26. 13/14 TEAM PURPOSE
“Optimizing operation for bigger brand,
better quality, and more impacts through its
socio-corporate culture and collaborative
environment for every single stakeholder”
27. DEVELOPMENT BLOCK 2015
Expanding our impacts to all regions in
Indonesia
Assurance for the sustainability of our
Operation
Brand and Positioning
Alignment with Indonesia’s Needs
Program Delivery Efficiency
Collaboration and Unity as AIESEC
Indonesia
28. DEVELOPMENT BLOCK STRATEGIES
Expanding our impacts to all
regions in Indonesia
Alignment with Indonesia’s
Needs
• Big Islands – Expansion/SU/Projects
• Reliable IT & IM infrastructure
•Youth Leaders Summit/Youth to
Business
•GCDP GIP as KKN Preference
•Relevant issues for every project
Assurance for the sustainability of
our Operation
•Quality Management and CEM
•Program Safety
•Financial Sustainability
Brand and Positioning
•Brand Refreshment
•Brand of Our Operation/Impact: AIESEC
Book
•Brand of Our Talent: AIESEC Ambassador
Program
•Our positioning in Global Network
Program Delivery Efficiency
•Centralized ORS
•Country Partnership (IR)
Collaboration and Unity as
AIESEC Indonesia
•Internal Ceedership
•Integrated Educational
Framework
29. NATIONAL INITIATIVES
oGCDP
1.
2.
3.
4.
E xc h a n g e f o r Yo u t h F i g u r e
S p e c i fi c C a m p a i g n
•
Destination-based Campaign
•
Seasonal Campaign
GCDP for KKN
Intra SEA Exchange
iGCDP
1.
2.
3.
oGIP
1.
2.
3.
4.
To p U n i v e r s i t y C a m p a i g n
University Partnership
A l um n i a n d S e n i o r s g o ex c h a n g e
M a t c hi n g C o m p et it i o n
Collaborative Projects
TN Cross Subsidy Financial Model
P r o j e c t C o m p et i t i o n
iGIP
1.
2.
3.
N et w o rk U t i l i z a t i o n to R a i s e
S a l e s C u l t ur e a n d E d u c a t i o n
E x p er i e n c e Wo r l d w i d e
30. 13/14 ROLE (GROWTH PATH)
1.
Quality to Ensure Impacts
a)
b)
c)
d)
2.
Customer Loyalty
CEM Evolution
TMP TLP Evolution
Inner-Outer Journey assurance (LEAD)
Facilities/System to Ensure Faster & More Growth
a)
b)
c)
Virtual reach and online facilities (ORS and matching platform)
Sub-Issues/Sub-Product business approach
Effective International Partnerships
31. VISION
Peace & Fulfillment of Human Kind’s
Potential
AIESEC 2015
MISSION
Create More and Better Experiences
OBJECTIVE
Our Impact Model
Develop Leadership by providing
Experiential Leadership Development
Opportunities for Young People
OUR PLAN
PLAN & STRATEGY
Team purpose, Development Block,
National Initiatives13/14, 13/14 role, Annual
target
60. Planning Process
Ambition
Leadership
to the CY
Team
Purpose
Drivers
Operations
Why
MC
Functions
Program
Focus
L L
C C
L L L
C C C
L
C
MC
Strategy
MC
Strategy
Goals
Network
MC
Strategy
∞
How
What
71. Planning Output
Ambition
Leadership
Leadership
to the CY
Team
Purpose
Purpose
Drivers
program
Focus
MC
Strategy
MC
Strategies
Strategy
(with KPIs)
Goals
MoS
MC
Strategy
MC
Project
Why
Operations
Network
MC
Functions
MKT
Inner &
Outer
Journey
iGCDP
BD
GCDP/GIP
Goals and
Strategies
(SP/IS &
CY
Partners)
L L
C C
L L L
C C C
L
C
oGCDP
FIN
iGIP
OD
oGIP
FOBO
Synergy
∞
MC
Project
How
IM
TM
MC
Project
What
72. Planning Output
Ambition
Leadership
Leadership
to the CY
Team
Purpose
Purpose
Drivers
program
Focus
MC
Strategy
MC
Strategies
Strategy
(with KPIs)
Goals
MoS
MC
Strategy
MC
Project
Why
Operations
Inner &
Outer
Journey
GCDP/GIP
Goals and
Strategies
(SP/IS &
CY
Partners)
Network
MC
Functions
MKT
Growth Model
(LC and
Expansion)
L L
C C
L L L
Membership
C C C
Culture
L
C
FOBO
Synergy
∞
Implementation
Channels
MC
Project
How
iGCDP
BD
oGCDP
FIN
iGIP
OD
oGIP
MC
Project
IM
TM
What
73. Planning Output
Ambition
Leadership
Leadership
to the CY
Team
Purpose
Purpose
Drivers
program
Focus
MC
Strategy
MC
Strategies
Strategy
(with KPIs)
Goals
MoS
MC
Strategy
MC
Project
Why
Operations
Inner &
Outer
Journey
GCDP/GIP
Goals and
Strategies
(SP/IS &
CY
Partners)
Network
Growth Model
(LC and
Expansion)
L L
C C
L L L
Membership
C C C
Culture
L
C
FOBO
Synergy
∞
Implementation
Channels
MC
Project
How
MC
Functions
MKT
Functional Plan
iGCDP
BD
Talent Capacity
oGCDP
Plan
FIN
iGIP
Marketing Plan
OD
oGIP
Budget
IM
MC
Project
TM
Calendar
What
77. LEADERSHIP TO THE CY
Ambition
Leadership
to the CY
Team
Purpose
Goals
Why
78. LEADERSHIP TO THE CY
Ambition
Leadership
to the CY
Team
Purpose
Goals
Why
Purpose: to define the specific characteristics of the
leadership your entity needs
79. LEADERSHIP TO THE CY
Ambition
Purpose: to define the specific characteristics of the
leadership your entity needs
Leadership
to the CY
Current
Issues
Future
State
Team
Purpose
Goals
Why
GAP in
Behaviors
80. LEADERSHIP TO THE CY
Ambition
Leadership
to the CY
Team
Purpose
Goals
Why
Purpose: to define the specific characteristics of the
leadership your entity needs
Current
Issues
Future
State
GAP in
Behaviors
NOTE: consider the long term plan of your entity !!
81. LEADERSHIP TO THE CY
Ambition
Leadership
to the CY
Team
Purpose
Goals
Why
Guiding Questions
82. LEADERSHIP TO THE CY
Ambition
Guiding Questions
1.
Leadership
to the CY
Team
Purpose
Goals
Why
2.
3.
What are the current issues your country/territory is
facing right now?
What is the country/territory you are fighting for?
What are the gaps in human behaviors to make this
future state possible?
86. TEAM PURPOSE
Ambition
Purpose: to define the reason why your team will
wake up every day
Leadership
to the CY
Team
Purpose
Goals
Why
Leadership
to the CY
AIESEC
Way + BIG
AIESEC
AIESEC 1314 Context
Team
Purpose +
Stand
87. TEAM PURPOSE
Ambition
A good Team Purpose should be:
1.
2.
Leadership
to the CY
Team
Purpose
Goals
Why
3.
A clear connection of individuals inside the team
A common understanding of what success means by the
end of the term
A filter for decision making!
88. AIESEC INDONESIA TEAM PURPOSE
Aims to optimize operation for bigger brand,
better quality, and more impacts through its
socio-corporate culture and collaborative
environment for every single stakeholder
89. MC GARUDA TEAM PURPOSE
To represent AIESEC Indonesia by:
1. Highlighting the purpose of the organization
2. Coordinating & Supporting Local Entities to deliver more
promises
3. Increasing the sustainability of our operation
91. TEAM PURPOSE
Ambition
A good Team Purpose should be:
1.
2.
Leadership
to the CY
Team
Purpose
Goals
Why
3.
A clear connection of individuals inside the team
A common understanding of what success means by the
end of the term
A filter for decision making!
92. TEAM PURPOSE
Ambition
A good Team Purpose should be:
1.
2.
Leadership
to the CY
Team
Purpose
Goals
Why
3.
A clear connection of individuals inside the team
A common understanding of what success means by the
end of the term
A filter for decision making!
A good Team Stand should be:
1.
2.
A powerful summary of the Team Purpose
A simple and catchy message
123. PLC X ADOPTION CURVE
Drivers
Program
Focus
MC
Strategy
MC
Strategy
MC
Strategy
HOW
124. PLC X ADOPTION CURVE
Drivers
Program
Focus
MC
Strategy
MC
Strategy
MC
Strategy
HOW
Internal
Capacity
x
Market
Potential
125. PROGRAM FOCUS TIER 2&3
Drivers
Program
Focus
MC
Strategy
MC
Strategy
MC
Strategy
HOW
Tier 2&3
126. PROGRAM FOCUS TIER 2&3
Drivers
Tier 2&3
Program
Focus
MC
Strategy
MC
Strategy
MC
Strategy
HOW
Triple
Bottomline
127. PROGRAM FOCUS TIER 2&3
Drivers
Program
Focus
MC
Strategy
MC
Strategy
MC
Strategy
HOW
Guiding Questions
128. PROGRAM FOCUS TIER 2&3
Drivers
Guiding Questions
Planet
What program that will develop more intensely the leadership
your entity needs?
Program
Focus
Profit
What program has more demand in your market?
People
MC
Strategy
MC
Strategy
MC
Strategy
HOW
What program attracts more youth and motivates your
membership?
129. PROGRAM FOCUS TIER 2&3
Drivers
Keep in Mind!
Planet
External issues of your entity
Needed outer journey for youth
Program
Focus
Profit
Cost and expenses of the program
Supply and demand
People
MC
Strategy
MC
Strategy
MC
Strategy
HOW
Internal capacity to deliver the program
133. MC STRATEGY
Drivers
Program
Focus
Purpose: to define the way to achieve the ambition
Strength
Weakness
SWOT
Analysis
MC
Strategy
MC
Strategy
MC
Strategy
HOW
Opportunity
Threat
134. MC STRATEGY
Drivers
Program
Focus
Purpose: to define the way to achieve the ambition
Strength
Weakness
SWOT
Analysis
MC
Strategy
MC
Strategy
MC
Strategy
HOW
Opportunity
Threat
Focus on
Programmes and
Resources
135. MC STRATEGY
Drivers
Program
Focus
Purpose: to define the way to achieve the ambition
Strength
Weakness
SWOT
Analysis
Ambition
MC
Strategy
MC
Strategy
MC
Strategy
HOW
Opportunity
Threat
Focus on
Programmes and
Resources
136. MC STRATEGY
Drivers
Program
Focus
Purpose: to define the way to achieve the ambition
Strength
Weakness
SWOT
Analysis
Ambition
MC
Strategy
MC
Strategy
MC
Strategy
HOW
GAP
Opportunity
Threat
Focus on
Programmes and
Resources
137. MC STRATEGY
Drivers
Program
Focus
Purpose: to define the way to achieve the ambition
Strength
Weakness
SWOT
Analysis
Ambition
MC
Strategy
MC
Strategy
MC
Strategy
GAP
Opportunity
Threat
Focus on
Programmes and
Resources
Strategies
HOW
139. DEVELOPMENT BLOCK 2015
Expanding our impacts to all regions in
Indonesia
Assurance for the sustainability of our
Operation
Brand and Positioning
Alignment with Indonesia’s Needs
Program Delivery Efficiency
Collaboration and Unity as AIESEC
Indonesia
140. DEVELOPMENT BLOCK STRATEGIES
Expanding our impacts to all
regions in Indonesia
Alignment with Indonesia’s
Needs
• Big Islands – Expansion/SU/Projects
• Reliable IT & IM infrastructure
•Youth Leaders Summit/Youth to
Business
•GCDP GIP as KKN Preference
•Relevant issues for every project
Assurance for the sustainability of
our Operation
•Quality Management and CEM
•Program Safety
•Financial Sustainability
Brand and Positioning
•Brand Refreshment
•Brand of Our Operation/Impact: AIESEC
Book
•Brand of Our Talent: AIESEC Ambassador
Program
•Our positioning in Global Network
Program Delivery Efficiency
•Centralized ORS
•Country Partnership (IR)
Collaboration and Unity as
AIESEC Indonesia
•Internal Ceedership
•Integrated Educational
Framework
141. DEVELOPMENT BLOCK STRATEGIES
Expanding our impacts to all
regions in Indonesia
Alignment with Indonesia’s
Needs
• Big Islands – Expansion/SU/Projects
• Reliable IT & IM infrastructure
• Youth Leaders Summit/Youth to
Business
Assurance for the sustainability of
our Operation
• Quality Management and CEM
•Program Safety
•Financial Sustainability
•GCDP GIP as KKN Preference
•Relevant issues for every project
Program Delivery Efficiency
•Centralized ORS
•Country Partnership (IR)
Brand and Positioning
•Brand Refreshment
•Brand of Our Operation/Impact: AIESEC
Book
•Brand of Our Talent: AIESEC Ambassador
Program
•Our positioning in Global Network
Collaboration and Unity as
AIESEC Indonesia
•Internal Ceedership
•Integrated Educational
Framework
142. 13/14 ROLE (GROWTH PATH)
1.
Quality to Ensure Impacts
a)
b)
c)
d)
2.
Customer Loyalty
CEM Evolution
TMP TLP Evolution
Inner-Outer Journey assurance (LEAD)
Facilities/System to Ensure Faster & More Growth
a)
b)
c)
Virtual reach and online facilities (ORS and matching platform)
Sub-Issues/Sub-Product business approach
Effective International Partnerships
143. 13/14 ROLE (GROWTH PATH)
1.
Quality to Ensure Impacts
a)
b)
c)
d)
2.
Customer Loyalty
CEM Evolution
TMP TLP Evolution
Inner-Outer Journey assurance (LEAD)
Facilities/System to Ensure Faster & More Growth
a)
b)
c)
Virtual reach and online facilities (ORS and matching platform)
Sub-Issues/Sub-Product business approach
Effective International Partnerships
144. MC PROJECTS JAN-JUN
Drivers
oGCDP
OD Project
Program
Focus
iGCDP
oGIP
iGIP
Learning
and
Capacity
v
v
V
v
V
V
v
SDP
v
Summer
Project
MC
Strategy
MC
Strategy
MC
Strategy
v
Off Peak
Project
V
National
Project
V
Co-delivery &
SnD
v
AIESEC Book
v
Safety Issue
Conference
Sustainability
HOW
Sustainability
v
v
V
v
V
v
V
v
v
