How to plan - PlanCO

How to plan

PLANCO PLANNING FRAME

The process

The FINAL PLAN

THE TIMELINE PLANCO

IN BETWEEN

WINCO

Ideal State

LAG&LEAD Draft

Finalize LAG&LEAD

Identity&Vision

Projects Draft

Finalize Projects

WIG&SubWIGs

Backward Plan Draft

Finalize Backward Plan

Culture

Budget Draft

Finalize Budget

Routine&Calendar

Tactical Plan

IDEAL STATE

1. What’s the output?

2. How to manage the activity?

3. How to manage the output 4. Recommendation

Strategic Pillars

Behaviours

1. Go through the presentation of each one’s evaluation stage. Can be a presentation or individual reading.

2. Make everyone take out of the evaluation which are the key words or groups of words on which you want to base your plan. It can be done individually, the all EB together or with Islands method.

3. Collectively group the key words: the output should be having maximum 4 key words representing the strategic pillars and maximum 4 behaviours you want to see in your LC. You can do it all together or with Island method.

1.

2.

Be sure that the meaning of each point you are taking out of the activity is very clear and common for everyone.

Write down in the output on the tool, you are going to use it during the all day and in WinCO.

It’s the moment in which you can ensure your vision will shape the EB ones. Don’t be afraid of leading the discussion when needed

Vision&identity

1. What’s the output?

2. How to manage the activity?

3. How to manage the output 4. Recommendation

Vision

Identity

1. The objective of the activity is taking the keywords and make people coming out of that with a catchy representation of what do you want from your LC. 2. You can let everyone draft singularly one or more proposal and than merge them or first decide together the structure of the vision (for example tot sentences, with the goal embedded) and them let them build proposals in groups after it. Remember you will not all agree 100% so try to arrive to a voting moment.

3. Find a name that represent your vision as Identity: if you don’t have enough time to find one just have a time for brainstorming (making them research on vocabularies and sites) and then book a time for the final decision.

1.

After the conference prepare a cool branding of your vision by WinCO and ensure you present it to your LC and follow up on the message

Not everyone will agree. Take care in the voting system not to have lots of people strongly disagreeeing with the choices, but in case it’s fine.

You can work to make them feel it after

WIG & SUBWIGS

1. What’s the output?

WIG 1.

First thing to do is to set the overall goal. In the tool you find a set of possible measures you can use to draft your goal. Divide them into three categories.

BASIS

2. How to manage the activity?

3. Recommendation

Operational SubWIG

AVERAGE

TOP

The results achieved Put here the projection with the Put herethe projection with higher in the last years should lower rates of growth. Average ratesof growth. Also, put your be the minimum to achieve. Europe LCs, specialist LCs ambition

2.

Let everyone tell which would be the ideal goal and than take the final decision.

3. Take back your strategic pillars and now split the goal among the areas. To do you can try to draft which would be the impact of each strategy in terms of approval.

(You will find in the following slide a guide to the creation of measures)

When you will work on area goals, you will be pushed to raise the goal probably. Don’t do it: this way of planning will push you to focus.

Working with measures SELECTING THE LCS 1. Before to choose another LC for doing analysis ask yourself which is your purpose with that.

The purpose can be: -Check what a similar size LCs/products are doing in average -Check which is the maximum growth an LC/product can achieve 2. Select now the LCs: according with the purpose of the research it could be useful searching LCs that have similar or opposite situation also in terms of HR/Finance. So, if core is not enough to help you ask MCVPs

CALCULATING THE GROWTHS 1. To calculate the ABSOLUTE GROWTH just do Results of 2° year – Results of 1° year

2. To calculate the RELATIVE GROWTH just do (Results of 2° year – Results of 1° year)/ Results of 1° year x100 3. To

have more accurate measures you can also calculate the growth of last three or five years and do an average among them

DOING PROJECTIONS 1.Calculating any kind of growth is useless if after that you don’t project it on the current results

2. To calcute a projection of ABSOLUTE GROWTH just sum it to the current term result

3. To calcute a projection of RELATIVE GROWTH do: (relative growth x current year results)/100

Than sum the result to the current year result

Culture

1. What’s the output?

2. How to manage the activity?

ENABLERS

BLOCKERS

1. Start checking AIESEC Italia culture framework and check if the behaviour you set are there linked to develop engagement and growth, if not better erase them.

2.Make everyone write down, for each behaviour, which are the main actions/way of acting that are leading that behaviour to be spread in yur LC (enablers) and the ones that are not allowing it to happen (blockers).

3. Merge the results with all the others, you can use islands method or do groups per each behaviour.

3. How to manage the output

1. You can choose to manage the output of the activity in two different ways: - If it brought very interesting results you can use it as one of the projects and set a list of deliverables for it before WinCO - 2. If you don’t think the output is relevant enough you can just embed some of those practices in your EB rules or find other way to embed them in the routine

4. Recommendation

The activity will be useful just if you are veryclearon the follow up you will have about it. We cannot suggest the same for everyone, because it dependsa lot from which is the output, so it’s up to you shaping it

AIESEC ITALIA CULTURE

BEFORE IMPLEMENTATION After this phase of planning you should have fixed your EB vision, Identity, WIG, SubWIGs and culture.

If not all of your strategic pillars (expecially the ones with strong TM or Finance approach) have been covered or discussed in the afternoon it means they will probably not be embedded in operational SubWIGs. For them, as for culture you can decide to build a project. We suggest you to build the project in deep at WinCO, after MC replanning: by now choose which will be the pillars that will need a project.

After this you can pass to the section of implementation.

ROUTINE & cALENDAR

1. What’s the output?

LC ROUTINE

EB CALENDAR

1.

2. How to manage the activity?

3. How to manage the output 4. Recommendation

First thing to do is checking together the MC suggestions for your routine and consider which is the difference from that to the one you are having currently 2. Select which are the meetings you are going to have and which will be their cadency.

3. The more you are specific with dates and times the more it will be easier implementation later 4. Decide now which will be your EB calendar: decide dates of monthly review, Team Days, Team activities and also which are the days in which you are going to follow up the plan 1.

You need maximum clarity with your LC and EB about the calendar, just publishing clearly and by time the appointments you can expect attendancy 2. Don’t be afraid of being very strict with your people about attendance at those meetings, but at the same time remember to be constant with reminders

Don’t be afraid to raise the standards in term of LC routine, just take care of making all the spaces productive and not to waste people’s time.

ROUTINE suggestions scaling/specialists

O2O 3°/5°

Leadership body Meeting

OD Model & NMS release

LC Meeting

Leadership body Meeting

LC Meeting

2° WEEK

3° WEEK

4° WEEK

Start ups/expansions

O2O

3°/5° OD Model & NMS release

Lc meeting

LC Meeting

LC Meeting

LC Meeting

2° WEEK

3° WEEK

4° WEEK

Soon we will release materials for the

next steps

TEAM ACITIVITY MENU ALESIO’S CIRCLE Ideal for Executive Boards that they don’t know a lot between themselves. It is going to allow them to know more between them.

Search on internet 36 questions to fall in love.

Divide them into chilled and deeper ones, the ones that requires more introspection.

Start drawing a question per each in circle and answering to them. The person who draws than can ask to answer the same question to another person in the team.

Start from the chilled group and decide when to switch to the deeper ones.

TEAM ACITIVITY MENU

DUSAN’S FAVOURITE

Ideal for Executive Boards that are complete here and already have had some kind of G2K activity.

Purpose of the space is to start mapping out what are the key principles you want to build your team environment around.

Start by exploring their best and worst team experience and sharing about what were the key elements of it.

Ask them to share about what is an ideal team environment for them Make them to pick what are the values / principles that would build that environment.

Once the values / principles have been selected, further consolidation is welcomed (either on the spot or later): Define every principle, what is the meaning, what are the concrete behaviors that show it.

Good luck