Oh, shift!
Senior at Tunis Business School Major: Marketing • Minor: Int’l Political Economy
Defining Qualities
Axes I’m working on
Non-conformist Independent Door-knocker
What I learned from my Childhood Multi-culturalism • Nationalization • Shift
What I learned from Books Lean Startup • SANGAF • Rework • Reinventing Organizations
What I learned from Traveling Diversity • Nothing is set in stones • Illumination not elimination
What I learned from Conferences Locals & Nationals • BetterLands • WYF • Youthful • Assises
What I learned from Experiences © 2018 Slidefabric.com All rights reserved.
Competition vs. Co-petition • Incentives • Up-Down Paradox • Reality Assumptions
S L I D E
2
OUTLINE
OUTLINE
S H I F T
PROCESS
DRIVERS
DRIVERS
Serving humans & innovating future together, Saving hope & impact for Tunisia.
DRIVERS Create organizations free of all the pathologies that show up in workplaces. Free of filthy politics, bureaucracy, and negative hierarchy; free of stress and burnout; free of resignation, resentment, and apathy; free of the suffering at the top and the drudgery at the bottom. Make it possible to reinvent organizations to make work productive, fulfilling, and meaningful. Create soulful workplaces where our talents can blossom and our callings can be honored.
DRIVERS
Catalyse organizational and operational growth Facilitate equal development
Ensure financial survival
AMBITION
THE
National Ambition
OGX of Tunisian students experience AIESEC ICX of all AIESEC experiences are hosted in Tunisia
Local Ambition
OGX of students of each campus experience AIESEC ICX of all local NGOs/SUs/Companies recruit an EP
Shareable Can be downscaled to local level; can be owned.
Relative Customized to each LC’s market; changes with realities.
Grounding Looks easy but is not; looks enough but is not.
STRATEGIES Shifting Process
SHIFTING PROCESS
SHIFTING PROCESS
SHIFTING PROCESS
MC Structure
Back-Office Standardization
SHIFTING PROCESS
What’s wrong now MC Structure
OD & TM in same Corner Marketing in its own Corner BD & IGT seperate Too cross-functional Requires double reporting Long ideation process Confusing
SHIFTING PROCESS
How it should be MCP
MC Structure
TM
ODX
BCXO
North CD Center CD South CD
Marketing IGV IGE OGV OGE OGT
F&Log
PD&IGT
SHIFTING PROCESS
MC Structure
TM
ODX
R E S PMCP ONSIBILITIES INTERNAL COMMUNICATIONS & PEOPLE OPERATIONS
North CD Center CD South CD
BCXO
F&Log
PD&IGT
TALENT EXPERIENCE & Marketing LEADERSHIP DEVELOPMENT IGV ORGANIZATIONAL PROCESSES IGE & OGV ALIGNMENT OF RESOURCES OGE OGT
SHIFTING PROCESS
RESPONSIBILITIES MCP
MC Structure
TM
ODX North CD Center CD South CD
BCXO
OD PROCESSES & EXPANSION DEVELOPMENT
F&Log
PD&IGT
UNDERSTANDING OF REALITIES Marketing& CUSTOMIZATION OF STRATEGIES IGV MC-LC COORDINATION & IGE OGV PRESENCE IN LOCAL TOUCHPOINTS OGE OGT
SHIFTING PROCESS
TOPICS
EDUCATION
MC Structure
CONSULTANCY
FOCUS
ACCOUNTABILITY
MCP
CD
NATIONAL AFFAIRS
LOCAL AFFAIRS
GENERAL
LC-BASED
CRISIS MANAGEMENT
PROBLEM SOLVING
LCP EXPERIENCE
LC DEVELOPMENT
BOARD OF PRESIDENTS
LC EXECUTIVE BOARD
SHIFTING PROCESS
MCP
TM
MC Structure
ODX North CD Center CD South CD
BCXO Marketing IGV IGE OGV OGE OGT
RESPONSIBILITIES
F&Log
PRODUCT STRATEGIES & GROWTH MAPPING
PD&IGT
QUALITY CONTROL & ENHANCEMENT IR BUILDING & COMMISSION MANAGEMENT
SHIFTING PROCESS
RESPONSIBILITIES
MCP
TM
ODX
MC Structure North CD Center CD South CD
BCXO Marketing IGV IGE OGV OGE OGT
F&Log
PD&IGT
LCS & MC FINANCIAL SUSTAINABILITY FINANCE STANDARDS TRACKING & FACILITATION
LOGISTICS MANAGEMENT
SHIFTING PROCESS
RESPONSIBILITIES
MCP
TM
ODX
BCXO
MC North Structure CD Marketing Center CD South CD
IGV IGE OGV OGE OGT
F&Log
PD&IGT
NATIONAL SALES & ACCOUNT MANAGEMENT LOCAL PROJECTS ALIGNMENT & NATIONAL PROJECTS DEVELOPMENT EMPLOYER BRANDING & SOCIAL RESPONSIBILITY
SHIFTING PROCESS
What would change? MC Structure
More efficiency More customization More understanding of realities Faster strategization & execution Less loss of time and efforts Stronger communication Better decisions Bigger growth
SHIFTING PROCESS
Role Minimums Standard Operating Procedures Global Synergy Flow
Back-Office Standardization
SHIFTING PROCESS
MC Structure
Back-Office Standardization
SHIFTING PROCESS
What’s wrong now MC Structure
Values are not concretized Leadership Qualities are not measured LDA is inaccurate, not reflective, not attractive Leadership development is not overlooked Members get disappointed No future leaders
SHIFTING PROCESS
How it should be
Numerical parameters for values and LDQs
MC Structure
Academic Results
Positions Applied to
EPs willing to Host
International Meetings
Peer-to-peer Learning
Money Saved
Situations Solved
Complaints Team Activities Reported Presence
Self-assessment Reports
SHIFTING PROCESS
What would change MC Structure
Membership satisfaction Meaningful experiences Productivity boost Retention rate Encourage sharing Bottom-up culture Clarity of TM role Membership relevance Talent attraction Global GCP
SHIFTING PROCESS
SDG Indicators Tracking Quality Control Fulfilment Rate
Back-Office Standardization
SHIFTING PROCESS
MC Structure
Back-Office Standardization
SHIFTING PROCESS
What’s wrong now MC Structure
40-hour Workweek No balance of workload Too much free time No framed calendar No working methodology Inefficient Meetings
SHIFTING PROCESS
Full time- Part time Reading Times Fun Whores& Time Bitches
Back-Office Standardization
SHIFTING PROCESS
MC Structure
Back-Office Standardization
SHIFTING PROCESS
What’s wrong now MC Structure
Unlimited Unpredictable Costs not fixed Ranked Too many criteria Untrackable criteria Error Margin too big
SHIFTING PROCESS
How it should be MC Structure
Fixed Costs 5 – 10 – 15 % 1 trackable criterion: Exchange Revenues
What would change Predictable Limited Grouped
SHIFTING PROCESS
3 choices Investment-scaled Model (ISM) The more you invest, the less you pay.
Revenues-scaled Model (RSM) The more you approve, the less you pay.
Investment-deducted Model (IDM)
= Total invoice payment – direct investments on product
Back-Office Standardization
SHIFTING PROCESS
MC Structure
Back-Office Standardization
SHIFTING PROCESS
What’s wrong now MC Structure
Too close in time Too costly for members Too costly for EBs Too costly for MC Timeline too late Too much effort on Host LC Focus loss Concept trivialized
SHIFTING PROCESS
How it should be MC Structure
AUG
SummerCo
OCT
NatCo
(LCP Transition, WP Preparation)
DEC
PlanCo
(EB Transition, Term Planning)
MAR
TuLDS
(IC Downscaling, LC Replanning)
(SP Preparation)
SHIFTING PROCESS
What would change? MC Structure
Less costs on Members Less costs on LCs Less costs on MC Less efforts on Host LC Less efforts on MC Less diversion from Operations More time to prepare for conferences More customization, faster learning
SHIFTING PROCESS
AUGUST
SEPTEMBER
OCTOBER
MC Check-in SummerCo LC Replanning
LCP Elections Coaching & Functional Visits
NatCo LCP Transition Recruitment Teaser
NOVEMBER
DECEMBER
JANUARY
EB Elections MC Replanning
PlanCo EB Transition LC Planning
Recruitment MCP Elections
Back-Office Standardization
SHIFTING PROCESS
SHIFTING PROCESS
MANAGEMENT
BOARD OF PRESIDENTS Micro-management Early Communication Directions vs. Decisions LCP Experience Mapping Team Standards Implementation Monthly Presidents Meetings (alternation between physical and virtual) Framed PM Agenda (State of National Affairs • Commissions Updates • Feedback to MC • GCP Sharing • Miscellaneous) LC-hosted PMs Legislation Summits LCP Track in Conferences NLB Team Days LCP Transition Summit
REWARD & RECOGNITION Criteria Announcement Fulfilment Rate Criterion Value-Based Awards Leadership Award (MoL) Impact Award (MoI) Best Members Awards Intrapreneurship Awards Best Projects Award Back-Office Awards The 1% Award IR Fund
SERVICE
MC SERVICES DIRECTION
COORDINATION & COHESION • • • • • • • • • • • • • • • • • • • •
Compendium Legislation GFB Reporting National R&R Timeline Alignment Brand Alignment (ODE) IR Building National Conferences National Positions AI and RO Coordination Data Storage (SONA) Process Standardization National Partnerships Target List, Partners List ECB and ICB Coordination LC Problem Solving National Crisis Management Alumni Management National Membership Framing Expansion Management Global Positions Endorsement
• • • • • • • • • • • • • • • • • • •
Expertise and Experience Planning and Replanning Commissions Management Internal Communications Competitions Organization Results Push Sense of Urgency Growth Mindset Capacity Building Legislation Subcommittee Consultancy Coaching Visits Functional Visits Strategic Direction Motivation & Inspiration Essence Reminding National Partnerships (Tunisair) National ICX Opportunities (Yeszina) Local Conferences Facilitation, Chairing, & Agenda Management
REPRESENTATION • • • • • •
• • • • • • •
Global Membership Global Awards Regional and Global Conferences Hosting International Expertise & Cultures Sharing Global Steering Team Representation Programmes and Webinars Participation (e.g. Leadership Academy) International Events Representation Government Relations External Presence & PR EwA Projects Organization Civil Society Positioning Roadmap Contribution Non-Foundational Projects Piloting
TACTICS
SERVING HUMANS & INNOVATING FUTURE TOGETHER, SAVING HOPE & IMPACT FOR TUNISIA.
SERVING HUMANS & INNOVATING FUTURE TOGETHER, SAVING HOPE & IMPACT FOR TUNISIA.
SERVING HUMANS & INNOVATING FUTURE TOGETHER, SAVING HOPE & IMPACT FOR TUNISIA.
MC Services
SERVING HUMANS & INNOVATING FUTURE TOGETHER, SAVING HOPE & IMPACT FOR TUNISIA.
Fulfilment Rate
SERVING HUMANS & INNOVATING FUTURE TOGETHER, SAVING HOPE & IMPACT FOR TUNISIA.
Intrapreneurship
SERVING HUMANS & INNOVATING FUTURE TOGETHER, SAVING HOPE & IMPACT FOR TUNISIA.
Measure of Leadership
SERVING HUMANS & INNOVATING FUTURE TOGETHER, SAVING HOPE & IMPACT FOR TUNISIA.
Timeline Alignment
SERVING HUMANS & INNOVATING FUTURE TOGETHER, SAVING HOPE & IMPACT FOR TUNISIA.
Costs Cutting
SERVING HUMANS & INNOVATING FUTURE TOGETHER, SAVING HOPE & IMPACT FOR TUNISIA.
The 1%
SERVING HUMANS & INNOVATING FUTURE TOGETHER, SAVING HOPE & IMPACT FOR TUNISIA.
Measure of Impact
SERVING HUMANS & INNOVATING FUTURE TOGETHER, SAVING HOPE & IMPACT FOR TUNISIA. Bardo
Replicability
Sfax
EP Matchability
Bizerte
Impact Projects
Ruspina
University Timelines
Carthage
Membership Retention
Tacapes
MC Approachability
Hadrumet
EP Allocation
Thyna
Structure GCP
Medina
Market Protection
University
Financial Sustainability
Nabel
Organizational Culture
SERVING HUMANS & INNOVATING FUTURE TOGETHER, SAVING HOPE & IMPACT FOR TUNISIA.
External Relevance
SERVING HUMANS & INNOVATING FUTURE TOGETHER, SAVING HOPE & IMPACT FOR TUNISIA.
S
erving aving
H
I
umans & nnovating ope & mpact
F
uture or
T
ogether, unisia.
S
erving aving
H
I
umans & nnovating ope & mpact
F
uture or
T
ogether, unisia.
S T R U C T U R A L
erving aving
H
I
umans & nnovating ope & mpact
U M A N I T A R I A N
N S T I T U T I O N A L
F
uture or
I N A N C I A L
T
ogether, unisia.
I M E L I N E
Make H A P P E N