build communication flow Create selection materials VP oGIP VP oGIP VP oGIP Activities Resp All Exchange Project(s) Teach Colombia Exchange Project(s)
  24. 24.  Strategies can and should involve TM MRK QUALITY, FIN and OPS  Make sure you know if strategies are driving Ra Ma or Re  Some strategic projects are for all clusters, some only for cluster 1 for example Take into account!
  25. 25. 3. Prioritize the strategies
  26. 26. Prog ram Cluster 1&2 Strategy 1 & KPI Strategy 2 & KPI Strategy 3 & KPI Cluster 1 All clusters Activitie s Resp The Output Activitie s Resp Activitie s Resp Exchange Project(s) Exchange Project(s) Exchange Project(s)
  27. 27. Common mistakes.
  28. 28. “ Brainstorming strategies without understanding your current state (backwards plan). You will not know if you are trying to solve the right problem!
  29. 29. “ Planning only activities not strategic projects
  30. 30. “ Not connecting projects to program growth in RMR or NPS
  31. 31. “ Not involving BO in the strategic projects
  32. 32. “ Not customizing your strategies for different clusters
  33. 33. “ Not prioritizing your strategies
  34. 34. “ Only planning long term growth strategies
  35. 35. Backwards Planning & Strategy Planning

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