NPM growth model
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The growth model provides an overall direction and framework for major growth strategies to widen the organization's perspective and encourage long-term thinking. It identifies the most critical variables and plans according to a unified direction to bring stability and guidance while enabling strategic continuity. Having a growth model points out internal synergy opportunities and leads to healthy organizational growth throughout different contexts by considering how each element contributes to the overall path.
NPM growth model
- 1. GROWTH MODEL
- 2. Overall direction for the entity to grow, it gives a concrete framework for the entity’s major growth strategies.
- 3. Whyneed THAT
- 4. Elephant in the room -How does it affect my LC? -What benefit do I get from this in my term? -Does it make any difference if it is there or not? -How should this be useful to me or my EB? The answer is, to widen our line of sight & to think long term
- 5. It’s a matter of long term thinking. It is where we consider the most critical variable and plan according to a unified direction. Having a growth model enables strategic continuity and internal guidance on operations while bringing stable organizational health through out the growth path in every reality by pointing out every possible internal synergy points.
- 6. HOW WE CAME TO THIS RESEACH LCPs MEETING TASK FORCE MC STRATEGIES STRUCTURE GROWTH PATH 1st IMPLEMEN TATION 2nd IMPLEMEN TATION
- 14. PROTOTYP E
- 15. NEW SYSTEM
- 16. TIERS SYSTEM
- 18. Where are we right now?
- 19. KATOWICE LUBLIN ŁÓDŹ POZNAŃ TORUŃ WARSZAWA SGH WROCŁAW UE WROCŁAW UT KAKÓW WARSZAWA UW BIAŁYSTOK GDAŃSK KIELCE OLSZTYN RZESZÓW SZCZECIN TIER 4 TIER 3 TIER 2 TIER 1 iGCDP
- 20. KRAKÓW POZNAŃ WARSZAWA SGH WARSZAWA UW WROCŁAW UT BIAŁYSTOK GDAŃSK KATOWICE KIELCE LUBLIN ŁÓDŹ OLSZTYN RZESZÓW SZCZECIN TORUŃ WROCŁAW UT TIER 4 TIER 3 TIER 2 TIER 1 oGCDP
- 21. KATOWICE KRAKÓW POZNAŃ WARSZAWA UW BIAŁYSTOK GDAŃSK KIELCE LUBLIN ŁÓDŹ OLSZTYN RZESZÓW SZCZECIN TORUŃ WARSZAWA SGH WROCŁAW UT TIER 4 TIER 3 TIER 2 TIER 1 oGIP
- 22. WARSZAWA UW WROCŁAW UE BIAŁYSTOK GDAŃSK KATOWICE KIELCE KRAKÓW LUBLIN ŁÓDŹ OLSZTYN POZNAŃ RZESZÓW SZCZECIN TORUŃ WARSZAWA SGH WROCŁAW UT iGIP TIER 4 TIER 3 TIER 2 TIER 1
- 23. e Elements OGCDP IGCDP OGIP IGIP Tier 4 (Basic) # of Exchanges 0-24 0-35 0-12 0 - 12 Operations -Focus on alighment with global peaks -Focus on IXP -Focus on Synergy with Marketing -Focus on University Relations. -EP Lead implementation - Realisation of International Kindergarden, Kid-speak, World Talks as a priority. - Realisation of whole national portfolio after realisations of IK+KS/WT - No local projects. - Focus on may-june; september-october; january- february realisations - Tracking of LEAD-delivery - work only on global peaks - focus on one subproduct based on market research - work on national CYPs - ep lead implementation - head hunting for specific offers - focus on IXP -1 subproduct is explored in the market -Market segmentation -Cold Calling -EP Lead implementation -Sale through LDM S&D -Focus on Country Partners only -informal partnerships - Work with level-1 and level-2 CY-partners only - 1 LC2LC cooperation - Opening of forms in 4 month before realisation - focus on national partnerships - work only on them - target specific profiles for one subproduct -Capitalize on EP Supply only through National Country Partners -Minimalize the no.of Country Partners -Working on the exchange peaks, focus on the summer peak (RE: March, April, MA: April, May, RE: June, July, August) TM -full implementation of MUST sessions from national PEC + the biggest focus on:- Basic customer flow & Standard Operating Principles education - Focus on Sales Education - Focus on MM Education - full implementation of Team Minimums - create an incentive systems (R&R) for OCs & OCPs based on number of matches - adjust recruitment timeline to exchange peaks & timeline - boosting IXP - Basic education on sales - Basic education on matching (expa) - Basic education on delivery (S&S) - Deep explanation of LDM and LEAD for OCPs - team minimums full implementation - team minimums full implementation: every person working in oGIP has to to have specific JD - focus on productivity - full implementation of MUST sessions from national PEC + the biggest focus on:- Basic customer flow & Standard Operating Principles education - Focus on Sales Education - focus on understanding of program and product - boosting IXP - adjust recruitment timeline to exchange peaks & timeline -Team Mimimums full implementation: every person working in iGIP has to to have specific JD - focus on productivity and bigger focus on the: functional trainings for sale, -From National PEC full implementaton of MUST -JD based on sale plans -Sale r&r driving culture of achievemet MKT/ BRAND - Market Analysis & Segmentation - following National Promotional Campaign - iXP Promotion - Fous on Online promotion - No strong coop from MKT - National sales-proposals - National materials for Global Host promotion - Internal buddy recruitment system - market analysis and segmentation - choose one specific subproduct and targets - working on national timeline, use national materials - focus on internal promotion - showcasing EPs in network for faster matching - focus on pocket recruitment and online promotion Portfolio narodowe testymoniolane/EP storytelling już teraz FIN Basic financial investments in online promotion - Legality Education - Income from TN-takers - No money for hosting - Hosting is covered by TN-takers Basic financial investments in online promotion Basic financial investment in the business card, networking (booklet....) w co można zainwestować Culture Culture of Growth Create Area culture ( Team Name, Vision, etc..) - Start of iGCDP in LC - Involvement in iGCDP delivery of whole local chapter - start creating culture of oGIP - vision, team stand etc - "every experience matters" - culture of productivity -Creation the iGIP team purpose and team stand Challenges -Operational Understanding -Market Penetration -Talent Capacity & financial resources. - Low engagement of structures - Low understanding of AIESEC - No experience in operations - No or bad branding in market - lack of knowledge, wrong understanding of product - low understanding of product that can create wrong message which atrracts wrong profiles - lack of market research & segmentation - not enough talent capacity -Pipeline HR in area -Sales knowledge -Understanding of the MVP -Lack of the constant Market Research -Lack of the talent capacity in the area/ productivity OS -1 LCVP oGCDP -1 OCP Project Based Structure (5OCs) -1 LCVP Marketing -1 OCP oGCDP Promo (3 OCs) - 1 LC VP, responsible for this area - (OCP+5OCs) per 12 Xchanges - 3 teams per year (according to peaks) - Project-based structure - VP iGCDP works operationally (learning by doing) - LCVP oGIP or COO oGIP - 1 OCP Project Based Structure (EP LEAD + HR) and 1 OCP promo (under mkt) - at least 3 OCs in project -1 LCVP iGIP -1 OCP + structure based on project (4 OC) -2 Team per a year for 2 peaks: (winter, summer) BD - - No support from BD - sales education (!) - help in Uni Relations brak LCVP BD w radzie wykonawczej (w radzie jest LCVP iGIP) EDUKACJA W lcrobienie MRwiedza sprzedażowa finalna odpowiedzialność za iGIP
- 24. Tier 3 (Intermediary) # of Exchanges 24-49 36-90 13-30 13 - 26 Operations -Standardized processes - Promo & Match at the same time. - EP Lead Implementation - IXP - Upscalling University Relations. - Realisation of whole national portfolio - Focus on may-june, june-july, july-august, september- october, december-january, january-february realisations - Start working with market expansions, if needed. - 1 Local project - EP-fee implementation (up to 33% of Xchange results) - focus on 1-2 subproducts - market analysis and segmentation - focus on univesity relations - allign to global exchange peaks - only - focus on customer orientation - ep lead implementation - optimize all procesess and focus on proper education - IXP -Focusing on 1-2 subproducts -Market Segmentation ON 2 SECTORS, FOCUS MARKET SEGMENTATION -Focus on the re-raising S&D - Start working on LC2LC partnerships ( at least 5 main partnerships ) - Work with level-1 and level-2 CY-partners - Up to 3 LC2LC cooperations with level-1 CY-partners - Possibility of CY2LC partnership - Opening of forms in 4 months before realisation (minimum) - focus only on national IR and CYP - work on global peaks - IR help from MC - Capitalize on high EP Supply countries -Working on the exchange peaks: RE: March, April, MA: April, May, RE: June, July, August) and RE: August, September, October, MA: October, November, December, RE: December, January, Februrary TM - OCPs advanced Empowerment. - Team Minimums full implementation - Have to deliver Must & should from national PEC- the biggest focus on sales Education for OCs - boost IXP - All of the above - Education on advanced sales(market penetration, convertion rate etc.) - Education on account management (CRM) - Markteting education - LEAD delivery education - R&R of behaviours in iGCDP (commitment etc.) - project based structure - focus on education about product - focus on productivity - sales education - Team Minimums full implementation - bigger focus on building specific JD for everyone - Have to deliver Must & should from national PEC- the biggest focus on sales Education for OCs - boost IXP - R&R boosting matching Team Minimums focus on the sale knowledge - Create member JD (productivity at least 1ex per a person) Team Minums optimaization of the recrutiment process for the peaks (dodać też do 4) PEC z should have to be delivered (poprawić narodowy PEC -optimalization of the recrutiment and adjusting for the exchange peaks --Sale r&r driving culture of achievemet MKT/ BRAND -Focus on Market Expansions(New Universities) -Keep on focus on online promo, start devolping stronlgy offline promotion -Development of promo campaign (based on history and analytics) -Focus on working and developing Market Analysis - First Global Host team/coordinator under MKT - National sales/promo materials - External buddy recruitment system - EwA2ELD implementation into external buddy system. - Global Village start - B2B showcasing events (gala for partners) starts - Partner-servicing and re-raising &EwA2ELD strategies developed with VP Mkt - focus on targeted promotion for specific subproducts - allign to national promo timeline - focus more on online promotion and reintegration events for attracting new students (like ComeBack Story events) - focus on headhunting and internal promotion (done by OGX team) -infosessions or workshops delivered by @ers and Alumni - Ensure Clear and Strong Brand for Focus SP (Enforce Brand Guidelines etc.) - Generate leads through networking - Alumni Relations -Linkedin management -EP stories showcasing -RETENCJA KLIENTÓW AKTYWNOŚCI: reraising mailng, newsletter pod iGIP -Account Management ( FIN - Investment in Offline promo campaigns. - Sales GH+Opportunity-fee. - Investments in accomodation (only in EP-fee projects) - Investment on expansions raising (post expendatures, travels with EPs for first working day) - Printing of external buddy promo-materials - Income from national partners - investments in offline promotions and events -Basic financial investment in the business card, networking -Invest in sales education and B2B Marketing opportunities (Linkedin premum account) INVESTMENT IN S&S DELIVERY!!! Culture - Culture of achievement & Growth - iGCDP as a Growth Driver (oGCDP synergy mainly) - Culture of growth - International atmosphere - culture of achievements & growth mindset - spread oGIP culture among other LC members -iGIP as a focus programme -created culture of the iGIP area in the LC THROUGH showcasing of the EP story inside the LC Challenges Matching Efficiency, New Markets Penetration. Team minimums implementation & OCPs/OCs Productivity - Big spendings on accomodation - Unapropriate spendings of money for "extra" benefits - Bigger amount of operations - Managing of big realisation peaks (may-july+dec-feb) - LEAD delivered not in every experience - lack of understanding of product and market - OCs engagement and productivity - processes efficiency - culture of achievment implementation - targeted promotion and working on specific subproducts - IR focus -wrong understanding of the MVP -lack of the Market understanding -> PEC szkolenie do tego -small OCPs/OCs engagement -lack of culture of achievement -not working on the exchange peaks OS 1 LCVP oGCDP 1 OCP HR (5 OCs) 1 OCP Matching (EP Development) (3 OCs) 1 LCVP Marketing 2 OCP oGCDP Promo (3 OCs per project) - One LC VP iGCDP - For projects - (1OCP+5OCs) per 15Xchanges - (Reception) iGCDP GH-teams for may-july and dec-feb realisations (1OCP+1OCGH+1OCLog+1OCShowcase), as a supporting body of project-teams - VP iGCDP almost not working operationally LCVP oGIP COO HR (shortlisting, RB certification, education) OCP Project Based Structure - min 5 OCs OCP Promo (Under MKT) 1 LCVP (iGIP+BD) OCP Raising+4 OCs (1Subproduct) OCP Delivery +5 OCs (1st subproduct) Coo B2B na peak bRAND pOSITIONING LCVP BD ODPOWIEDZIANY zas przedaż - Common sales education with VP BD - sales education (!) -clear exchange MoS during every employer branding event/activity -Common sales boosting activities -Common CRM -Common AM standarization
- 25. Tier 2 (Advanced) # of Exchanges 50-75 91-140 31-55 27 - 53 Operations -More online and optimized processes. -Creating a CRM system. -EP Lead Implementation & Development -Sub-products development - Realisation of whole national portfolio - Several projects running at the same realisation time - Up to 3 local projects - EP-fee projects fully functioning and are 50% of results - Local development of CY-based project - Start of work for off-peak projects - allign to global peaks but also focus on opportunities to do pocket recruitment and match not in the peak ffor specific opportunities - creating CRM system to optimize processes - EP LEAD implementation and development - subproducts development - focus up to 3 subproducts - focus on market expansions -Working on the at least 2 Subporducts (marketing+education) -Working on the JD-based project (national portfolio) -Upscaling the current partnerships/clients/ op TAKERS from 1 to 5 f.ex -local BoP for iGIP area S&D -Focus on LC2LC Partnerships and upscalling it. ( minimum 10 Partnerships ). -Focus on selling new countries. -Raised TNs based on EPs preferences. - Matching with level-1, level-2 CY-partners - 8 LC2LC cooprations - Up to 3 CY2LC cooperations - Opening of forms not later than 3 months before realisation - Random matching is not more than 30% of Realisation - focus on LC2LC partnershios and upscalling it (be coherent with national partnerships - LC2LC cooperation with national partnerships - focus on selling different subproducts to different target groups - focus on headhunting - Focused Entity Partnerships - Co-delivery strategy -Starting working on the LC2LC partnerships -Working on the global exchange peaks TM Development in OCs JDs. - Must, should and can from PEC have to be delivered - TMP recruitment from expansions for oGCDP expansion structure - All of the above - Education on process-structure management - Education on OP-taker servicing - Education on massive-sales - advanced education - create space for innovation - team minimums fully implemented - focus on tracking - R&R focused on increase productivity of every member - Must, should and can from PEC have to be delivered - work on synergies (include it in JDs) - focus on sales and marketing education - recruitment timeline adjusted to exchange peak - internal CEEDs - IXP - Increase Sales Intensity - Create member JD (productivity at least 2ex per a person) -Internal CEEDership -Reallocation to the area MKT/ BRAND Focus on PR activities - devolpemnt of media partnerships, events with returnees etc. Evolvment in Promo campaigns. Development of usage of existing channels + think (good analysis needed!) of adding new channels - Development of local promo-materials for local projects - EwA2ELD for external buddies - Global Village showcasing - B2B press-conference/gala-report for partners - Government relations started - focus on PR activities (events wit EPs + media) and market expansion - focus on expanding the reach - new activites and targeted promotion for specific subproduct - focus on sales education - how to sell specific subproduct using our value propositon - use new channels of promotion - more investments in promo - evolve in promo campaigns - more diversified campaigns for specific target groups - B2B Marketing (Participating in External Events, -Website Managem0ent) - Showcasing partnerships to provide more value - Media Engagement (minimal) - Alumni Relations -Pozycjonowanie strony narodowej: fimliniki, portale na innych stronach, kongresy sprzedażowe - FIN Advanced financial investment in oGCDP Promotional campaigns - Money from EP-fee - Money from OP-takers - Cost-cutting on Global Host - Spendings on housing for EP-fee projects - Income from local grants (for EP-fee projects) - Income from local partners - Income from national partners investments in oGIP - materials, events, online promotion, offline activities, matching days -Investment in the networking event -Organization of the networking event for the main partners -Local Landing Pages creation -Invest in sales education and B2B Marketing opportunities Culture Culture of achievment & competition - Strong Growth Driver culture (synergy with iGIP/OGX) - Culture of innovation - Culture of growth - Culture of challenge-breaking - Culture of enjoyement - Culture of "One iGCDP in Poland" culture of achievment and growth, culture of enjoyment, sales approach, culture of challenges and competition EXPLORING THE MARKET Bulding long-term relations with the client -AM co-creation of the product with the market Challenges EPs Management & tracking More Market reach Increase Talent capacity and productivity - 2 VPs iGCDP - Mess with process/project based structures - Lack of standarts fulfillement - Big money flow - EP servicing and tracking - increasing capacity and productivity - not structured activities - LCVP focused more on operational work (LCVP's approach should be more strategic) - quality of delivered services - focusing on delivery -Scale of the operations OS Double Layered structure 1 LCVP oGCDP > 3 OCPs project based Structure 1 LCVP oGCDP for expansions 2 OCPs process based Structure 1 LCVP Marketing> 2 OCPs Marketing 1 OCP Online promotion 1 OCP Offline promotion - 2 VPs iGCDP are recomended (one responsible for national portfolio market, other is responsible for EP-fee prj market) - Project-based structure for project with realisations less than 18X - Process-based structure for projects with same OP-takers, with total realisations >26X - (OCP+5OCs) per 18X - Separate reception(OCP+3OCs) team for the months with realisations of >35X - VP iGCDP working strategically LCVP oGIP, COO market expansions + university relations, 3 OCPs (5 OCs mininmum) Project Based Structure, COO oGIP Mkt + 2 OCPs Promo ( under mkt) divided by subproducts 1 LCVP iGIP/LCVP BD OCP Raising+4/5 OCs (1Subproduct) OCP Delivery +3/4 OCs (1st subproduct) OCP Raising+4/5 OCs (2nd subproduct) OCP Delivery +3/4 OCs (2nd subproduct) OCP Brand Positioning under Mkt no.of clients account management for stable current
- 26. Tier 1 ( Mature ) # of Exchanges 75< 140< 55< 53 < Operations -Developed online processes -Process innovation and optimization -Sub Products innovation -Developed CRM system -Focus on Expansions - Realisation of whole national portfolio - Several projects running at the same realisation time - Innovation on local projects (especially CY-based), based on external national dyrections - EP-fee projects fully functioning and are 50% of results - Focus on increasing of MKT-penetration - Work on off-peak projects - developed online processes (EP servicing), sales approach - work on global peaks, but focus also on off peaks and pocket recruitment - developed CRM system - focus on expansions and innovations - focus on all subproducts, also work on others subproducts (like HR, B&A, Accounting) - processes innovation and optimization -Working on the at least 3 Subporducts (marketing+education+business) -Working on the JD-based project (national portfolio) -Upscaling partnerships -Local BoP for iGIP area -Deep Market Exploration -Market Expansion outside the city -Reaching new stakeholders / local projects / new market segments -praca na buzz marketing -reraising-rekomendacje S&D -Developed LC2LC partnerships ( at least 20 Partnerships ) -Creation of mutual projects with country partners - LC2LC cooperations with level-1 CY-partners - CY2LC cooperations - Work on supply for off-peak - upscale LC2LC partnerships (possibility of partners which are not country partners) - work on mutual projects with country partnets to increase productivity and efficency - Promote clustered forms from IR (provide national IR support). - Specific country based LC to LC partnerships for bulk realizations. - Co-delivery strategy -LC2LC partnership -LC2LC CEEDerships -80% of exchange comes form the global exchange peaks: winter+summer TM - involvement of OCs in creation, - external ceeds, - external education, - online educational platform. - All of the above - Deeper focus on increasing of productivity- innovative initiatives - Focus on bottom-up initiatives from OCs - education with external - innovative initiatives: focus on efficency and productivity of each member + R&R - education: focus on sales - external CEEDs - external education - Focus on bottom-up initiatives from OCs - IXP - Increase Sales Intensity -Creating own sale channels (mkt) - Create member JD (productivity at least 2ex per a person) -Internal CEEDerships -Team Minimums for iGIP (Delivery Part) -Big pipeline MKT/ BRAND University Relations Development New Promo Strategies Increased online reach - new metods in online usage Developed PR activites (mentioned in tier 3) - SUs creation Seeking for New Markets - Showcasing of projects - Press-conference are hold after all projects - Government relations developed - Separate team from MKT department, working on constant showcasing of iGCDP area on local level - increase online reach - new metods in online usage - focus on innovations in promotion - more events for showcasing (PR activities) - University Relations helping in promotion - showcasing (use testimionials) - B2B Marketing (cREATING in External Events, -Website Managem0ent) - Showcasing partnerships to provide more value - Media Engagement (minimal) - Alumni Relations-może super wspierać PR pod iGIP Robienie glai kończącej edycję -New sale channel exploration -EP strorytelling showcasing -OP Takers testimonials collecting FIN Bigger investment in Marketing &PR Activties - Income from local TN-takers - Income from local grants - Income from locla and national partners - Income from EP-fee - Spendings on accomodation for EP-fee projects - Cost-cutting initiatives and income initiatives for EP-fee projects investments in PR activites, online promotion - Long term investment in the promotional materials -Invest in sales education and B2B Marketing opportunities Culture Culture of Over achievement & Global competition - Culture of achievement - Culture of global competition - Culture of enjoyement - Culture of solution-orientation - Culture of "One iGCDP in Poland" culture of achievement, working with other countries on competitions, massive growth and innovative thinking, culture of sharing, mutual cooperation with network -iGIP as a focus programme -created culture of the iGIP area in the LC -showcasing of the EP story inside the LC -inside LC's area positioning -Strong sale culture - Goal achievement and ownership at TL and TM level Challenges Big Structure Management. Quality Cases Management Increasing members Productivity - Big amount of operations - 2 LCVPs - Need of development of products, due to huge market reach. - EP servicing , tracking - increase members' productivity -Forgetting sales intensity -small NPS -not working of Standards and Satisfactions OS 1 LCVP oGCDP > 3 OCPs Project Based structure (5 OCs) 1 LCVP for exapnsions> 3 OCPs each process based structure (2HR team- 5 OCs each, Delivery- 3 OCs) 1 LCVP Marketing 3 OCPs 1 OCP Offline, 1 Ocp online, 1 OCP expansions (for SUs) 1 LCVP PR - only if LC is in Tier 1 in all programs (or tier 1 in 3 or tier1 in 2 and tier 2 in 2) - 2 LCVPs iGCDP - Project-based structure for project with realisation 20x/prj - Process-based structure for projects with realisations more than 30X LCVP oGIP, 1 OCP innovation (at least 5 OCs), 1 OCP HR, 3 OCPs project based structure, 1 COO MKT, 1 OCP PR, 1 OCP Promo 1 LCVP iGIP, 1 LCVP iGIP albo duży LET, 1 lcvp ER OCP Raising+5 OCs (1Subproduct) OCP Delivery +5 OCs (1st subproduct) OCP Raising+5 OCs (2nd subproduct) OCP Delivery +5 OCs (2nd subproduct) OCP Brand Positioning under Mkt albo 2 zespoły???? BD cooperation with companies to fund EP fee, insurance companies, exchange partners - Support sales - Common selling manias - Supporting with CRM and servicing standarts - uni relations (top student on massive scale) - cooperation with companies to fund EP fee, insurance companies, exchange partners -AM for the more that 5 ex -Creation local iGIP BoP -Downscalling national partners to the local level -Common sales boosting activities -Cooperation with the Chamber of Comerce -Cooperation with Governance
- 27. CLUSTER SYSTEM
- 28. CLUSTER SYSTEM
- 29. KATOWICE LUBLIN ŁÓDŹ POZNAŃ TORUŃ WARSZAWA SGH WROCŁAW UT KRAKÓW WROCŁAW UE WARSZAWA UW BIAŁYSTOK GDAŃSK KIELCE OLSZTYN RZESZÓW SZCZECIN FINAL CLUSTERS CLUSTER 4 CLUSTER 3 CLUSTER 2 CLUSTER 1
- 30. BIAŁYSTOK GDAŃSK KIELCE OLSZTYN RZESZÓW SZCZECIN RECOMENDATION CLUSTER 4 FOCUS GROWTH IN: 1 (iGCDP) or 2 Exchange PROGRAMS ONLY: iGCDP and (oGCDP | oGIP | iGIP)
- 31. KATOWICE LUBLIN ŁÓDŹ POZNAŃ TORUŃ WARSZAWA SGH WROCŁAW UT CLUSTER 3 FOCUSED GROWTH IN 2 OR 3 Exchange PROGRAMS: iGCDP and (oGCDP | oGIP | iGIP). (For now, the growth path is piloted in selected entities) RECOMENDATION
- 32. • KRAKÓW WROCŁAW UE WARSZAWA UW CLUSTER 2 FOCUS ON (iGCDP) IN 3 OR 4 Exchange PROGRAMS: iGCDP and (oGCDP | oGIP | iGIP) (For now, the growth path is piloted in selected entities) RECOMENDATION
- 33. CLUSTER 1 FOCUS ON 3 OR 4 Exchange PROGRAMS: iGCDP and (oGCDP | oGIP | iGIP) RECOMENDATION
- 34. WHAT IS OUTCOME OF GROWTH MODEL ?
- 35. - Coaching - Planning - RnR model - FO/BO alignment - Implementation framework - Internal communication (Conferences etc. included) - Long term goals planning
- 36. Q&A
- 37. THANK YOU SO MUCH
- 38. Go to the following link to see the GM: https://docs.google.com/spreadsheets/d/13HStK6Id2XQk0XgCYpMxoB Q5j92tpnEei1tqyQ_m-1Q/edit#gid=416915909