NSC2015 - Lcp meeting + mc planning output presentation + functional reality + bottom up input
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NSC2015 - Lcp meeting + mc planning output presentation + functional reality + bottom up input
- 5. expanding our reach market expansion to new region (MC+LC) increase medium + small lc capacity university/ ewa engagement re- integration of market expansion to entity expansion Regional model testing regional structure concept Regional coordinator implementation regional based education + online Regional office regional financial & bd model implementation MC Regional structure regional clustered system ensure legality in city based system and market segmentation in big city which separated into several university based sustain online education system 1516 OD and expansion growth model continuation & adjustment university (big)/ city (small) based system regional financial & BD model implementation big indonesia roadmap 1516 1617 1718 1819 1920 regional office initiation regional it infrastructure
- 7. collaboration across sectors regional collaboration government endorsement (city) strategic alliances (community & media) MC & Big LC global entrepreneur sub-product for start-up stakeholder engagement model csr solutions +awards government program (province) president in national conference/ IPM gcdp & gip for kkn + internship government program (national) aiesec indonesia national media advertising aiesec brand champion tourism ambassador big indonesia roadmap 1516 1617 1718 1819 1920 aiesec asean collaboration sea collaboration ogcdp for scholarship pr structure in emerging big entity decentralise pr strategy to lc & mc keep help lc to grow through strategic alliances
- 9. leadership development big indonesia roadmap 1516 1617 1718 1819 1920 IXP LDM for indonesia marketeers & sales conference for ewa & member (priority: sales & marketing) regional talent creativity ldm relevancy to external lc’s gcp ldm mindset shifting L&D Development social business mindset alumni: start activate community program english preparation for ep alumni for community program initiation naturally social business mindset ldm becomes culture ldm becomes identity internal and external relevancy research
- 11. it/application development big indonesia roadmap 1516 1617 1718 1819 1920 one brand identity building digital mindset it developer friendly-user aiesec system 30% talent expert on it aiesec system in your hand approach google for learning partner website in bahasa centralised tracker virtual channel reach corporate knowledge management and bank data optimising and maintaining 1516 IT process partner for big data big data system website well known in corporate and other stakeholders 90% applicants/ ewa comes from digital centralised system
- 13. sustainability big indonesia roadmap 1516 1617 1718 1819 1920 Financial model External analysis IM development Legal board Marketing and brand research BD synergy model EWA engagement EWA involvement Process optimisation Brand evaluation and improvisation Sustainable growthBusiness networking synergy Government engagement and involvement
- 14. expanding our reach collaboration across sectors maximising social impact leadership development it/apps development sustainability
- 15. maximising social impact big indonesia roadmap 1516 1617 1718 1819 1920 Social Urgency Research Community and Government Relevancy Engagement Program Desa Mandiri through Global Entrepreneur EWA for impact (project) CSR support New Market Research Desa Mandiri Government Scholarship for Anak Desa Pricing and Subsidy Model Creating new Desa Mandiri Media Exposure Social model impact Ewa conference and marketeer EWA for AIESEC Activities
- 16. expanding our reach collaboration across sectors maximising social impact leadership development it/apps development sustainability brand
- 17. brand big indonesia roadmap 1516 1617 1718 1819 1920 brand creation & portfolio brand education to market brand evaluation marketing plan (local & national) community engagement & start collaboration social media integration community collaboration social media optimisation viral focus marketing activities based on brand identity and marketing plan youth speak forum brand audit
- 20. Expanding our reach Customer centricity Sustainability # Realised from ini/a/ve & organic growth (oGCDP, oGIP, iGCDP, iGIP) % EwA engaged into AIESEC opera/on (GCDP for impact) # en/ty in each region Regional ini/a/ve delivered % partners, government and community involved through ini/a/ves % SEA collabora/on ini/a/ves delivered % Brand External Recogni/on % HR fulfilment in /me
- 21. Expanding our reach Customer centricity Sustainability % Promoters from each program % Response rate from each program Quality cases solved Co-‐delivery of each program Partnership scorecard (ICX & BD) # Re-‐integra/on (aNer exchange) IXP (Team to exchange) Member reten/on per quarter Conversion rate (people going to interview to accepted) Succession (% execu/ve posi/on filled by 1.5 month and star members) Member produc/vity % star members Brand healthiness
- 22. Expanding our reach Customer centricity Sustainability MC ra/on of final performance % of BD contribute in genera/ng income MC account receivable turnover En/ty fulfil 5 pillars of organisa/onal health # Full member LC # of partnership raised from stakeholder involvement % small and medium LC goes to sustainable cluster # Expansion become LC
- 24. Expansion Start-up Sustainable Specialised Growth (GIP) Optimised Growth (GIP) Balanced Growth (GIP) Unsoed, unej, binus uns, unila, pu, ipb, umm, unsri pmbs, upn undip, ugm, unhas surabaya, ua bandung, ub ui
- 25. Expansion Start-up Sustainable Specialised Growth (GIP) Optimised Growth (GIP) Balanced Growth (GIP) Balanced Growth (GCDP) Unsoed, unej, untan, unmul, unlam usu, ipb pmbs, upn, binus, uns, unila, pu, umm, unsri undip, unhas surabaya ugm, ub, ua bandung ui
- 26. inDonesiain BSC
- 27. what is balance scorecard? Balanced scorecard is a strategic planning and management system that is used extensively in business and industry, government, and non profit organisations worldwide to align business activities to the vision and strategy of the organisation, improve internal and external communications, and monitor organisation performance against strategic goals. BSC institute.org
- 29. why balance scorecard? Translation Vision in tangible measurements Strategy in operations
- 30. why balance scorecard? Translation Vision in tangible measurements Strategy in operations Management Planning Tracking Reporting
- 31. why balance scorecard? Translation Vision in tangible measurements Strategy in operations Management Planning Tracking Reporting Learning Constant organisation feedback Revision
- 32. business logic model for aiesec
- 33. business logic model for aiesec Learning & Capacity
- 34. business logic model for aiesec Learning & Capacity Internal Processes
- 35. business logic model for aiesec Learning & Capacity Internal Processes Customer Sustainability
- 36. business logic model for aiesec Learning & Capacity Internal Processes Customer Sustainability The Way We Do It
- 39. what are the things that you want to focus in order to increase your infrastructure capacity [IT, HR]1 balance scorecard concept
- 40. what are the things that you want to focus in order to increase your infrastructure capacity [IT, HR] what are the processes that you want to focus on [either optimising or innovating] 1 2 balance scorecard concept
- 41. what are the things that you want to focus in order to increase your infrastructure capacity [IT, HR] what are the processes that you want to focus on [either optimising or innovating] how can you better customise your customer experience to enable the highest satisfaction 1 2 3 balance scorecard concept
- 42. what are the things that you want to focus in order to increase your infrastructure capacity [IT, HR] what are the processes that you want to focus on [either optimising or innovating] how can you better customise your customer experience to enable the highest satisfaction 1 2 3 4 how can you ensure that you are financially sustainable balance scorecard concept
- 43. what are the things that you want to focus in order to increase your infrastructure capacity [IT, HR] what are the processes that you want to focus on [either optimising or innovating] how can you better customise your customer experience to enable the highest satisfaction 1 2 3 4 how can you ensure that you are financially sustainable NPS5 balance scorecard concept
- 48. how to implement? 1 Reference Prioritisation BSC used just to define what are the key areas you should be paying attention and designing some action.
- 49. how to implement? 1 Reference Prioritisation BSC used just to define what are the key areas you should be paying attention and designing some action. Helps also to identify what are the are impacting the most the organisational goals, facilitating prioritisation
- 50. how to implement? 1 2 Reference Prioritisation Planning Framework Planning You plan based on CSFs rather than sub-systems or area
- 51. how to implement? 1 2 Reference Prioritisation Planning Framework Planning You plan based on CSFs rather than sub-systems or area You use the KPIs and goals to define the approaches and initiatives
- 52. how to implement? 1 2 3 Reference Prioritisation Planning Framework Planning Complete Tracking Reporting
- 53. how to implement? 1 2 3 Reference Prioritisation Planning Framework Planning Complete Tracking Reporting You track based on your KPIs and CSFs, including colouring the map.
- 54. how to implement? 1 2 3 Reference Prioritisation Planning Framework Planning Complete Tracking Reporting You track based on your KPIs and CSFs, including colouring the map. You report based on your strategy map.
- 55. Talent Capacity Member recruited for TMP & TLP Integrated Experience oGCDP & oGIP Members on Practical Induction Number of EwA engagement Average of PA score Talent Development LEAD, TTI, TTT, TTM, TTS delivered Project Management training delivered LDM average score Infrastructure Percentage of infrastructure on internal audit checklist Membership productivity Productivity of iGCDP, iGIP, oGCDP, oGIP Performance on sales and marketing Learning & Capacity
- 56. Planning Review High performance TMP & TLP Monthly LC meeting, Functional & EB meeting Monthly Budget & Plan Review % oGCDP, iGCDP, oGIP, iGIP target achieved Reward & Recognition delivered Governance & Accountability BoA and Legislative meetings Financial & performance transparency newsletter for external & internal % compliance fulfilment checklist % full members Managing information % of data collection EP, IR and LC newsletter sent % LC aware of LC opportunities Internal Process
- 57. Market Analysis & Research Opportunities identified for oGIP, oGCDP, iGCDP & iGIP Presence in # universities Market Approach Application received for oGCDP, oGIP & TMP Conversion submit-interview Conversion apply-accepted Sales meetings - iGCDP, iGIP, Strategic Alliances Internal efficiency Matching rate iGCDP, oGCDP, oGIP, iGIP Realisation rate iGCDP, oGCDP, oGIP, iGIP Internal Process
- 58. Customer Loyalty % promoters iGCDP, iGIP, oGIP, oGCDP Upscaling oGCDP, iGCDP, iGIP and oGIP partners Retention member rate Member apply for higher role Re-raised partner EP re-integrated EwA converted to market expansion Brand positioning Engagement on Twitter, Instagram, FB fanpage Showcased experience Press conference PR activities Customers
- 59. Customers Generating relationship with stakeholders iGCDP and iGIP re-raised iGCDP and iGIP opportunity opened oGCDP and oGIP in progress TN takers GCDP and GIP oGCDP and oGIP Partners Alumni and Partners Engaged Product service iGCDP, iGIP, oGCDP and oGIP Matched Forms Response rate oGCDP, oGIP, iGIP and iGCDP Cases closed oGCDP, oGIP, iGIP and iGCDP % fulfilment of 16 standards % fulfilment of Team Minimum Partnership scorecard iGIP, iGCDP and others
- 60. Sustainability Financial sustainability Program incomes/Total Incomes Budget constrain Margin oGCDP, iGCDP, iGIP, oGIP, BD Months of Reserves % of other Incomes (partners, merchandise, interest income) Alumni and Partners Engaged Smart Investment Return of Investment iGCDP, oGCDP, iGIP, oGIP, BD
- 61. The Way We Do It ELD Increasing iGCDP, iGIP, oGIP, oGCDP, TMP, TLP experiences NPS Net Promotor Score iGCDP, oGCDP, iGIP, oGIP
- 72. get to know MORE explanation based on cluster (LC - Expansion)
- 74. get to know MORE SIT based on commission
- 79. get to know MORE we want to hear your input
- 80. we want to hear your input based on research, what strength that we haven’t capitalise from you?
- 81. we want to hear your input based on research, what strength that we haven’t capitalise from you? based on research, what weakness that we haven’t tackle on?
- 82. we want to hear your input based on research, what strength that we haven’t capitalise from you? based on research, what weakness that we haven’t tackle on? based on research, what opportunities that we haven’t capitalise yet?
- 83. we want to hear your input based on research, what strength that we haven’t capitalise from you? based on research, what weakness that we haven’t tackle on? based on research, what opportunities that we haven’t capitalise yet? based on research, what threat that we haven’t solve yet?