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iGCDP Business Model
iGCDP Business Model
Why is this important? What results can it bring to the entity?
•
•
•
•
•
•
•
•
•

Brings structures and long-term sustainability to iGCDP projects.
Supports entities in focusing on the issues that are more relevant and impactful for their country and
measure the concrete impact the project aims to have on them.
Helps in identifying the right markets to approach to sell the projects (both TN Takers and Enablers)
Enables full implementation of inner and outer journey frameworks for EPs
Allows project to generate long-term impact and scale-up in a sustainable way.
Makes it easier to find long-term partners and TN Takers to support the project through years.
If you are starting now with national projects, this framework will definitely help you in starting with the
right steps from the very beginning and growing through time.
If you already run big projects, this model can support you in identifying bottlenecks and opportunities
to grow sustainably and scale up through time, while keeping a strong focus on the individual
leadership development experience you’re providing to the programme participant.
It can be a good filter to evaluate the current success of your iGCDP Projects and – in case you still
consider them relevant – reframe them in a better way.
iGCDP Business Model
What to consider for re-planning?
•

Re-planning is the right moment to:
•
Start an assessment of how your current projects fit in to the iGCDP Business Model and how the issues they’re
tackling are actually relevant for your country.
•
Define a roadmap towards the full implementation of the model for all your fruit peak projects. The whole network
needs to work in this way as soon as possible, and fruit peak is a great opportunity we cannot miss.
•
Not only define an implementation plan, but a coherent communication plan to pass the new mindset to your network:
in most of the entities this model represent a significant change in the mindset in which iGCDP is planned.

•

Pay attention: the full implementation of the model requires time and resources.
•
It is feasible with the normal capacity of an MC Team if planned with the right advance.
•
To have a quicker and more conscious implementation on the ground, consider to involve your network (LCPs, LC
VPs, OCPs) even in the modelling phase.

•

If the business model is fully implemented, it must have its elements planned in the following way:
Element of the model

Practical Output to be Planned

Product – Customer Flow

Defined processes, from Market Segmentation to Realization and Evaluation

Social Business Plan

Have a clear Business Plan for the project and a fully compiled Business Model Canvas

Outer Journey

Clear Job Descriptions which highlight the contribution of the intern to the project’s mission.

Inner Journey

Clear EP Lead agenda, preferrably co-delivered with sending entities

Action Plan

Gantt chart (timeline) for the whole project.
iGCDP Business Model
Specific inputs from the Steering Team for Implementation.
• Prioritize your projects.
• Adapting your iGCDP Project to the Social Business Model can be considered as an investment you’re making on your entity,
which is going to bring long-term relevance and sustainability to your iGCDP activities and a true leadership development
experience to all the programme participants. What are the projects that you believe can have a concrete and long term impact on
your society? What are the projects that are tackling issues that your country really needs? Start from them, now: the earlier
you start, the sooner it will start bringing results.
• Hidden checkpoint! Good to see that you’re checking output. As a reward: Go to MCPs FB group, find the post that announces STM
output released, and post a random (it could be very random) question as a comment to any ST member. Your questions will be
answered for sure.
• Prioritize elements of the model.
• A gradual implementation of the model could help you in implementing the model. Always start by identifying the right issue
to tackle.
• Remember that our first customer is the EP. A proper inner&outer journey planning should never miss. (JDs and LEAD)
• Communicate it to your network.
• Communication is a crucial point: LCs need to embrace this model, understanding its impact on the organization. Involve your LCs
in the co-creation of the model through Summits or strategic meetings.
• Pass the overall message through national conferences. Create excitement around it!
• LC Visits can be a good channel to track and support on-ground implementation, while LCP Newsletter can help in reinforcing
the focus on it from the presidents.
• LCs mostly need to understand the concrete impact of the Model on the ground: focus your education to them on
• How and what to sell
• Proper inner and outer journey implementation
• Long-term project planning (challenging part, especially considering HR turnover and yearly leadership changes). For that,
a scoreboard with yearly impact KPIs would help.
• Communicate it to the external world: measure the impact.
• One of the main innovation points of the model are the Social Impact Indicators, a clear measurement
of the impact your project aims to achieve through mid-term MoSes and KPIs.
• Cooperate with external partners in identifying the correct measurements.
iGCDP Business Model
Who is already working on it?
The following entities are currently in the AI Pilot for Business Model implementation.
Feel free to approach them to get insight and GCPs. The AI responsible for the implementation is Vini (viniciust@ai.aiesec.org)
AFRICA

AP

CEE

IGN

MENA

WENA

Ghana

China

Russia

Brazil

Egypt

Italy

India

Poland

Useful Resources
• Understanding the model
• IC Session: http://www.myaiesec.net/content/viewfile.do?contentid=10274232
• EuroCo Session: https://drive.google.com/folderview?id=0B6bd7uXv-7-Cb0JjNnRGVl9rZzA&usp=sharing
• Steering Team Session: http://www.myaiesec.net/content/viewfile.do?contentid=10282679
• EP Lead
• Guidelines (May Consultancy Week): http://www.myaiesec.net/content/viewfile.do?contentid=10260242
• Agenda Sample (IGN Summit): http://www.myaiesec.net/content/viewfile.do?contentid=10276703
• 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

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Output for the network gcdp - bm

  • 2. iGCDP Business Model Why is this important? What results can it bring to the entity? • • • • • • • • • Brings structures and long-term sustainability to iGCDP projects. Supports entities in focusing on the issues that are more relevant and impactful for their country and measure the concrete impact the project aims to have on them. Helps in identifying the right markets to approach to sell the projects (both TN Takers and Enablers) Enables full implementation of inner and outer journey frameworks for EPs Allows project to generate long-term impact and scale-up in a sustainable way. Makes it easier to find long-term partners and TN Takers to support the project through years. If you are starting now with national projects, this framework will definitely help you in starting with the right steps from the very beginning and growing through time. If you already run big projects, this model can support you in identifying bottlenecks and opportunities to grow sustainably and scale up through time, while keeping a strong focus on the individual leadership development experience you’re providing to the programme participant. It can be a good filter to evaluate the current success of your iGCDP Projects and – in case you still consider them relevant – reframe them in a better way.
  • 3. iGCDP Business Model What to consider for re-planning? • Re-planning is the right moment to: • Start an assessment of how your current projects fit in to the iGCDP Business Model and how the issues they’re tackling are actually relevant for your country. • Define a roadmap towards the full implementation of the model for all your fruit peak projects. The whole network needs to work in this way as soon as possible, and fruit peak is a great opportunity we cannot miss. • Not only define an implementation plan, but a coherent communication plan to pass the new mindset to your network: in most of the entities this model represent a significant change in the mindset in which iGCDP is planned. • Pay attention: the full implementation of the model requires time and resources. • It is feasible with the normal capacity of an MC Team if planned with the right advance. • To have a quicker and more conscious implementation on the ground, consider to involve your network (LCPs, LC VPs, OCPs) even in the modelling phase. • If the business model is fully implemented, it must have its elements planned in the following way: Element of the model Practical Output to be Planned Product – Customer Flow Defined processes, from Market Segmentation to Realization and Evaluation Social Business Plan Have a clear Business Plan for the project and a fully compiled Business Model Canvas Outer Journey Clear Job Descriptions which highlight the contribution of the intern to the project’s mission. Inner Journey Clear EP Lead agenda, preferrably co-delivered with sending entities Action Plan Gantt chart (timeline) for the whole project.
  • 4. iGCDP Business Model Specific inputs from the Steering Team for Implementation. • Prioritize your projects. • Adapting your iGCDP Project to the Social Business Model can be considered as an investment you’re making on your entity, which is going to bring long-term relevance and sustainability to your iGCDP activities and a true leadership development experience to all the programme participants. What are the projects that you believe can have a concrete and long term impact on your society? What are the projects that are tackling issues that your country really needs? Start from them, now: the earlier you start, the sooner it will start bringing results. • Hidden checkpoint! Good to see that you’re checking output. As a reward: Go to MCPs FB group, find the post that announces STM output released, and post a random (it could be very random) question as a comment to any ST member. Your questions will be answered for sure. • Prioritize elements of the model. • A gradual implementation of the model could help you in implementing the model. Always start by identifying the right issue to tackle. • Remember that our first customer is the EP. A proper inner&outer journey planning should never miss. (JDs and LEAD) • Communicate it to your network. • Communication is a crucial point: LCs need to embrace this model, understanding its impact on the organization. Involve your LCs in the co-creation of the model through Summits or strategic meetings. • Pass the overall message through national conferences. Create excitement around it! • LC Visits can be a good channel to track and support on-ground implementation, while LCP Newsletter can help in reinforcing the focus on it from the presidents. • LCs mostly need to understand the concrete impact of the Model on the ground: focus your education to them on • How and what to sell • Proper inner and outer journey implementation • Long-term project planning (challenging part, especially considering HR turnover and yearly leadership changes). For that, a scoreboard with yearly impact KPIs would help. • Communicate it to the external world: measure the impact. • One of the main innovation points of the model are the Social Impact Indicators, a clear measurement of the impact your project aims to achieve through mid-term MoSes and KPIs. • Cooperate with external partners in identifying the correct measurements.
  • 5. iGCDP Business Model Who is already working on it? The following entities are currently in the AI Pilot for Business Model implementation. Feel free to approach them to get insight and GCPs. The AI responsible for the implementation is Vini (viniciust@ai.aiesec.org) AFRICA AP CEE IGN MENA WENA Ghana China Russia Brazil Egypt Italy India Poland Useful Resources • Understanding the model • IC Session: http://www.myaiesec.net/content/viewfile.do?contentid=10274232 • EuroCo Session: https://drive.google.com/folderview?id=0B6bd7uXv-7-Cb0JjNnRGVl9rZzA&usp=sharing • Steering Team Session: http://www.myaiesec.net/content/viewfile.do?contentid=10282679 • EP Lead • Guidelines (May Consultancy Week): http://www.myaiesec.net/content/viewfile.do?contentid=10260242 • Agenda Sample (IGN Summit): http://www.myaiesec.net/content/viewfile.do?contentid=10276703 • 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