Transplanning: Transition and Planning


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Transplanning: Transition and Planning

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Transplanning: Transition and Planning

  1. 1. « Transplanning »Or Transition and planning!
  3. 3. • Delegates understand that transition is a process and what is its flow• Delegates learn how to plan and manage the transition process• Delegates in fact plan a transition• Delegates can have a generic view of what’s going in their entity (LC, MC…)
  5. 5. What is itactually?
  6. 6. • Passage from one form, state, style, or place to another.• The period of time when all knowledge, information, experience, attitude, global, national direction are transfered to new people in charge.• Transition is an ethic responsibility towards the future well being and success of the incomers, the LC/MC and AIESEC as an organization.
  7. 7. Effects
  8. 8. Effects on Organization:
  9. 9. Effects on Currents:– Currents have a chance to evaluate their work.– Currents capture the learning they gained through their experience.– Currents complete their work - if not the operative completion then at least pass on their ideas.
  10. 10. Effects on Elects:– Elects get a clear picture of how the term that lies ahead can look like in terms of timing.– Elects have all the information necessary to lead their LC.– Elects have the necessary skills and process knowledge to achieve their objectives.
  11. 11. Transition FlowPreparation for Preparation Track and Implementation transition of elects Evaluate process
  12. 12. Preparation for transition Transition Preparation process • Setting objectives and critical success outcomes of1. transition • Agenda development - Prioritize discussions and topics2. defined • Identification of methods for transition3.4. • Defining timelines, roles and responsibilities to manage transition • Personal Preparation of areas of responsibility5.
  13. 13. • Setting objectives and critical success outcomes of transition 1.• Brainstorm about everything you want with transition.• Analyze previous transition.• Make a list of objectives and for each, define critical outcomes.
  14. 14. • Agenda development - Priority discussions and topics2. defined • Why to address it? • What information, related to it, do you want to cover? • What’s the best way to pass the information? • When is the best timing to pass it to the elects (both in calendar timing and in the flow of the process)? • Who to involve in the delivery? • What preparation materials do you have/need? • What relevant written documents can you pass on to the elects about it?
  15. 15. • Identification of methods for transition 3.• Physical or virtual materials• Team meetings• Individual meetings• One to team meetings• Meetings with different other key individuals: externals, BoA members, alumni etc.• Meetings on Task Forces according to different areas that involve more people• Individual or team work on different topics• Participation in international and national conferences and seminars (AIESEC and non-AIESEC ones)
  16. 16. • Defining timelines and roles and responsibilities to manage4. transition• Make a timeline of when and how everything is going to happen.• Allocate people to prepare and deliver it.• Remember that you have to be involved in the process!
  17. 17. • Personal Preparation of areas of responsibility5.• Organize archives and files to pass on.• Put available all the materials needed for their position.• Complete unfinished tasks.• Reflect on ideas, priorities and inputs for the next term.
  18. 18. Preparation of elects Elects Preparation• Study the flow of the transition agenda and set all expectations• Work on ideas and expectations for the term• Develop a personal learning and development plan
  19. 19. Roles
  20. 20. Role of elects1. Feedback to the transition plan for the current team2. They are prepared basing on their development plans for transition3. The elected team start to build their team: Team building, vision building of the new team
  21. 21. Role of Current LCP/MCP• Setting objectives and outcomes• Developing the agenda and topics• Identifying delivery method• Defining timeline, roles and responsibilities• Transition should be ensure at all organizational levels: MC, NST, EB, Coordinators, OCPs, other LC members.
  22. 22. Role of Elected LCP/MCP• Setting expectations• Defining personal learning outcome• Giving feedback to topics, based on ideas and thoughts for the new team• Giving feedback to delivery method based on personal learning style• Checking with EB/MC members if they are satisfied with the transition that is being delivered
  23. 23. • BOTH: incoming and outgoing teams have to take responsibility for the transition process!• Play an active role!
  24. 24. Implementation Implementation• Make sure that who ever is delivering the session is aware of its objectives.
  25. 25. Track and Evaluate Tracking and Evaluation• This is a critical point to guarantee transition’s success.• Check the progress with both teams.• Check if the objectives are being accomplished.• Make questions to check this.
  26. 26. Dynamic• Plan an EB to EB or MC to MC transition (general part): what would be the sessions, key point of each of them (try to think of points that we usually don’t talk about but are crucial)• Plan what would be a good preparation for both teams• Prepare a tracking system to make sure everything is going as planned
  27. 27. • Soft skills (how to run a meeting? How to give feedback? How to talk and not be aggressive)• Using BoA.• LCPs know a little bit about each area (strategic points).• Transition with internationals about culture, work styles.• Important to have a timeline, start transition in Q2.• Defining roles and responsibilities with the next MC.• Work /life balance!!!!! (Delivered by partners).• Personal and professional coaching.• Feedback.
  28. 28. Wrap upMAKE IT HAPPEN!!!
  29. 29. Elected??
  30. 30. Congratulations !!!!!
  31. 31. Euuuuh…(What to start with?)
  32. 32. Planning!
  33. 33. But what is it?
  34. 34. Planning• Planning is an organizations process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy, including its capital and people.• In many organizations, this is viewed as a process for determining where an organization is going over the next year or more -typically 3 to 5 years, although some extend their vision to 20 years.
  35. 35. Steps
  36. 36. Steps Tracking & Evaluation Use of the Plan Build the plan Current State Build a Common Vision Role of the entity in its environment Assessment of External EnvironmentRefresh on Organization’s Culture (AIESEC Way, Brand, XP..)
  37. 37. Got Tools?
  38. 38. Current State Analysis Tools• SWOT (Strenghts, Weaknesses, Opportunities, Threats)• PEST (Political, Economic, Social, Technological)• STEER (Socio-cultural, Technological, Economical, Ecological, Regulatory Factors)• EPISTEL (Environment, Political, Informatic, Social, Technological, Economic and Legal).
  39. 39. Long/Mid Term Planning Tools• Transformation Map (2 to 6 years to achieve your goals)• Road Map (1-2 years to achieve your goals)• Individual Plan (For individuals)
  40. 40. Tracking Tool• Balanced Scorecard (BSC): A strategic performance management tool - a semi-standard structured report supported by proven design methods and automation tools can be used by managers to keep track of the execution of activities by staff within their control and monitor the consequences arising from these actions.
  41. 41. Ask me I’m Famous!