OD Model AIESEC IN ITALY 2019.2
OD MODEL
What The Organizational Development Model is a guide for the LCs in matters of operations and resources development composed by the Clusterization and Tierization Growth Path for LCs and Operations and the Performance Index and Support Systems provided by the MC.
Why The objective of the OD Model is to clarify the Path for Sustainable Growth of the Local Committees through alignment of the organizational strategies, culture and goals in order to drive growth of operations and resources.
How
In order to clarify the growth path we have the Clusterization /Tierization Model of Operations and LCs have clear milestones and call to actions to develop their results. In order to diagnose the bottlenecks we have the performance index composed by the operations and health criteria and through the support coaching/consultancy system we set personalised directions for LCs to solve their problems and reach the milestones.
CLUSTERIZATION/TIERIZATION MODEL It provides clarity of the growth path and key milestones to be reached.
PERFORMANCE INDEX and SUPPORT SYSTEM
 It provides clarity of the main bottlenecks of each reality and personalised next steps of action.
Path
Compass
CLUSTERIZATION MODEL
PERFORMANCE INDEX
OPERATIONAL TIERS
SUPPORT 
 SYSTEM
OD MODEL
The Path
TO GROWTH
Growth Clusterization Model The CLUSTERIZATION MODEL aims to provide to the LCs a clear path and milestones to drive SUSTAINABLE GROWTH at local level through 3 main criteria.
FINANCE CRITERIA
TALENT CRITERIA
TOTAL LIQUIDITY
AVERAGE OF % TALENT CAPACITY (6 MONTHS)
MORE MONEY
+
OPERATIONAL CRITERIA
+
MORE MEMBERS
=
SUSTAINABLE GROWTH
OPERATIONAL TIERS AND SPECIALIZATION
MORE EXCHANGES
Growth Clusterization Model
New Initiative
Expansion 
 1.0 & 2.0
Start up
Risk Zone
Scaling
Specialist
Global Competitor
New Initiative NEW INITIATIVE MANAGER 3 PEOPLE
(UNTIL THE FIRST 3 MONTHS)
This is the first phase of the entities growth model and start with one person demonstrating interest and passing through a selection process to become the New Initiative Manager. This moment the IE (Initiative of Expansion) should focus just on understanding AIESEC and the oGV process and try to gather the 3 initial people to start the EB within 3 months.
PERSON SELECTION INTERESTED PROCESS
NI
Expansions 1.0 2 APD 100% LEGAL 100% MONTHLY SONA 85% WEEKLY SONA 3 EB MEMBERS (EM, MKT, OGV) + 4 MEMBERS AT LEAST 1 PERSON IN NATIONAL CONFERENCES
In this phase we have the first official expansion happening and the main focus is to understand and implement basic AIESEC process such as Team Standards and SOPs for oGV. Also is necessarily a minimum of accountability and expansion of the HR capacity to start preparing to become a proper LC. Still the entity is not ready to become a Local Committee and must guarantee the upscale of process and finance and legalities understanding in the expansion 2.0 process before applying.
EXPANSION 1.0
EXPANSION 2.0
Expansion 2.0 15 APD SUMMER PEAK 8 APD WINTER PEAK 100% MONTHLY SONA 85% WEEKLY SONA 100% LEGAL
4 EB MEMBERS (EM, MKT, OGV, FIN* - WITHIN 3 MONTHS) + 8 MEMBERS %75 ATTENDANCE OF EB IN NATIONAL CONFERENCES
Expansion 2.0 is the last step before becoming an LC and the focus is mainly in upscale perform and HR as well as prepare the financial and legalities basis to before becoming an LC. To guarantee the maturity in this phase they must guarantee minimum of accountability and attendance in national conferences as well as higher level of running operations and TM process.
EXPANSION 2.0
LOCAL COMMITEE
StartUp 20 APD SUMMER PEAK 12 APD WINTER PEAK OR 28 APDS YEARLY 100% MONTHLY SONA 85% WEEKLY SONA 100% LEGAL 90% BUDGET EXECUTION
5 EB MEMBERS (EM, MKT, OGV, FIN, TM) + 10 MEMBERS %75 ATTENDANCE OF EB IN NATIONAL CONFERENCES
In order to become LC the expansions 2.0 need to guarantee a minimum of Approvals in oGV as well as meeting the minimum structure and legal/ accountability requirements. The presence and attendance of the EB in national conferences is also a requirement in order to guarantee the awareness of national strategies and education and also to be properly inserted in the national plenary. This is the first step of an LC and entities in Start Up are those that have limited resources and are beginning their entity growth path. They have to focus their operations in Outgoing Global Volunteer (OGV) and must have a simple HR structure to support operations. They should not be running more than 2 products (OGV and other product).
Risk Zone Zone 1 OPERATIONAL CRITERIA + 1 HEALTH CRITERIA OPERATIONAL CRITERIA
HEALTH CRITERIA
OGV IN RISK ZONE < 2500 EUROS IN LIQUIDITY 2 OPERATIONS IN < 50% OF RISK ZONE AVERAGE TALENT CAPACITY OF IF 3 OPERATIONS ARE IN RISK ZONE, LAST 6 MONTHS AUTOMATICALLY 1 IS CLOSED
The Risk Zone cluster is a new clusterization model in which any LC can be downscaled if they present red flags in operational and health criteria. The objective of the risk zone is to diagnose LCs that are in a critical situation and have a very clear restructuring plan in order to go back to the growth path. When a LC is downscaled for risk zone, if they have 3 operations in risk zone they must automatically close one of them. If after 6 months, the LC continues in risk zone they must close one operation (not oGV). If the LC present only one of the Risk Zone criteria they are not downscaled, but it is already a red flag for the LC and they must focus on guaranteeing the recovering of this criteria as soon as possible.
Scaling NEEDS TO FULFILL ALL CRITERIA OPERATIONAL CRITERIA OGV TIER 3 OTHER OPERATION TIER 4
HEALTH CRITERIA > 6000 EUROS IN LIQUIDITY
> 65% OF AVERAGE TALENT CAPACITY OF LAST 6 MONTHS
Entities in Scaling are those that already reached a stable level of operations in Outgoing Global Volunteer (OGV) and they are working in other product. Scaling can start developing a third program of exchange if they want to. They have huge potential of growth but in order to go to the next level they have to focus their efforts on Outgoing Global Volunteer Exchange or one other product to reach Tier 2 and 3 in Specialist Cluster. From this point all LCs needs to guarantee at least 65% of Average Talent Capacity in the last six months in order to guarantee they can manage other operations in a proper way and also guarantee a minimum of 6000 euros as liquidity so they have enough financial sustainability to start focusing on developing other products.
Specialist NEEDS TO FULFILL ALL CRITERIA OPERATIONAL CRITERIA GV SPECIALIST IGV/OGV TIER 2 + IGV/OGV TIER 3 OGEV
SPECIALIST OGE/OGV TIER 2 + IGE/OGV TIER 3 OGVT SPECIALIST OGT/OGV TIER 2 + OGT/OGV TIER 3
HEALTH CRITERIA >10000 EUROS IN LIQUIDITY
> 65% OF AVERAGE TALENT CAPACITY OF LAST 6 MONTHS
Entities in GV/oGEV/oGVT Specialist Cluster are entities that decided to specialize their operations in oGV and other operation, that means, both their financial and HR resources will be directed towards growing disruptively in these two operations in order to reach Tier 1 and Tier 2 to be a Global Competitor. They can run all 4 operations at this point but they need to guarantee the minimum Talent Capacity of 65% in the Semester Average and the liquidity of at least 10000 euros. In this way they have all the resources to continue running other products and still drive main efforts in the two focus of the LC.
Global Competitor NEEDS TO FULFILL ALL CRITERIA OPERATIONAL CRITERIA
HEALTH CRITERIA
GEV SPECIALIST OGE/OGV TIER 1 + IGE/OGV TIER 2
< 15000 EUROS IN LIQUIDITY
GV SPECIALIST IGV/OGV TIER 1 + IGV/OGV TIER 2 OGVT SPECIALIST OGT/OGV TIER 1 + OGT/OGV TIER 2
< 65% OF AVERAGE TALENT CAPACITY OF LAST 6 MONTHS
Entities in Global Competitor Cluster are the LCs example for AIESEC in Italy of executing a very good level of exchange through a sustainable growth. These LCs have been working to guarantee and evolve the minimum resources for growth and using it in the right way to drive operations. These LCs are the result of intergenerational work and if they continue delivering all the criteria, they are expected to continue the growth in the next generations. The main focus of these LCs is to start competing in the Global Rankings of operations through product specialization and allocation of resources.
USING THE
Compass
Performance Index
Operational Indexâ&#x20AC;¨ & Health Index
Operational Index P/A 40%
GROWTH 20%
20% APD P/A 20% RE P/A
GROWTH IN APDS
PROCESS TIME 20%
FI-CO 20%
RUNNING 2 OPERATIONS FOCUS 1 (X2) OTHER OP (X1)
% FI-CO
RUNNING 3/4 OPERATIONS FOCUS 1 AND 2 (X2) OTHER OP (X1)
APL-APD
PRODUCT WEIGHTS EXPANSION OGV 100% STARTUP/RISK OGV (X2) OTHER OP (X1)
Health Index TALENT MANAGEMENT 40% % TEAM STANDARDS
FINANCE
ACCOUNTABILITY
40%
20%
% PROFITABILITY OF THE PRODUCTS
MONTHLY SONA
% HR CAPACITY WEEKLY SONA % EDUCATION % MEMBERS ACHIEVING THEIR GOALS % MEMBERS WANTING TO APPLY
% ACHIEVEMENT OF FINANCIAL GOAL ACCOUNTANCY % CREDIT MANAGEMENT (ONLY WHO RUNS IGV)
GFB SURVEY
Talent Management Index TEAM STANDARDS
TALENT CAPACITY
20%
20%
% TS/10
% TC/10
MEMBERS ACH THEIR GOALS
20%
% MEMBERS ACHIEVING +70%/10
EDUCATION
PIPELINE
20%
20%
NATIONAL CONFERENCES
LOCAL CONFERENCES
+50% - 10 % MEMBERS /10 41-50% - 8 31-40% - 6 ACADEMIES 21-30% - 4 % MEMBERS /10 11-20% - 2 0-10% - 0
95-100% - 10 85-94% - 8 75-84% - 6 65-74% - 4 51-54% - 2 -50% - 0
Finance Index PROFITABILITY OF PRODUCTS
FINANCIAL GOAL ACHIEVEMENT
40%
40%
(50% IF DOESN`T RUN IGV)
(50% IF DOESN`T RUN IGV)
REVENUES > TOTAL COSTS - 10 REVENUES = TOTAL COSTS - 7 REVENUES > DIRECT COSTS - 4 REVENUES < TOTAL COSTS - 4 REVENUES < DIRECT COSTS - 0
% ACH FINANCIAL GOAL/ 10
CREDIT MANAGEMENT 20% (ONLY IF RUNS IGV)
ENABLER FEE
EP FEE
Accountability Index MONTHLY SONA
WEEKLY SONA
ACCOUNTANCY
GFB SURVEY
40%
20%
20%
20%
0 SONA Missing - 10 1 SONA Missing - 5 2+ SONA - 0
YES - 10 NO - 0
YES - 10 NO - 0
ALL EB + LC - 10 1 VP MISSING - 8 2 VP MISSING - 6 3 VP MISSING - 4 +4 VPS/LC SONA MISSING - 0
oGV Operations Index ACHIEVEMENT OF GOAL
APD GROWTH
40%
10%
96 - 100% = 10 80-95% = 8 60-79% = 6 40-59% = 4 20-39% = 2 -20% = 0
GROWTH = 10 0% = 5 DROP = 0
(20% APD / 20% RE)
PROCESS TIME APP-APD < 4 DAYS = 10 4.1 - 4.9 = 8 5 - 5.9 = 6 6 - 6.9 = 4 7 - 7.9 = 2 > 8 DAYS = 0
FI-CO > 70% = 10 50-69% = 8 40-49% = 6 30-39%% = 4 -29% = 0
iGV Operations Index ACHIEVEMENT OF GOAL
APD GROWTH
40%
10%
(20% APD / 20% RE)
96 - 100% = 10 80-95% = 8 60-79% = 6 40-59% = 4 20-39% = 2 -20% = 0
GROWTH = 10 0% = 5 DROP = 0
PROCESS TIME APP-APD < 5 DAYS = 10 5.1 - 5.9 = 8 6 - 6.9 = 6 7 - 7.9 = 4 8 - 8.9 = 2 > 9 DAYS = 0
FI-CO
> 70% = 10 50-69% = 8 40-49% = 6 30-39%% = 4 -29% = 0
oGE Operations Index ACHIEVEMENT OF GOAL
APD GROWTH
40%
10%
(20% APD / 20% RE)
96 - 100% = 10 80-95% = 8 60-79% = 6 40-59% = 4 20-39% = 2 -20% = 0
GROWTH = 10 0% = 5 DROP = 0
PROCESS TIME APP-APD -6 DAYS= 10 6.1-7.9 = 8 8-9.9 = 6 10-11.9 = 4 12-13.9 = 2 14+ = 0
FI-CO
55%+ = 10 50%-54% = 8 45%-49% = 6 30%-44% = 4 -29% = 2
oGT Operations Index ACHIEVEMENT OF GOAL
APD GROWTH
40%
10%
(20% APD / 20% RE)
96 - 100% = 10 80-95% = 8 60-79% = 6 40-59% = 4 20-39% = 2 -20% = 0
GROWTH = 10 0% = 5 DROP = 0
PROCESS TIME APP-APD
FI-CO
-22 DAYS = 10 22.1-24.9 = 8 25-26.9 = 6 27-28.9 = 4 29-30.9 = 2 31+ = 0
25%+ = 10 20%-24% = 8 15%-19% = 6 10%-14% = 4 -10% = 2
PERFORMANCE INDEX
HEALTH INDEX
PERFORMANCE INDEX YOUR LC HERE
7
THE PERFORMANCE INDEX REPRESENTS THE INTERSECTION OF THE HEALTH INDEX AND THE OPERATIONS INDEX IN ORDER TO PROVIDE A COMPLETE VIEW OF THE LC SITUATION. THE YELLOW, GREEN AND RED LIGHT SYSTEM AIMS TO CLARIFY THE CURRENT STATUS OF THE LC IN THESE TWO AXIS. CHECK THE DESCRIPTION BELOW. HEALTH AXIS AND OPERATIONS AXIS ARE BOTH LESS THAN 7. THIS MEANS THAT THE LC IS NOT GUARANTEEING THE MINIMUM STEPS TO EVOLVE IN THE ASSIGNED CRITERIA AND NEEDS TO HAVE A CLEAR ACTION PLAN TO GET BACK ON TRACK. HEALTH AXIS OR OPERATIONS AXIS IS LESS THAN 7 . T H I S M E A N S T H AT T H E L C I S N O T GUARANTEEING ONE OF THE CRITERIA AND THEREFORE NEEDS TO STRUCTURE THE HEALTH IF WANTS TO HAVE SUSTAINABLE GROWTH OR NEEDS TO UNDERSTAND HOW TO USE BETTER RESOURCES TO PUSH OPERATIONS.
7 OPERATIONS INDEX
HEALTH AXIS OR OPERATIONS AXIS IARE BOTH ABOVE 7. THIS MEANS THE LC IS IN THE RIGHT PATH TO ACHIEVE THE FINANCE, TALENT AND OPERATIONS CRITERIA AND NEEDS TO CONTINUE PUSHING FOR THE NEXT MONTHS.
SUMMER PEAK APPROVALS
oGV TIERS
80+
40-79
20-39
14-19
Tier 1
Tier 2
Tier 3
Tier 4
50+
28-49
12-27
8-11
WINTER PEAK APPROVALS
RISK ZONE Summer Peak 0-13 APDs Winter Peak 0-7 APDs Yearly 0-20 APDs
SUMMER PEAK APPROVALS
iGV TIERS
85+
50-84
25-49
11-24
Tier 1
Tier 2
Tier 3
Tier 4
90+
60-89
35-59
16-34
WINTER PEAK APPROVALS
RISK ZONE Summer Peak 0-10 APDs Winter Peak 0-15 APDs Yearly 0-15 APDs
SUMMER PEAK APPROVALS
oGE TIERS
22+
14-21
7-13
5-6
Tier 1
Tier 2
Tier 3
Tier 4
15+
10-14
6-9
3-5
WINTER PEAK APPROVALS
RISK ZONE Summer Peak 0-4APDs Winter Peak 0-2 APDs Yearly 0-6 APDs
SUMMER PEAK APPROVALS
oGT TIERS
16+
10-15
6-9
3-5
Tier 1
Tier 2
Tier 3
Tier 4
14+
8-13
4-7
3
WINTER PEAK APPROVALS
RISK ZONE Summer Peak 0-2APDs Winter Peak 0-2 APDs Yearly 0-4 APDs
THE SUPPORT
System
DATA GATHERING NMS DDL
1ST 23:59
MONTHLY OD/ TM ACCOUNTANCY/ GFB SURVEY LEGALITIES SONA DDL REPORT DDL LEGALITIES DDL CHECK DDL
2ND 23:59
4TH 23:59
5TH 23:59
7TH 23:59
10TH 23:59
LEGALITIES FINAL DDL 17TH 23:59
SUPPORT SYSTEM Monthly Timeline Weekly Timeline
MONTHLY NST CONSULTANCY 1ST
CT OD CHATS
4TH 7TH DDL OUTPUT
LCP/CLUSTER CHATS
10TH 16TH DDL OUTPUT
WEEKLY NEWS SONA DDL LETTER DDL
SUNDAY 23:59
TUESDAY 23:59
COMMISION/ TIER CHATS
19TH 25TH
END MONTH
Thank you MARIANA DONCEL MCVP OD/OP +55 11 971891716
ALESSANDRA GAROFALI MC OD MANAGER (+39) 3665903915
MARIANA.DONCEL@AIESEC.IT ALESSANDRA.GAROFALI@AIESEC.IT
LAURA FABBRI MC OD MANAGER (+39) 3313433767
MARGHERITA OCCHI MC OD MANAGER (+39) 3460010943
LAURA.FABBRI@AIESEC.IT MARGHERITA.OCCHI@AIESEC.IT