EB 2017Transition

Table of Content

1Transition WhatWhy

2 How to Be

3Things to Cover:GeneralSpecific: OperationsSpecific: Functions

4 Resources

Part 1Transition

• To ensure continuity in Operations and processes

• To ensure steady growth, and no dip at the beginning of the new team’s term

• To ensure information and knowledge does not get lost as we move into the new year and term

Transition: Why?

• Treat from the successor to the predecessor

• Predecessor’s gift to the successor

• A 6 hours meeting where you keep talking and the successor keeps taking notes

What Transition is definitely NOT!

Transition is real! And transition is essential for your successor to start their term on a good note! Make sure you make the personal effort to give your successor the best

transition possible!

The transition process should not disrupt the everyday operations of the LC, rather it should be something additional to what your successor does everyday.

Part 2How to be

• Let go of everything that has happened in the past, and create a positive environment for the successor

• Understand the successor’s expectations and state of mind

• Maintain transparency

• Creating and fostering a healthy relationship with the successor

• Acting like a support system for the successor

Behaviors to exercise

Part 3Things to cover

• Revisiting the AIESEC Way, AIESEC 2020 & Clarity of What

• Broad AIESEC India Context: where the entity is & where it wants to be

• AIESEC India 2020 Roadmaps overview

• The AIESEC India Compendium overview + the XPP in detail

• Audits: frequency, how they function, their importance

• Accountability to the Board of Advisors, and the Alumni

• Working with the Entity Control Board of AIESEC in India

• Finance: Investment, Understanding the Recon Model, understanding the synergy with Finance

General

• Strategic Thinking: http://www.inc.com/lauren-perkins/three-essential-steps-to-thinking-strategically.html , https://hbr.org/2013/01/strategic-leadership-the-esssential-skills , http://www.harvardbusiness.org/blog/are-you-strategic-thinker-test-yourself

• Skills: How to manage teams: https://wheniwork.com/blog/management-skills/. Don’t just talk about it, also do a real Team Transition! Start making your successor a part of your department meetings, and gradually let him/her run the meetings with your support. Create an environment for your members to feel comfortable with your successor, so they are good to start in 2017, and don’t really spend a lot of time in team building.

• Skills: Time Management: https://www.entrepreneur.com/article/219553 , http://www.lifehack.org/articles/productivity/10-ways-improve-your-time-management-skills.html. Talk about things that worked for you, and also the things that did not really work. Also talk about how your successor can ensure his/her members can also manage their time well, and perform efficiently

• Crisis Management: http://www.inc.com/bruce-condit/7-critical-steps-to-crisis-management.html , Talk about how you faced crises in the year and how you managed things

General

• Product Overview: Please go through the Blue Book before you do this, so you Transition facts about the product, and not just your personal understanding of it

• LC’s History in the portfolio

• SWOT of the portfolio for the year 2016

• Job Role of the Portfolio VP

• Understanding the Supply – Demand dynamics of the portfolio

• Understanding Operations Timelines: local, national and global + drawing inferences from the Global Exchange timelines

• Alignment to the National Association

• Stakeholders Transition: Clients, IR Partners, University Partners

• Transition of all information

• Synergies: how to, when, and why?

SpecificOperations

SpecificFunctions

1 Finance

2 Business Development

3 Talent Management

FinanceTransition

• AIESEC Business Model: Understanding all our Products in depth

• Legalities: everything about it that your successor must know

• Stakeholder Management

• Banking

• Book Keeping

• Risk Management

• Operations & Investments

• Recon Model

• Reserve Model

• Events: Planning, investment, management

• Revenue Streams & Cost Structure

Topics to be covered

You can find everything for the Transition process at:

AIESEC India Resource Hub: Finance Folder

Finance Resources

Business DevelopmentTransition

Table of Content

1Definition of BDDefinitionBottom Line

2 Things to keep in mind for transitions.

3 Responsibilities of a VP BD

4 Job Role of a VP BD

5Transition topics to be covered under each JD and General Transitions.

6Way Forward:MoSTarget Planning

Part 1What is BD?

Definition: Business Development (Sales Enhancement) is increasing the capacity and quality of your products, and customer experience through strategic partnerships and secondary sales.

Bottom-line of everything that a BD person should be doing:

‘Value based partnerships’

Part 2Things to keep in mind for transitions

• Ask more than you tell. (Make it question – answer based)

• Give relevant tasks and deadlines

• Put your successors/VPs BD 2017 through mock situations and tests.

• Bring in all the relevant people where needed (VPs F, VPs Ops, Project OCPs, Event OCPs)

• Along with internal Knowledge, Skills and Attitude communicated below, it is very essential to communicate these in an external sense for the role (Eg. Key habits like Reading newspapers, magazines, company year reports, Product catalogues, etc)

Things to keep in mind for transitions:

Expectations:

• The topics listed below are just guidelines of what to cover in transitions. The actual content will be a lot more and will require internal and external references. Kindly think and prepare before starting.

• If it didn’t happen last year, doesn’t mean it shouldn’t happen in the future also. Create.

Part 3Responsibilities

• To Sustain Finances (Secondary Income)

• Standardized external messaging through events and other activities

• External perspective of how organizations function

• Building Credibility

• External validation and research of the organization

• ‘Operational Excellence towards Customer Intimacy’ (Customer Flow partnerships)

Responsibilities of a VP BD:

Part 4Job role of a VP bd

• Board of Advisors

• Sales

• Customer Flow Partnerships

• National Exchange Partnerships (For LCs that don’t have GT as a core product)

• Event Planning

• Sales Consultancy for the LC

• SDG Alignment and standardization of external message for the LC

• Transition of partners from event to event/project to project

• National Partner Delivery

Job Roles of a VP BD:

Part 5Transition topics under each JD

• Define BoA (They are advisors – not directors)• Why do we need our BoA?• Current BoA, their profile and history• Compendium criteria for board members.• Communication with BoA, and How to them.• Contact transfer (Through a transition meeting with individual board members and Email intro)• List of potential people that can be added and how their profile should be.• Roles of a board member• Knowledge about when can a BoA be considered active and when not.• Board Charter• Board endorsements for EBs at the end of the year• When to do a JBM and what to cover? How many JBMs to have in a year and why?• How should board reports and finance presentations look like?• How to leverage from the board? Funding, contacts and brand

1. Board Of Advisors:Transition to be given by Current LCPs and LCVPs BD

• Products to sell this year• How to make a product portfolio? (Deciding all the products to be sold this year)• How to package products together?• What should the standard Sales Pitch look like?• Previous partnerships and History (from forever)• How to use previous partners this year?• How to keep the partners engaged?• Client transition meetings (Physical and email introduction)• How to split annual sales target among all products?• How to track partnerships?• What kind of partnerships will add value to both parties?• How to manage delivery for these partnerships?• List of potential partners in the market• What kind of partnerships will work in my market?• Reviewing the of these partnerships• Reporting to the partners

2. Sales:Transition to be given by Current LCPs, LCVPs BD, Ops VPs and Event OCPs

• What is a customer flow partnership?

• Dissecting Customer flows – oGX and iCX

• Identifying potential partners for these partnerships

• What should the deliverables look like (How to not overpromise)

• Tracking the success of these partnerships

• Integration of these partnerships into our existing platforms

• Reviewing partnerships to see if they are actually adding value

• Reporting to partners and LC

• How to combine these partnerships with other products (Events, branding)

3. Customer Flow Partnerships:Transition to be given by Current LCPs, LCVPs BD, Ops VPs

• What is NEP?• NEP History (Clients worked with and No. of realizations in the past 3 years)• Money earned through NEP• Current NEP Model (Role of MC, MC Staff and LCVP)• Financial Model of NEP• Which companies qualify as a potential NEP?• How to direct these companies to the MC• Compendium criteria about NEP• Current state of NEP exchange delivery in the LC• Things that need to be worked upon• How to upscale a GT/BD client to NEP?• How to plan NEP target?• How to plan HR for NEP? (Including their responsibilities)• How to handle services for premium partners?

4. National Exchange Partnerships (NEP):(a) For LCVP iGTs of LCs with GT as a core product and for VP BDs of LCs without GT as a core product(b) Transition to be given by Current LCPs, LCVPs BD, iGT VPs, NEP Managers

• What message do I want to send to the market?

• What kind of events will help me send that message?

• Past event history and learnings from them

• Transition of event partners and speakers

• Ideal OC structures

• How to decide raising target for events.

• How and when to approach speakers and partners?

• How to plan the agenda?

• Delivery of event partnerships and how to manage HR for delivery

• How to document event experiences.

• Follow up and leverage from events

5. Event Planning:Transition to be given by Current LCPs, LCVPs BD, Event OCPs/EBCs

• External knowledge that a VPBD should posses

• Current state of sales knowledge and proficiency in the LC

• Sales Development Modules

• How to participate in LC Forums

• How to participate in department forums

6. Sales Consultancy:Transition to be given by Current LCPs, LCVPs BD

• Youth 4 Global Goals concept

• What AIESEC in my LC stands for

• Aligning all the events to this message

7. SDG Alignment and standardization of external messaging:Transition to be given by Current LCP, Ops VPs

• Tracking contacts of partners

• Engagement

• Evolving products for partnership renewal

8. Transition from Partners:Transition to be given by EBCs, Event OCPs

• List of National partners

• MC List and how to use it

• Coke Partnership delivery

• AIESEC India Board of Advisors and their logos (How to use them)

• Communication with the MC

9. National Partner Delivery:From Current LCPs, LCVPs BD, Youth Speak EBCs

• What is BD for an LC?• What does BD mean for my reality?• What are primary products of AIESEC?• Document Transition (All materials to be passed on to the VP BD)

• Contracts• Cheque Copies• Proposals• Receipts• Event Reports• Invoices• Board Charters

• What are the secondary products and how to sell them?• LC History• List of external events and how to have AIESEC representation in them?• AIESEC India Legal docs (Pan card, Registration certificates, etc)

10. General Transitions:

Part 6Way Forward

• No. of partnerships for core products (Customer Flow Partnerships)

• Money Raised

• % of cost reduction through partnerships

• No. of new engagements

• No. of external endorsements

MoS of a VP BD:Where does this job role lead to?

Target Planning for VP BDs:

Part – 1 (Fund Raising and Cost Cutting)

Making Annual BudgetIdentifying areas of

investment

Calculating the gap between Exchange Income and required

income

Fund Raising Target & cost cutting target

Division of target among products based on market research

Core Product Year PlansCurrent customer flow reality

in the LC

Areas of concern and development

Research on how these concerns can be solved

through external partnerships

Target no. of and type of partnerships

Part – 2 (Customer Flow Partnerships)

Will give the exact fund raising/ cost cuttingtarget split among all the events/productsthroughout the year.

Will help identify all the customer flowpartnerships that need to be donethroughout the year with exact number.

p.s.: Both the above methods are ‘parts’ and not ‘options’, both essential for target planning

Talent managementTransition

• Talent Acquisition: from planning, to recruitment and selection

• Talent Development: starting with Induction, followed by need-based training & education, LEAD for members and team leaders, ensuring implementation of Team Standards across all teams

• Synergizing with Operations & other functions and fulfilling their needs in terms of Talent Development

• Performance Management: tracking, evaluation and feed-back on the individual and team performance across different teams and all members of the LC

• Internal Communication: goals, channels, messages for communication within the LC

• Ensuring Knowledge Management in the LC

Things to cover: Job RoleTo be covered by the current VP TM

• Pass over all the past Membership Databases

• Pass over all the past (and available) TM SONA files of the LC

• Pass over the planning documents of the past years

• More Importantly: Help your successor understand how to work with data, and take out inferences to plan future activities

Things to cover: Job RoleTo be covered by the current VP TM

The Bottom Line of everything:

Ensure people driving growth: across all products, every month

Our key MoS’s:

• Membership Productivity

• Membership Retention Rate

• Percentage of iXPs in the LC

Things to cover: Job RoleTo be covered by the current VP TM

• Overview of each product

• Phase-wise explanation of key activities: for the VP select to understand the TM contribution to each phase of each product

• Run through the profiles of members for each portfolio

• Any additional information that the VP Operations feel might be useful for a VP TM to manage people better

Things to coverThings that can be covered with Current Operations VPs

Part 5resources

hub.aiesec.in

You can find more resources in the Talent Management Folder (Knowledge Centre) in the AIESEC India Resource Hub:

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