The document discusses the importance of "transplanning" or transition planning to ensure a smooth transfer of responsibilities from outgoing to incoming leaders, outlining key elements like setting objectives, developing an agenda, identifying transition methods, establishing timelines and roles, and preparing both current and elected leaders for the process. It provides advice on tools and best practices for conducting an analysis of the current state, developing a long-term plan, tracking progress, and evaluating the transition's success.

1. « Transplanning »
Or Transition and planning!

2. Why
TRANSPLANNING
?

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…)

4. TRANSITION

5. What is it
actually?

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. Effects

8. Effects on Organization:

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. 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. Transition Flow
Preparation
for Preparation Track and
Implementation
transition of elects Evaluate
process

12. Preparation
for
transition Transition Preparation
process
• Setting objectives and critical success outcomes of
1. transition
• Agenda development - Prioritize discussions and topics
2. defined
• Identification of methods for transition
3.
4.
• Defining timelines, roles and responsibilities to manage
transition
• Personal Preparation of areas of responsibility
5.

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. • Agenda development - Priority discussions and topics
2. 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. • 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. • Defining timelines and roles and responsibilities to manage
4. 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. • Personal Preparation of areas of responsibility
5.
• 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. 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. Roles

20. Role of elects
1. Feedback to the transition plan for the current
team
2. They are prepared basing on their
development plans for transition
3. The elected team start to build their team:
Team building, vision building of the new team

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. 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. • BOTH: incoming and outgoing teams have to
take responsibility for the transition process!
• Play an active role!

24. Implementation
Implementation
• Make sure that who ever is delivering the
session is aware of its objectives.

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. 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. • 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. Wrap up
MAKE IT HAPPEN!!!

29. Elected??

30. Congratulations
!!!!!

31. Euuuuh…
(What to start with?)

32. Planning!

33. But what is it?

34. Planning
• Planning is an organization's 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. Steps

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 Environment
Refresh on Organization’s Culture (AIESEC Way, Brand, XP..)

37. Got Tools?

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. 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. 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. Ask me I’m
Famous!