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Welcome to the

LCP Academy
1-2 October 2016

Agenda
Your team

11:00-12:00

Legality

12:00-12:30

Zoom in 2

12:30-13:15

Finances
13:15-14:00

Planning
Lunch

14:00-15:00

4 types of meetings

15:00-15:45

LC Culture

15:45-16:45

GCP space

16:45-

Welcome to the

Fresh start
LCP Academy

Welcome to the

Our context
LCP Academy

What do you think

150 employees
Among 25 hottest European Hi-tech companies
Best employer in ICT sector in Serbia
204000 monthly users
52000 daily users

What do you think

30 employees
Products are working in 100+ countries in the world
NASA; Universities of Stanford, Harvard, Berkley
More than 100.000 customers
10% of profit goes on support for promoting Entrepreneurship
among Youth population

What do you think

2 guys
Decided to spend some spare money for a greater cause
Activated a youth movement
Became a sensation in local newspapers
Enjoyed creating the societal change

What do you think

~300 members
Part of ~40000 global Youth movement
Peace and Fulfillment of Humankinds potential
Developing leaders of tomorrow
Created a lot of game-changers for Serbia

What should be the

IMPACT
of this organisation?

What lies in the


Journey?

Where will we be

tomorrow?

Building Leadership remains paramount, ranking as


No.2 issue in 2015 survey (with 36 capability gap)
- Global Human Capital Trends 2015, Deloi=e

Students exercise the leadership skills


they will practice in business and
beyond, and leave with lessons in
leadership that are prac8cal, priceless,
and more importantly, real

Being aware of global and local


issues, we act quickly to respond to
them by offering powerful
leadership experiences. We
collaborate with like-minded
organizations that, like us, strive for
a better world. Through this, we
take part in global and local decision
making processes.

Doing the same things is not enough


to one day engage and develop every
young person in the world. Being
disruptive means for us to challenge
the way we think and act as an
organization. We find innovative
ways to grow faster and be better.
Every AIESECer seeks for solutions
and acts upon them every day. We
are an AIESEC that is able to grow
from 5 to 500 within a few weeks.

Anyone can experience AIESEC,


be it physically, virtually, directly
or indirectly. We actively break
our geographical and social
barriers to make it possible for
every young person in the world
to live an AIESEC experience.

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1. To Bring the Organization to see
from the lens of our customers and the
External Market , if we Truly want them
To join our movement

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2. To Continue to improve
what we have And explore
what we dont

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3. To Measure what truly matters for the
Organization

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4. To foster a culture of entrepreneurship
And innovation that will enable the
Achievement of AIESEC 2020

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5. To put the Development back in
Leadership Development

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6. To not lose sight on the ELD Phase
While experimenting with EWA

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7. To begin global implementation of
the roadmap

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8. To stay true to who we say we are

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9. To fight uncertainty with action and
Not use it as an excuse for execution

ainty with action and

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10. STOP LEADING IN THE


FEAR OF OUR GOALS.
START LEADING WITH
We
demand
THE FREEDOM TO GROW.

millions.

Make yourself proud

A SIMPLE RECIPE

TO MOVE FORWARD

So how do I ensure that I am making and implementing


decisions that will have a big impact in my entity in one year?

There are three simple steps that can


facilitate your way forward!
They keep in mind alignment with whats desired,
and a fast and simple execution.

#POPCORNEDBYDEYDOS
for

AIESEC INTERNATIONAL

THREE EASY STEPS


TO MOVE FORWARD

Assess the Risk


Assess the ROI
The Killer Combination

LETS EXPLORE THEM


ONE BY ONE

#POPCORNEDBYDEYDOS
for

AIESEC INTERNATIONAL

LETS TRY THIS OUT


WITH AN EXAMPLE

PICK ONE EXAMPLE


THAT BETTER SUITS
YOU!

Conference Cycle
Recruitment
Expansions
Structure changes
EB Size
LC Partnerships
Innovation piloting
Investments
Etc.

3 mins

#POPCORNEDBYDEYDOS
for

AIESEC INTERNATIONAL

Assessing Risk

It can add value to almost any situation, especially


when the possibility exists for serious or catastrophic
outcomes.
The key to using the process is in completing each
step in the most simple, practical way to provide the
information you need.
Some situations are so complex that detailed risk
assessments are needed, but most can be addressed
with more simple risk assessments.
#POPCORNEDBYDEYDOS
for

AIESEC INTERNATIONAL

WHAT IS THE RISK THAT I FORSEE TO


FACE IF I MAKE THIS DECISION?

This information about the possibility for one or more


unwanted outcomes separates risk-based assessment
from more traditional decision making.

#POPCORNEDBYDEYDOS
for

AIESEC INTERNATIONAL

SOME EXAMPLES OF WHAT TO CONSIDER


Strategic Risks: These are risks that arise from the investments your entity makes to pursue its mission and goals. They are often
associated with competition and can include macro risks (the alignment of EPs and TNs consistent with the principles of supply
and demand), transaction risks (the operational risks of partnerships with other entities), and enablers or EPs relations risk (the
risks associated with communicating effectively or ineffectively with your EPs and Enablers), etc.
Financial risks: These relate to potential economic losses that can result from poor allocation of resources, changes in cash flow
due to the decision, delays in receivables, loss of revenue, or fluctuations in the value of currency, etc.
Operational risks: These risks can arise due to choices about design and use of processes to create and deliver excellent services.
They can include delivery errors, lack of know-how, and technology malfunctions, etc.
Legal Risks: These risks stem from the threat of litigation or ambiguity in applicable laws and regulations (including whether they
are likely to change); these threats create uncertainty in the steps your entity should take to address its obligations to customers,
members, enablers, communities, and governments. This includes visa issues as well.
Other Risks: Risks are very commonly associated with force majeure, or events beyond the control of the entity. These can include
weather disasters, floods, earthquakes, and war/terrorism or other hostilities.

#POPCORNEDBYDEYDOS
for

AIESEC INTERNATIONAL

SOME EXAMPLES OF WHAT TO CONSIDER


WHAT ARE THE RISKS?
WHATS THE FREQUENCY AT WHICH THEY ARE EXPECTED TO OCCUR?
WHAT ARE THE EFFECTS THEY MIGHT HAVE?
HOW CAN THAT RISK(S) BE MITIGATED?

This should give you a clear idea of what the real risks are, their
frequency/severity and what could you do if you move ahead
knowing this might occur.

15 Mins
#POPCORNEDBYDEYDOS
for

AIESEC INTERNATIONAL

Assessing ROI

Youre not looking for one number,


however you should drop some
numbers on the table.
Your final assessment should give you a
very clear idea of impact the decision
could have!

#POPCORNEDBYDEYDOS
for

AIESEC INTERNATIONAL

WHAT IS THE RETURN THAT I EXPECT TO


GET IF I MAKE THIS DECISION?

Understand the effect of your decision on results by


focusing the exploration on the goals you have set for
your entity.

#POPCORNEDBYDEYDOS
for

AIESEC INTERNATIONAL

SOME EXAMPLES OF WHAT TO CONSIDER


o Contribution to X Performance
o Contribution to Value Delivery

PERFORMANCE
o
o
o
o
o

Total Investment Required


Cost Savings
Cost Avoidance
Revenue Enhancement
Revenue Protection

ROI

FINANCIAL

EFFORTS
o Timeline (Execution vs. Return; When is
the best time to do/implement this?)
o Required Manpower (Source: EB, TLs,
TMs)

15 Mins

#POPCORNEDBYDEYDOS
for

AIESEC INTERNATIONAL

USE RISK AND ROI ANALYSIS TO DEFINE

THE POTENTIAL SCENARIOS


THE SITUATION YOU ARE EVALUATING

OPTIMISTIC
SCENARIO

MOST LIKELY
SCENARIO

PESSIMISTIC
SCENARIO

RISK - ROI

RISK - ROI

RISK - ROI

This should give you a clear idea of what the real situation is and
what the influence of your decision could be.

#POPCORNEDBYDEYDOS
for

AIESEC INTERNATIONAL

Execute using
The Killer Combination

You have clear what you want to do and


your simplified RISK/ROI Analysis has
given you certainty but you dont know
how to move ahead.
Now the idea is to ensure focus and fast
implementation!

#POPCORNEDBYDEYDOS
for

AIESEC INTERNATIONAL

Some behavioral
exploration first

#POPCORNEDBYDEYDOS
for

AIESEC INTERNATIONAL

TWO QUESTIONS
TO KEEP IN MIND

Most of the things we do are useless


when compared with the goals we
want to achieve,
and time is wasted in proportion to
the amount that is available!

Am I being
productive or just
busy?
Am I inventing
things to do to
avoid doing
whats truly
important?

#POPCORNEDBYDEYDOS
for

AIESEC INTERNATIONAL

BEING EFFECTIVE
vs.
BEING EFFICIENT

What you do is infinitely more


important than how you do it!

Doing something
unimportant well
does not make it
important!
Requiring a lot of
time does not
make a task
important!

#POPCORNEDBYDEYDOS
for

AIESEC INTERNATIONAL

PARETO 80/20
1. Which 20% of sources are causing 80% of my
problems and lack of performance?
2. Which 20% of sources are resulting in 80% of
my desired outcomes and outputs?
Being overwhelmed is often as unproductive as doing nothing!

Focus on the important few and ignore the rest.


Avoid the work for the sake of work!

#POPCORNEDBYDEYDOS
for

AIESEC INTERNATIONAL

PARKISONS LAW
A task will swell in (perceived) importance and
complexity in relation to the time allotted for its
completion.
The end product of a shorter deadline is almost inevitable of
equal or higher quality due to greater focus!
Dedication is often just meaningless work in disguise!

Be ruthless and cut the crap!

#POPCORNEDBYDEYDOS
for

AIESEC INTERNATIONAL

THE KILLER COMBINATION

Limit tasks to the


important to
shorten work time*

*Pareto 80/20

Shorten work time


to limit tasks to the
important**

**Parkinsons Law

#POPCORNEDBYDEYDOS
for

AIESEC INTERNATIONAL

THE KILLER COMBINATION


BACK TO YOUR EXAMPLE

Define what truly


needs to be done
that has the higher
ROI
*Pareto 80/20

Break it into pieces


and execute in very
short periods

**Parkinsons Law

#POPCORNEDBYDEYDOS
for

AIESEC INTERNATIONAL

MAKING
IT HAPPEN
Whats needed now from my side as LCP
to make things happen fearlessly?

#POPCORNEDBYDEYDOS
for

AIESEC INTERNATIONAL

Welcome to the

Finances
LCP Academy

What is Financial Sustainability?

Who we are?

Non-for-prot
DOES NOT MEAN

For Loss

Financial sustainability
=
3 month of survival

How to ensure nancial sustainability


of our operaBons?

Financial sustainability

Make sure
that is
profitable
!!!!!!!!

Additional

ta
ta
ll

Alumni

No

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or

BD

Su

pp

or

Funds

Su

sk
-ri
gh

sk
-ri
id
M

-ri

Ensure sustainability of LC

iGV

Hi

iGE

sk

iGT

Lo
w

Lo
w

-ri

sk

OGX

How it aects our planning?

Any quesBons?

Welcome to the

Planning
LCP Academy

What are the rst thoughts


when you hear
planning?

What are the biggest


boGlenecks you see in the
typical planning process?

National Plan
Is a tool of communica.on between LCs and MC, in
order to understand what is planned to happen in
dierent period of .me.

October

November

December

NaBonal AmbiBon

Local AmbiBon

Plans nalisaBon

First researches
and educaBon

MC Visits

MC Visits*

MCP2LCPe

LC Planning
LC researches
Planning framework

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