« Transplanning »Or Transition and planning!

Why TRANSPLANNING?

• Delegates understand that transition is a process and what is its flow

• Delegates learn how to plan and manage the transition process

• Delegates in fact plan a transition• Delegates can have a generic view of what’s

going in their entity (LC, MC…)

TRANSITION

What is it actually?

• Passage from one form, state, style, or place to another.

• The period of time when all knowledge, information, experience, attitude, global, national direction are transfered to new people in charge.

• Transition is an ethic responsibility towards the future well being and success of the incomers, the LC/MC and AIESEC as an organization.

Effects

Effects on Organization:

Effects on Currents:

– Currents have a chance to evaluate their work. – Currents capture the learning they gained through their

experience. – Currents complete their work - if not the operative

completion then at least pass on their ideas.

Effects on Elects:

– Elects get a clear picture of how the term that lies ahead can look like in terms of timing.

– Elects have all the information necessary to lead their LC. – Elects have the necessary skills and process knowledge to

achieve their objectives.

Transition Flow

Preparation for transition process Preparation of elects Implementation Track and Evaluate

Transition Preparation

1.• Setting objectives and critical

success outcomes of transition

2. • Agenda development - Prioritize discussions and topics defined

3. • Identification of methods for transition

4. • Defining timelines, roles and responsibilities to manage transition

5. • Personal Preparation of areas of responsibility

Preparation for

transition process

• Brainstorm about everything you want with transition.

• Analyze previous transition.• Make a list of objectives and for each, define

critical outcomes.

1.• Setting objectives and critical success outcomes of transition

• Why to address it?• What information, related to it, do you want to cover?• What’s the best way to pass the information?• When is the best timing to pass it to the elects (both in calendar

timing and in the flow of the process)?• Who to involve in the delivery?• What preparation materials do you have/need?• What relevant written documents can you pass on to the elects

about it?

2.• Agenda development - Priority discussions and topics

defined

• Physical or virtual materials• Team meetings• Individual meetings• One to team meetings• Meetings with different other key individuals: externals, BoA members,

alumni etc.• Meetings on Task Forces according to different areas that involve more people• Individual or team work on different topics• Participation in international and national conferences and seminars (AIESEC

and non-AIESEC ones)

3.• Identification of methods for transition

• Make a timeline of when and how everything is going to happen.

• Allocate people to prepare and deliver it.• Remember that you have to be involved in the

process!

4.• Defining timelines and roles and responsibilities to manage

transition

• Organize archives and files to pass on.• Put available all the materials needed for their

position.• Complete unfinished tasks.• Reflect on ideas, priorities and inputs for the next

term.

5.• Personal Preparation of areas of responsibility

Elects Preparation

• Study the flow of the transition agenda and set all expectations

• Work on ideas and expectations for the term• Develop a personal learning and development

plan

Preparation of elects

Roles

Role of elects

1. Feedback to the transition plan for the current team

2. They are prepared basing on their development plans for transition

3. The elected team start to build their team: Team building, vision building of the new team

Role of Current LCP/MCP• Setting objectives and outcomes• Developing the agenda and topics• Identifying delivery method• Defining timeline, roles and responsibilities • Transition should be ensure at all organizational

levels: MC, NST, EB, Coordinators, OCPs, other LC members.

Role of Elected LCP/MCP• Setting expectations • Defining personal learning outcome• Giving feedback to topics, based on ideas and

thoughts for the new team• Giving feedback to delivery method based on

personal learning style• Checking with EB/MC members if they are satisfied

with the transition that is being delivered

• BOTH: incoming and outgoing teams have to take responsibility for the transition process!

• Play an active role!

Implementation

• Make sure that who ever is delivering the session is aware of its objectives.

Implementation

Tracking and Evaluation

• This is a critical point to guarantee transition’s success.

• Check the progress with both teams.• Check if the objectives are being accomplished.• Make questions to check this.

Track and Evaluate

Dynamic• Plan an EB to EB or MC to MC transition (general

part): what would be the sessions, key point of each of them (try to think of points that we usually don’t talk about but are crucial)

• Plan what would be a good preparation for both teams

• Prepare a tracking system to make sure everything is going as planned

• Soft skills (how to run a meeting? How to give feedback? How to talk and not be aggressive)

• Using BoA.• LCPs know a little bit about each area (strategic points).• Transition with internationals about culture, work styles.• Important to have a timeline, start transition in Q2.• Defining roles and responsibilities with the next MC.• Work /life balance!!!!! (Delivered by partners).• Personal and professional coaching.• Feedback.

Wrap up

MAKE IT HAPPEN!!!

Elected??

Congratulations!!!!!

Euuuuh…(What to start with?)

Planning!

But what is it?

Planning• Planning is an organization's process of

defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy, including its capital and people.

• In many organizations, this is viewed as a process for determining where an organization is going over the next year or more -typically 3 to 5 years, although some extend their vision to 20 years.

Steps

StepsTracking & Evaluation

Use of the Plan

Build the plan

Current State

Build a

Common Vision

Role of the

entity in its environment

Assessment of

External Environment

Refresh on Organization’s

Culture (AIESEC Way

, Brand, XP..

)

Got Tools?

Current State Analysis Tools• SWOT (Strenghts, Weaknesses, Opportunities,

Threats)• PEST (Political, Economic, Social,

Technological)• STEER (Socio-cultural, Technological,

Economical, Ecological, Regulatory Factors)• EPISTEL (Environment, Political, Informatic,

Social, Technological, Economic and Legal).

Long/Mid Term Planning Tools

• Transformation Map (2 to 6 years to achieve your goals)

• Road Map (1-2 years to achieve your goals)• Individual Plan (For individuals)

Tracking Tool• Balanced Scorecard (BSC): A strategic performance management tool - a

semi-standard structured report supported by proven design methods and automation tools can be used by managers to keep track of the execution of activities by staff within their control and monitor the consequences arising from these actions.

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