This document provides recommendations and guidance for entities in Africa on several strategic initiatives related to the Global Citizen Development Programme (GCDP). It addresses iGCDP business models, oGCDP product packaging, and supply and demand partnerships. Key points include developing financial sustainability plans for iGCDP, customizing oGCDP based on local realities, and establishing country partnerships and co-delivery standards to improve experience quality and achieve goals. Entities are advised to analyze current initiatives and partnerships and focus efforts based on strategic planning tools and frameworks outlined in the document.
Intro to Agile Portfolio Governance Presentation Cprime
This webinar will provide guidance on effective ways to conduct Portfolio Management, using our concepts of Agile Governance to simplify and expedite the key decisions. These techniques can applied for Agile, hybrid, and classic plan-driven processes.
Intro to Agile Portfolio Governance Presentation Cprime
This webinar will provide guidance on effective ways to conduct Portfolio Management, using our concepts of Agile Governance to simplify and expedite the key decisions. These techniques can applied for Agile, hybrid, and classic plan-driven processes.
Better Project Selection using Hoshin Planning and Balanced ScorecardsGrant Crow
Picking the right projects is key to maximizing the impact of an investment in lean six sigma. This presentation looks at how to combine best practices such as Hoshin Planning and Balanced Scorecards with Operational Excellence to create an improvement system that ensures that projects align with business objectives and drive execution of the desired results.
At the beginning of a six sigma journey, many companies choose projects driven by local agendas and problems. The focus tends to be tactical. This however can be a common trap. The company has invested in training of belts, staffing the function etc and the projects acted upon are tactical. This can lead to senior executives losing interest in six sigma as they are not seeing the link into their own strategic objectives.
So leaders need to be very clear in their articulation of what they are trying to achieve together with the assumptions behind this. The Hoshin X matrix concept is a very powerful tool to facilitate this and is used to capture and cascade goals and then enable tight alignment of initiatives to these goals. Once this has taken place, regular reviews need to take place and these are facilitated by bowling charts.These charts help the team to stay focused on the critical things even when day to day business tries to distract them.
Hoshin is really a systematic to get everybody focused on the achievement of clear objectives. The first step requires deciding on 3 - 5 medium term breakthrough objectives. We emphasize breakthrough as these objectives should not be business as usual. These are then converted into annual breakthrough objectives and in turn, these are cascaded either directly into supporting initiatives and projects or annual improvement priorities which are supported by projects. The process creates a red thread from the medium term objectives all the way down to the actions required to deliver on them, the responsible people and the KPI's (both leading and lagging) that will be used to measure progress.
Organizations win by developing and working around 'Big Picture'. Japanese firms called it 'Strategic Intent' and supplement it by 'Competitive Innovation'.... Obsession to win and following it up with Changing the rules of the game.
Just imagine that in a world which is fast today and even faster tomorrow, you are the CEO of a 5,000 FTE organization
with 200 product teams under your wing. And, nonetheless, you are still relaxed because you are confident enough
that - at any moment in time - your teams will take the right decisions and successfully follow through with them. Many
CEOs, CIOs and portfolio managers are struggling to cope with this complex reality. As a possible perspective, agile
portfolio management provides a global view on resources and their distribution across individual projects, based on
strategic choices.
Complete Business Frameworks Toolkit - Strategy, Marketing, Operations, Consu...Flevy.com Best Practices
Download this primer now from slideshare.
Full version here:
https://flevy.com/browse/business-document/complete-consulting-frameworks-toolkit-644
This is a very comprehensive document with over 350+ slides--covering 51 common management consulting frameworks and methodologies (listed below in alphabetical order). A detailed summary is provided for each business framework. The frameworks in this deck span across Corporate Strategy, Sales, Marketing, Operations, Organization, Change Management, and Finance.
These frameworks and templates are the same used by top tier consulting firms. With this comprehensive document in your back pocket, you can find a way to address just about any problem that can arise in your organization.
The level of detail varies by framework, depending on the nature of the management model. Examples, templates, and case studies are provided.
FULL LIST OF MANAGEMENT CONSULTING FRAMEWORKS & METHODOLOGIES:
1. ABC Analysis
2. Adoption Cycle ( Consumer Adoption Curve)
3. Ansoff Market Strategies
4. Balanced Scorecard
5. BCG Growth-Share Matrix
6. Benchmarking
7. Blue Ocean Strategy
8. Break-even Analysis
9. Business Unit Profitability
10. Economics of Scale
11. Environmental Analysis
12. Experience Curve
13. Cluster Analysis
14. Company & Competitor Analysis
15. Consumer Decision Journey ( McKinsey Consumer Decision Journey)
16. Core Competence Analysis
17. Cost Structure Analysis
18. Customer Experience
19. Customer Satisfaction Analysis
20. Customer Value Proposition
21. Fiaccabrino Selection Process
22. Financial Ratios Analysis
23. Gap Analysis
24. Industry Attractiveness & Business Strength Assessment
25. Key Purchase Criteria
26. Key Success Factors (KSF)
27. Market Sizing & Share
28. McKinsey 7-S
29. Net Present Value
30. PEST Analysis
31. Porter Competition Strategies
32. Porter's Five Forces
33. Portfolio Strategies
34. Price Elasticity
35. Product Life Cycle
36. Product Substitution
37. Relative Cost Positioning
38. Rogers' Five Factors
39. Scenario Techniques
40. Scoring Models
41. Segment Attractiveness
42. Segmentation & Targeting
43. Six Thinking Hats
44. Stakeholder Analysis
45. Strengths & Weaknesses Analysis
46. Structure-Conduct-Performance (SCP)
47. SWOT Analysis
48. SWOT Strategies
49. Treacy / Wiersema Market Positioning
50. Value Chain Analysis
51. Venkat Matrix
A product manager investigates, selects, and develops products for an organization, performing the activities of product management.
A Product Manager Communicates product vision from the highest levels of executive leadership to development and implementation teams. The product manager is often considered the CEO of the product and is responsible for the strategy, road map, and feature definition for the product or product line. The position may include marketing, forecasting, and profit and loss (P&L) responsibilities.
For more info reach us at engage@confianzys.com OR rahul@confianzys.com
This course is designed to develop your skills as a strategy consultant. It provides a practical toolkit and gives opportunities to practice new skills in an inspiring yet safe environment. It leads to the following professional qualifications: The Certificate in Management Consulting Essentials (CMCE) and Diploma in Management Consultancy (DMC). We are fully approved to deliver these qualifications by the Chartered Management Institute, Institute of Business Consulting and Institute of Value Management.
Gear slippage with strategic execution is a universal norm—but, it does not have to be
Limitations of the traditional Project Management Office (PMO)
Establishing ‘force multiplication’ for PE Operating Partners
Best practices for post-merger integration can be applied across the enterprise
Creating a “Culture of Execution” where managers embrace getting things done
Building healthier companies by teaching companies to execute rather than “taking over”
There is a better way: the ‘Change Management Acceleration Process’
Africa in Me is a global branding campaign that aims to showcase the continent to the world to make AIESEC in Africa the first choice destination for internships globally.
Better Project Selection using Hoshin Planning and Balanced ScorecardsGrant Crow
Picking the right projects is key to maximizing the impact of an investment in lean six sigma. This presentation looks at how to combine best practices such as Hoshin Planning and Balanced Scorecards with Operational Excellence to create an improvement system that ensures that projects align with business objectives and drive execution of the desired results.
At the beginning of a six sigma journey, many companies choose projects driven by local agendas and problems. The focus tends to be tactical. This however can be a common trap. The company has invested in training of belts, staffing the function etc and the projects acted upon are tactical. This can lead to senior executives losing interest in six sigma as they are not seeing the link into their own strategic objectives.
So leaders need to be very clear in their articulation of what they are trying to achieve together with the assumptions behind this. The Hoshin X matrix concept is a very powerful tool to facilitate this and is used to capture and cascade goals and then enable tight alignment of initiatives to these goals. Once this has taken place, regular reviews need to take place and these are facilitated by bowling charts.These charts help the team to stay focused on the critical things even when day to day business tries to distract them.
Hoshin is really a systematic to get everybody focused on the achievement of clear objectives. The first step requires deciding on 3 - 5 medium term breakthrough objectives. We emphasize breakthrough as these objectives should not be business as usual. These are then converted into annual breakthrough objectives and in turn, these are cascaded either directly into supporting initiatives and projects or annual improvement priorities which are supported by projects. The process creates a red thread from the medium term objectives all the way down to the actions required to deliver on them, the responsible people and the KPI's (both leading and lagging) that will be used to measure progress.
Organizations win by developing and working around 'Big Picture'. Japanese firms called it 'Strategic Intent' and supplement it by 'Competitive Innovation'.... Obsession to win and following it up with Changing the rules of the game.
Just imagine that in a world which is fast today and even faster tomorrow, you are the CEO of a 5,000 FTE organization
with 200 product teams under your wing. And, nonetheless, you are still relaxed because you are confident enough
that - at any moment in time - your teams will take the right decisions and successfully follow through with them. Many
CEOs, CIOs and portfolio managers are struggling to cope with this complex reality. As a possible perspective, agile
portfolio management provides a global view on resources and their distribution across individual projects, based on
strategic choices.
Complete Business Frameworks Toolkit - Strategy, Marketing, Operations, Consu...Flevy.com Best Practices
Download this primer now from slideshare.
Full version here:
https://flevy.com/browse/business-document/complete-consulting-frameworks-toolkit-644
This is a very comprehensive document with over 350+ slides--covering 51 common management consulting frameworks and methodologies (listed below in alphabetical order). A detailed summary is provided for each business framework. The frameworks in this deck span across Corporate Strategy, Sales, Marketing, Operations, Organization, Change Management, and Finance.
These frameworks and templates are the same used by top tier consulting firms. With this comprehensive document in your back pocket, you can find a way to address just about any problem that can arise in your organization.
The level of detail varies by framework, depending on the nature of the management model. Examples, templates, and case studies are provided.
FULL LIST OF MANAGEMENT CONSULTING FRAMEWORKS & METHODOLOGIES:
1. ABC Analysis
2. Adoption Cycle ( Consumer Adoption Curve)
3. Ansoff Market Strategies
4. Balanced Scorecard
5. BCG Growth-Share Matrix
6. Benchmarking
7. Blue Ocean Strategy
8. Break-even Analysis
9. Business Unit Profitability
10. Economics of Scale
11. Environmental Analysis
12. Experience Curve
13. Cluster Analysis
14. Company & Competitor Analysis
15. Consumer Decision Journey ( McKinsey Consumer Decision Journey)
16. Core Competence Analysis
17. Cost Structure Analysis
18. Customer Experience
19. Customer Satisfaction Analysis
20. Customer Value Proposition
21. Fiaccabrino Selection Process
22. Financial Ratios Analysis
23. Gap Analysis
24. Industry Attractiveness & Business Strength Assessment
25. Key Purchase Criteria
26. Key Success Factors (KSF)
27. Market Sizing & Share
28. McKinsey 7-S
29. Net Present Value
30. PEST Analysis
31. Porter Competition Strategies
32. Porter's Five Forces
33. Portfolio Strategies
34. Price Elasticity
35. Product Life Cycle
36. Product Substitution
37. Relative Cost Positioning
38. Rogers' Five Factors
39. Scenario Techniques
40. Scoring Models
41. Segment Attractiveness
42. Segmentation & Targeting
43. Six Thinking Hats
44. Stakeholder Analysis
45. Strengths & Weaknesses Analysis
46. Structure-Conduct-Performance (SCP)
47. SWOT Analysis
48. SWOT Strategies
49. Treacy / Wiersema Market Positioning
50. Value Chain Analysis
51. Venkat Matrix
A product manager investigates, selects, and develops products for an organization, performing the activities of product management.
A Product Manager Communicates product vision from the highest levels of executive leadership to development and implementation teams. The product manager is often considered the CEO of the product and is responsible for the strategy, road map, and feature definition for the product or product line. The position may include marketing, forecasting, and profit and loss (P&L) responsibilities.
For more info reach us at engage@confianzys.com OR rahul@confianzys.com
This course is designed to develop your skills as a strategy consultant. It provides a practical toolkit and gives opportunities to practice new skills in an inspiring yet safe environment. It leads to the following professional qualifications: The Certificate in Management Consulting Essentials (CMCE) and Diploma in Management Consultancy (DMC). We are fully approved to deliver these qualifications by the Chartered Management Institute, Institute of Business Consulting and Institute of Value Management.
Gear slippage with strategic execution is a universal norm—but, it does not have to be
Limitations of the traditional Project Management Office (PMO)
Establishing ‘force multiplication’ for PE Operating Partners
Best practices for post-merger integration can be applied across the enterprise
Creating a “Culture of Execution” where managers embrace getting things done
Building healthier companies by teaching companies to execute rather than “taking over”
There is a better way: the ‘Change Management Acceleration Process’
Africa in Me is a global branding campaign that aims to showcase the continent to the world to make AIESEC in Africa the first choice destination for internships globally.
47م
مبادرة
#تواصل_تطوير
المحاضرة السابعة والأربعون من المبادرة مع
المهندس / محمد العربي
خبير واستشاري إدارة مشروعات وهندسة النظم
بعنوان
استخدام مفاهيم الرشاقة «AGILE CONCEPTS »
للتحول الاستراتيجي للمنظمات في العصر الرقمي
التاسعة مساء توقيت مكة المكرمةالإثنين24أغسطس2020
وذلك عبر تطبيق زووم من خلال الرابط
https://us02web.zoom.us/meeting/register/tZ0kcO2rqjwtGtJDycPpmoewbrvd9grYJgMd
علما ان هناك بث مباشر للمحاضرة على وقناة يوتيوب
https://www.youtube.com/user/EEAchannal
للتواصل مع إدارة المبادرة عبر قناة تيليجرام
الرابط
https://t.me/EEAKSA
رابط اللينكدان والمكتبة الالكترونية
www.linkedin.com/company/eeaksa-egyptian-engineers-association/
رابط التسجيل العام للمحاضرات
https://forms.gle/vVmw7L187tiATRPw9
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
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Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
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4. Check-list
If your entity needs ‘…’, then check SI
Strategic Initiative
•
•
•
•
Running GCDP as Social Business
Generate more clarity on financial sustainability of GCDP
Clarity of why we are focusing on a particular issue(s)
To provide full leadership development experience to iGCDP participants
iGCDP Business
Model
•
•
•
•
Growth of oGCDP in the Region
Customize oGCDP to their realities,
Orientate entities towards packaging oGCDP for African Eps
To strengthen the brand of the organization in the country
oGCDP Product
Packaging
• To have more clarity on how to deliver fast experiences (GCDP process optimization)
• Concrete understanding of managing partnerships and how to co-deliver
• To improve on TC for GCDP
• Generate a National plan for learning & development in your MC
• Ensure that members understand the interconnection between their roles and other
functional areas to drive better result
•
•
•
•
•
•
•
Drive us towards 2015 goals achievement
Shorting the time required to match
Drive better synergy in entities
Bridge the huge gap between matching and realization
“Clarity of Why” is the “Clarity of How of AIESEC”
Clarity on how to ensure leadership development in GCDP participants
Drive TMP|TLP to bring growth with in GCDP|GIP
• Safety: Global and most effective safety measures for our Eps.
• Standards: A clearly defined and reputable standard of implementation that will guide
GCDP processes through
• Satisfaction: Have a well defined and structured system that will enable EP/Intern
satisfaction in participating in our GCD Programmes
Supply and Demand
Talent Capacity
Marketing for
Conversion
Leadership in Every
experience
Customer Loyalty for
Students
5. iGCDP Business Model
1. Why is this important?
2. What results can it bring to the entity?
3. What to consider for re-planning?
4. Specific Ideas from the Steering team meeting for
implementation/ST next steps
5. Find more information here:
6. iGCDP Business Model
Why is this important?
This will enable understanding and implementation of the following;
•
Product Customer Flow of GCDP
•
Running GCDP as Social Business
•
Inner and Outer Jouney for iGCDP
7. iGCDP Business Model
What Result can it bring to the entity?
This will ensure;
•
Clarity of why we are focusing on a particular issue(s)
•
An elaborate implementation plan taking into consideration all social impact
model
•
Generate more clarity on financial sustainability of GCDP
8. iGCDP Business Model
What to consider for re-planning?
Outlining our GCDP Plan implementation according to the framework below
3
2
1
Outer
Journey
Inner
Journey
Social Business Plan
Product-Customer
Flow
ACTION
PLAN
9. iGCDP-Social Business Plan
What to consider for re-planning?
Need &
Social
IDEA
Opportunity Impact Implementation
Generation Analysis
Strategy
Model
11. iGCDP Business Model
What to Consider for re-planning
In general, the above designed model should be integrated in our GCDP Planning
as it will clearly orientate implementation towards;
• Needs of the community
• Clear strategies on how to drive implementation
• Financial sustainability of iGCDP projects
• Personal learning of members
Thus considering the following for Re-planning will guide us through iGCDP
business model implementation;
1. Product-Customer Flow: ensure your entity has adequate processes to guide its
implementation
2. Social Business Plan: make adequate use of the BM canvas and create a clear business plan
3. Inner and Outer Journey of Eps and Members. Here Eps refer to interns
received.
12. iGCDP Business Model
Specific Ideas from the Steering Team for Implementation
•
Create alignment with Sub-Regional Realities and focus on relevant projects
•
Break content down to reflect entity scale of operations
•
MC should align implementation to global strategies and national realities
•
MC should contextualize strategies for different scale of operations
•
LCs should see directly how they should run iGCDP
•
Use model to elaborate how iGCDP becomes more Financially sustainable in
your entity
•
Clear financial model stating all possible and acceptable scenarios for
sustainability
13. iGCDP Business Model
Find more information via the following links:
• Understanding and using the model
• IC Session: http://www.myaiesec.net/content/viewfile.do?contentid=10274232
• Steering Team Session: http://www.myaiesec.net/content/viewfile.do?contentid=10282679
• Check on myaiesec.net for WACS and Pioneers output wiki
• EP Lead
• Guidelines (May Consultancy Week): http://www.myaiesec.net/content/viewfile.do?contentid=10260242
• 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
14. oGCDP Product Packaging
1. Why is this important?
2. What results can it bring to the entity?
3. What to consider for re-planning?
4. Specific Ideas from the Steering team meeting for
implementation/ST next steps
5. Find more information here:
15. oGCDP Product Packaging
Why is this important?
This is important for African MCs as it will enable;
• Growth of oGCDP in the Region
• Customize oGCDP to their realities,
• Orientate entities towards packaging oGCDP for African
EPs
16. oGCDP Product Packaging
What results can it bring to the entity?
• Orientate product oGCDP packaging to national student
market with a specific target of the market.
• Boost EP raising methods and strategies of the entity
• The entity will use various possible touch points to get to
the student market-that is customize marketing
• It will elaborate on your brand positioning and reputation
19. oGCDP Product Packaging
What to consider for re-planning?
Take the following into consideration when doing Re-Planning:
•
Focus on specific Master Issues and Sub-Issues where you can easily access the market
•
Do not plan to focus on all master issues or sub-issues within a master issue but have a specific
target
•
Make sure oGCDP is packaged under a specific brand: check on AIESEC Cameroon for their
current OGX Campaign package for Quarter and Quarter 2.
•
Capitalise on Regional and Sub-Regional Initiatives to boost campaign. Please check on “Go
West Africa Campaign” , “I am a Regional Citizen”, etc.
•
Developing a sustain coaching model to guide LCs through implementation
20. oGCDP Product Packaging
Specific Ideas from Steering Team
•
Make adequate use of GCDP Issue segmentation
•
Create online summits to boost sharing of GCPs from pilot entities
•
Check on the Regional and Sub-Regional Initiatives to boost campaign. Please check on “Go
West Africa Campaign” , “I am a Regional Citizen”, etc.
•
Have a sustain coaching model to guide LCs through implementation
•
Capitalize on the above mention Sub-Regional Initiative for oGCDP product packaging.
•
Check on LCs to ensure they are align to the contextualized oGCDP product strategy.
21. oGCDP Product Packaging
Find more information here:
• GLOBAL | Global Citizen Brands Toolkit:
http://www.myaiesec.net/content/viewfile.do?contentid=10276743
• GLOBAL | A Guide to Marketing:
http://www.myaiesec.net/content/viewwiki.do?contentid=10255817
• GLOBAL | Steering Team Meeting Session:
• http://www.myaiesec.net/content/viewfile.do?contentid=10282682
22. Supply and Demand
Why is this important? What results can it bring to the entity?
Country partnerships
• To deliver more and better experiences and scale up
• Process improvement and optimization
Co-delivery
This is to enable entities understand how to manage partnership with
another entity especially with similar reality to deliver high quality
experiences that develops leadership
This is to enhance better delivery and proper tracking of the
experiences we are providing to our exchange participants
Most importantly this is to drive us closer to the achievement of our
2015 goals
23. Supply and Demand
What to consider for re-planning?
Country Partnerships:
•
•
•
•
•
Read through the country partnership framework tool and understand how it works
Analyse your current partnerships and see which one is the most relevant and what value
is it bringing to the entity
After doing an analysis of your current partners, have focus entities (Those that are very
relevant to your entity development)
Do your HR allocation to have specific people responsible for specific partnership (get GCP
from China and Germany)
To ensure proper delivery have a tracking tool where you will have minimum standards, todos etc (ex. Germany and Ghana)
Co-delivery:
•
•
•
Define clearly entities/entity to co-deliver with (There should be a focus and not with all
entities :D)
Define minimum standards to be met by both entities and what would be the benefits for
both entities
Have someone responsible for tracking the minimum standards just to ensure we are
providing leadership in every experience
24. Supply and Demand
Implementation Inputs:
Country Partnerships:
There should be performance tracking tool for the partnership (It could be anything
simple and clear)
conferences to promote country partners and the why of the partnership and practical example
of how it can be driven by LCs
Get testimonials from your Eps to enhance better delivery of partnership and also to motivate
partner to do more
LC partnership allocation should be based on satisfaction of minimum criteria just to drive the spirit of
excellence and to ensure quality delivery
Co-delivery:
Drive a clear understanding of codelivery and relevance (what is the benefit for both partners)
LC should be educated on the importance of co-delivery and how to co-deliver
Define minimum standards for co-delivery.
Standardization of processes and key delivery
25. Supply and Demand
Find more information here:
• GLOBAL GCDP & GIP Country
Partnerships Tool 1.0
– http://www.myaiesec.net/content/viewfile.do?c
ontentid=10272498
• S&D Management Country Partnerships:
– http://www.myaiesec.net/content/viewfile.do?c
ontentid=10274234
26. Talent Capacity
Why is it important?
This is to help entities have a proper structure to drive better delivery of our exchange
programme and track member learning and development
• What results it can bring to my entity
•
Better clarity on the essence of the organisation and how members
are contributing to it.
• Ensure that members understand the interconnection between their
roles and other functional areas to drive better result
• Ensure learning and development of members
27. Talent Capacity
What to consider for re-planning
• Read through the Talent Capacity summit output and seek for
clarification where needed
• Review entity structure to align with the proposed programme
structure
• Develop L & D plan and review MEC to suite the new ontext
Find more information in the TC summit
output:
http://www.myaiesec.net/content/viewwiki.do?contentid=1027678
0
and attend AI virtual consultancy week (19th-21st Nov)
28. Talent Cpacity
Implementation inputs
• Read through TC Summit output and create a structured plan
for implementation plan with key responsibles.
• Analyse gap based on National and local analyses
• There should be a structured way of tracking implementation.
You could use LC coaches or coaching model from MC to get
feedback on implementation and the requirement of LCs to
achieve set goals
• A standardised structure across all LCs
• Review Member education cycle
29. Marketing for Conversion
Why is this important?
•
•
•
•
Drive us towards 2015 goals achievement
Shorting the time required to match
Drive better synergy in entities
Bridge the huge gap between matching and realization
What results can it bring to the entity?
•
•
Increase in conversion rate
Attracting the right people which in turn would ensure faster matching
30. Marketing for Conversion
What to consider for re-planning?
Alignment of structure based on market need
Educational material for members in marketing
R & R structure for conversion rate
31. Marketing for conversion
Implementation Need:
Specific Ideas from the Steering team meeting for implementation/ST next steps
There should be a clear definition of role for marketing (from analysis of the region, most MCs
only have VPIM & Comm and few MAC so the role is not clearly defined)
MCPs should check conversion rate at least weekly (agreed upon during MC Summit)
Link ORS to National website (for entities that has website Cote Divoire, Nigeria etc)
Educate LCs about it during conferences (This should be very practical)
Ensure a synergistic association between VPOGX, TM and MAC (GCP from Ghana)
.
32. Leadership in every experience
Why is this important?
To understand the clarity of why of GCDP
and how it connects to the essence of our
organization
Purpose driven leadership development.
Better understanding of how GCDP is
driving inner and outer journey of leadership
33. Leadership in every exprience
What to consider for re-planning:
Understand the leadership needed in your country and analyse the
leadership AIESEC is currently providing in your country to see if it
aligns and how AIESEC can further develop the needed leadership.
Align all activities to the need of your country/external environment and
draw the connection to your members
Define the kind of behavior or expected behavior you expect every ELD
participants in your country to have to be sure they align with the
needed leadership
Make use of the GLE properly to ensure inner and outer journey of
leadership
34. Leadership in every experience
Implementation Need:
• Education of members about the clarity of why of
GCDP at every touch point (LC training, national
conference, programme summit etc)
• Connection of clarity of why of GCDP to external
need (The need of the country)
• Assessment of current inner & outer journey
elements in connection with needed leadership
35. Customer Loyalty for Students
• Why is this important?
• What results can it bring to the entity?
• What to consider for re-planning?
• Specific Ideas from the Steering team meeting for
implementation/ST next steps
• Find more information here:
36. Customer Loyalty for Students
Why is it Important?
What results can it bring to the entity?
•
•
•
•
To ensure that we are assuring safety of all
students who take a GCDP experience. This
is a very important element.
This is also to ensure that we are taking into
consideration
the
standards
of
implementation are highly taken
into
consideration when implementing GCDP.
This is also to ensure that we are assuring
satisfaction of our customers-(students)
who are participating in our GCDP
implementation
•
•
•
Safety: Global and most effective
safety measures for our Eps.
Standards: A clearly defined and
reputable standard of implementation
that will guide GCDP processes
through.
Satisfaction: Have a well defined and
structured system that will enable
EP/Intern satisfaction in participating in
our GCD Programmes
Our Reputation: Our reputation as an
organization will increase as there is
only one AIESEC and that is what our
customer sees.
37. Customer Loyalty for Students
What to Consider for Re-Planning?
Safety
Standards Satisfaction
38. Ensuring that the programs that we
provide to our students are:
We ensure the
safety of our
participants and
that our
membership is
aware on how to act
to prevent and
react with Safety
Elaborate the safety
measures your entity has
in place to assure interns
stay in your country.
Educate both Eps and
Interns on Safety
measures and ensure to
use integration booklet for
this as well.
We ensure that all
our students have
the experiences
that meet the
standards set and
that every member
delivers on that
Set in place standards
and also consult the
XPP to ensure that
you are delivering on
your side. Your
activities should
elaborate on the
culture and measures
to have response from
EPs
We ensure that we
are listening to
customers to have a
better customer
experience
management for
higher satisfaction
Use data from NPS
to set up
Satisfaction rate for
your entity
39. Specific Ideas from Steering Team Meeting
Safety:
1. Adapt education to your national reality.
2. Allocate responsible to track implementation on local level.
3. EPs duties related to safety processes should be stated in EP contract.
4. Insurance must be mandatory for all EP s, and there should be a certain
criteria that covers the features of insurance coverage. There should be
option of choice for which insurance the EP chooses to take
Standards:
1.
Having a standards auditing team (to survey through a checklist whether
the EP was picked up on arrival, etc.)
2. Include the quality standards in membership criteria and eligibility for
awards
3. Educate EPs about the quality standards in Outgoing and Incoming
Preparation Seminars
4. Consider which quality standards implementation can
be outsourced (e.g. Insurance, safety preparation, pick ups)
40.
41. Find more information here:
• GLOBAL Customer Experience
Management Programme
– http://www.myaiesec.net/content/viewwiki.do?
contentid=10267440
• Steering Team Meeting Session:
– http://www.myaiesec.net/content/viewfile.do?c
ontentid=10282685