Why and the need for changing growth model Sumco 2015
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The document discusses a growth model that provides a strategic framework for organizational growth, emphasizing long-term planning, coaching, and internal communication. It highlights the importance of aligning entities and maintaining organizational health through a defined five-stage growth model and balanced scorecard system. Additionally, it addresses challenges and queries about implementation, sustainability, and the necessity of organizational performance alongside growth quality.
Why and the need for changing growth model Sumco 2015
- 2. Do I understand what it is?
- 3. Overall direction for the entity to grow, it gives a concrete framework for the entity to base its major growth strategies on: - Coaching - Planning - RnR model - FO/BO alignment - Implementation framework - Internal communication (Conferences etc. included) - Long term goals planning
- 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.
- 11. How has growth model affected the entity direction?
- 12. IT WAS A GOOD START TO HAVE THIS MODEL BUT IS THERE ANY THING ELSE NEEDED?
- 13. What does our current Growth model lack? GROWTH PATH ? GROWTH PROGRAM ? WHAT AFTER YOU REACH INNOVATORS? WHAT ABOUT THE ENTITIES WHICH ARE STUCK? HOW CAN WE IMPLEMENT THIS? STRATEGIC CONTINUITY? ORGANIZATIONAL HEALTH? AND FINALLY.. ’WHAT ABOUT SUCCESS?’
- 15. But how?
- 16. If you show a genuine interest in learning about how others became successful, you can open up a world of ideas and opportunities
- 25. Brazil Colombia Egypt India • OD model based on ‘Good to great’ by Jim Collins • 5 stage growth model • Evolved NST model: Dual layer structure. They act as extended MC. In charge of Coaching, analysis, training to allotted LCs. • Good RnR model for NSTs • LCD managers: part time MC members (part of MC) • OD model focusing on evolution of LCs. LC’s can only stay in one cluster for a limited period off time • Network implementation done jointly by LC Coach, LCP, NSTs and LCD managers. • Currently focus is on sustainability of entitles, No more expansion focus • Around 70 entitles currently & 80 NSTs. • OD model principles based on ‘OD principles’ by Gary N. McLean. • Very well defined 5 stage growth model • Defined 2020 raod map • oGCDP focused growth model • Well defined focus program mechanism • Strong emphasis on organizational health, they have developed and implemented a comprehensive BSC (Balanced Score Card) system for the same. • MC designed implementation framework for start ups and low growth LCs • OD model based on ‘Greiner’s organizational growth path. • 5 stage growth model which is inclined towards GCDP. They focus on key crisis points in each growth stage. • Top-down aggressive approach • Strong network implementation and internal communication processes. • Strong OD behaviour across the top performing LCs • FO-BO aligned in LC level which is leading to massive growth • Focus on LC culture building by MC and LCPs • Focus program implementation is good • Clearly defined LC OS (Flat & dual) optional or LCP to select • Around 16 entitles currently • 5 stage growth model • OD model is simple and effective • Focus program based growth model • Effective RnR model, driving behaviours of growth, competition and collaboration • Quick and effective network implementation • Uniform focus on expansions by the LC’s in the past, Currently those expansions became full LCs with decent contribution in each program. • Around 24 entities currently Evolve the roles and responsibilities of NSTs and wide scope of operations Clear implementation framework for lowest cluster program. Program based focused growth Strong network implementation combined with strong internal communication Fast strategy implementation and collaboration across LC’s
- 26. SHAPING GROWTH MODEL FOR POLAND TAKING THE LEARNINGS FROM THE NETWORK AND TAILORING IT TO OUR ENTITY
- 27. Grainers model Greiner's Growth Model describes phases that organizations go through as they grow. All kinds of organizations from design shops to manufacturers, construction companies to professional service firms experience these. Each growth phase is made up of a period of relatively stable growth, followed by a "crisis" when major organizational change is needed if the company is to carry on growing.
- 31. Program based LC growth
- 34. So, do you think, By using grainer's growth framework, Colombia’s program based growth, Brazil’s wide scale of operations, India’s implementation focus and polish focus on quality we can make our own perfect growth model for Poland?
- 35. Organizational performance. It’s all about growth while quality. AIESEC’s impact is represented in the number of exchanges turning into change agents, not only in the number of exchanges. Yet, doing only a few exchanges is irrelevant for our society. High quality AIESEC experiences ensure the fulfillment of our vision. A model based on Organizational health. It’s all about growth while quality. It’s not only a matter of exchange realizations, we need to care as well for our investments, financial sustainability, brand positioning & perception, talent development programs, governance & accountability and HR processes. ORG. PERFORMANCE ORG. HEALTH Only if we hold an equivalent development for this items we’ll relieve our growth related risks and ensure strategic continuity and organizational sustainability
- 36. PROTOTYPE
- 37. Tiers iGCDP oGCDP oGIP iGIP 1 200 + 100 + 75 + 45 + 2 150 - 199 75 - 99 56 - 74 34 – 44 3 100 - 149 50 - 74 37 - 55 22 – 33 4 50 - 99 25 - 49 19 - 36 11 – 21 5 0 - 49 0 - 24 0 - 18 0 - 10 Clusters Name Criteria 1 Innovators 350 + 2 Advanced growth 275 – 349 3 Dual-core growth 200 – 274 4 Specialized growth 100 – 199 5 Strivers 50 - 99 6 Start ups 0 – 49 PROPOSED TIERS PROPOSED CLUSTERS