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Day 1
- 2. What kind of Leadership you have?
- 3. How does it affect your people?
- 4. What kind of leadership you have that has impact on your people?
- 5. What exactly is your impact on your people so far?
- 6. Your leadership is not impactful. Why?
- 7. Why do you have to lead them?
- 8. What is the purpose of your leadership?
- 9. What is the purpose of your leadership? Do you have a purpose?
- 11. Once, you grow old and you have a 6 months-old baby..
- 12. The trust comes when you know you will share the same value
- 13. Why it’s so different in reality..
- 14. DECISION WE’RE MAKING WILL ONLY ENDANGER PEOPLE UNLESS WE HAVE SHARED THE SAME VALUES Performance Line Split Point Value Line
- 15. Our country in 1945..
- 16. Our country in 1990s..
- 17. REMEMBER THIS?
- 18. Was it clear enough for you, the purpose why we were there in NSC, making that promise? The value we shared as the founders of AIESEC Indonesia?
- 19. I WILL SLAP YOU WITH.. The difference between Leadership and Authority
- 20. You only can call it leadership when your people share the same values, belief, purpose, or whatever it is called
- 21. “What is the purpose/value that your EB Team has?”
- 22. How many times you sit together with your EB and recall again the values you guys have as a team?
- 23. “What is the purpose/value that AIESEC Indonesia Team has?”
- 25. 13/14 TEAM STAND “To Be The Best Case Practice”
- 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
- 32. CLARIFYING OUR PURPOSE AND VALUE Connect everything!
- 36. Capitalize on Global Strategies
- 37. Achieve Your Ambition! :D
- 38. NEED SMILES :)
- 39. Time is Short!
- 40. Let’s Make it Simple!
- 41. Let’s Make it Simple! Like Never Before
- 47. PLAN it Right
- 50. Important!
- 53. Planning Process
- 57. Planning Process Ambition Drivers Operations Network MC Functions Leadership to the CY Team Purpose Goals Why How What
- 58. Planning Process Ambition Leadership to the CY Team Purpose Drivers Operations Network MC Functions Program Focus MC Strategy MC Strategy Goals Why MC Strategy How What
- 59. Planning Process Ambition Leadership to the CY Team Purpose Drivers Operations Network MC Functions Program Focus MC Strategy MC Strategy Goals Why MC Strategy ∞ How What
- 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
- 61. Planning Process Ambition Drivers Operations Network MC Functions MKT Leadership to the CY Team Purpose Program Focus iGCDP BD L L C C L L L C C C L C MC Strategy MC Strategy Goals Why MC Strategy oGCDP FIN iGIP OD oGIP IM ∞ How TM What
- 62. Planning Output Ambition Drivers Operations Network MC Functions MKT Leadership to the CY Team Purpose Program Focus iGCDP BD L L C C L L L C C C L C MC Strategy MC Strategy Goals Why MC Strategy oGCDP FIN iGIP OD oGIP ∞ How IM TM What
- 63. Planning Output Ambition Drivers Operations Network MC Functions MKT Leadership to the CY Team Purpose Program Focus iGCDP BD L L C C L L L C C C L C MC Strategy MC Strategy Goals Why MC Strategy oGCDP FIN iGIP OD oGIP ∞ How IM TM What
- 64. Planning Output Ambition Drivers Operations Network MC Functions MKT Leadership to the CY Team Purpose Program Focus iGCDP BD L L C C L L L C C C L C MC Strategy MC Strategy Goals Why MC Strategy oGCDP FIN iGIP OD oGIP ∞ How IM TM What
- 65. Planning Output Ambition Drivers Operations Network MC Functions MKT Leadership to the CY Team Purpose Program Focus iGCDP BD L L C C L L L C C C L C MC Strategy MC Strategy Goals Why MC Strategy oGCDP FIN iGIP OD oGIP ∞ How IM TM What
- 66. Planning Output Ambition Drivers Operations Network MC Functions MKT Leadership to the CY Team Purpose Program Focus iGCDP BD L L C C L L L C C C L C MC Strategy MC Strategy Goals Why MC Strategy oGCDP FIN iGIP OD oGIP ∞ How IM TM What
- 67. Planning Output Ambition Drivers Operations Network MC Functions MKT Leadership to the CY Team Purpose Program Focus iGCDP BD L L C C L L L C C C L C MC Strategy MC Strategy Goals Why MC Strategy oGCDP FIN iGIP OD oGIP ∞ How IM TM What
- 68. Planning Output Ambition Drivers Operations Network MC Functions MKT Leadership to the CY Team Purpose Program Focus iGCDP BD L L C C L L L C C C L C MC Strategy MC Strategy Goals MC Strategy MC Project Why oGCDP FIN iGIP OD oGIP IM ∞ MC Project How TM MC Project What
- 69. Planning Output Ambition Drivers Operations Network MC Functions MKT Leadership Leadership to the CY Team Purpose Purpose Program Focus iGCDP BD L L C C L L L C C C L C MC Strategy MC Strategy Goals MoS MC Strategy MC Project Why oGCDP FIN iGIP OD oGIP IM ∞ MC Project How TM MC Project What
- 70. Planning Output Ambition Drivers Operations Network MC Functions MKT Leadership Leadership to the CY Team Purpose Purpose program Focus iGCDP BD L L C C L L L C C C L C MC Strategy MC Strategies Strategy (with KPIs) Goals MoS MC Strategy MC Project Why oGCDP FIN iGIP OD oGIP IM ∞ MC Project How TM MC Project 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
- 74. Questions?
- 75. LEADERSHIP FOR THE COUNTRY Day 1 Session 6
- 76. Planning Process Ambition Drivers Operations Network MC Functions MKT Leadership to the CY Team Purpose Program Focus iGCDP BD L L C C L L L C C C L C MC Strategy MC Strategy Goals Why MC Strategy oGCDP FIN iGIP OD oGIP ∞ How IM TM 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?
- 83. THE PURPOSE OF 14/15 Day 1 Session 7
- 84. TEAM PURPOSE Ambition Leadership to the CY Team Purpose Goals Why
- 85. TEAM PURPOSE Ambition Leadership to the CY Team Purpose Goals Why Purpose: to define the reason why your team will wake up every day
- 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
- 90. YOUR LC TEAM PURPOSE ?
- 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
- 93. MC GARUDA TEAM STAND “To Be The Best Case Practice”
- 94. AIESEC INDONESIA TEAM STAND “To Be The Best Case Practice”
- 95. YOUR LC TEAM STAND ?
- 96. Questions?
- 97. THE KIND OF PROGRAM WE HAVE Day 1 Session 8 Part 1
- 99. GOALS Ambition Leadership to the CY Team Purpose Goals Why Purpose: to translate the ambition into numerical goals
- 100. GOALS Ambition Leadership to the CY Team Purpose Goals Why Purpose: to translate the ambition into numerical goals MoS ELD Quality
- 101. GOALS Ambition Leadership to the CY Team Purpose Purpose: to translate the ambition into numerical goals MoS ELD Quality Goals NOTE: consider the long term plan of your entity !! Why
- 102. THE KIND OF PROGRAM WE HAVE Day 1 Session 7 Part 2
- 103. Planning Process Ambition Drivers Operations Network MC Functions MKT Leadership to the CY Team Purpose Program Focus iGCDP BD L L C C L L L C C C L C MC Strategy MC Strategy Goals Why MC Strategy oGCDP FIN iGIP OD oGIP ∞ How IM TM What
- 105. PROGRAM FOCUS Drivers Program Focus MC Strategy MC Strategy MC Strategy HOW Purpose: to define the exchange program focus for the entity
- 108. THE KIND OF PROGRAM WE HAVE Day 1 Session 7 Part 3
- 109. WHAT ABOUT THE REST OF THE PROGRAMS?
- 110. Important!
- 112. Important! TIER 1 TIER 2&3 Big/Medium LCs Small/Start Ups LCs & Expansion
- 115. Important! TIER 1 TIER 2&3 Sustainable Products Introduction Products
- 116. Important! TIER 1 TIER 2&3 Sustainable Products Introduction Products Market Focus
- 117. Important! TIER 1 TIER 2&3 Sustainable Products Introduction Products Market Focus Sustainability Focus
- 118. LET’S CHECK Is your product sustainable?
- 119. PROGRAM FOCUS TIER 1 Drivers Program Focus MC Strategy MC Strategy MC Strategy HOW Tier 1
- 120. PROGRAM FOCUS TIER 1 Drivers Tier 1 Program Focus MC Strategy MC Strategy MC Strategy HOW Product Lifecycle
- 121. PROGRAM FOCUS TIER 1 Drivers Tier 1 Program Focus MC Strategy MC Strategy MC Strategy HOW Adoption Curve Product Lifecycle
- 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
- 130. Questions?
- 132. MC STRATEGY Drivers Program Focus MC Strategy MC Strategy MC Strategy HOW Purpose: to define the way to achieve the ambition
- 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
- 138. FIND THE GAP! Drivers Program Focus 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
- 145. DAY 1, FINISHED :D