nsc2015 - sola analysis q3
TRANSCRIPT
quarterlyreviewdata is recapped from 19 Entities that are submitting sola
please sit on Entity based
low performance in quarter 3
5%
95%
Yes No
Team Purpose is measured by clear MoS?
3bottleneckleadership body clarity of purpose member engagement
Organisation Culture
LC believe that this is their organisation culture
integrity collaborative family
howeverbehavioural change
action-oriented positivity collaborative solution-driven
leadershipbehaviour
LCP understanding of LDM
team leaderLCEB
suggestion16%
84%
how do lcP do bring back to LC?f i n a n c e , p l e a s e r e -e v a l u a t e y o u r investment for strategic meeting, ensure bring back will be high quality
47% 53%63%
37%47% 53%
team member
LC Management System
32%
68%
Weekly Bi-weekly
ideal: weekly EB meeting
11%
56%
22%
11%
100% >90% >80% <80%
ideal: 100% attendance
weekly meeting agenda should include:
check in progress bottleneck synergy What’s next LEAD
6%6%
53%
35%
Monthly QuarterlyBi-Quarterly Never
ideal: monthly lc meetingrecognition:
surabaya, unsoed, ipb, pu, uns, ui
lead functional report reward & recognition what’s next? opportunity fair confirmation
LC meeting agenda should include:
external perspectives collaboration spaces group discussion
make lc meeting attendance as requirement for your i n d i v i d u a l m e m b e r s h i p criteria
suggestion
Team Minimum Implementation
26%
74%
sensing of lcp36%64%
41%59% 49% 51%
team plan jd train coach track
eval reflect
26%
74%41%
59%
Strategies to growoGIP
top 2strategiesir promotion
sub-product focus?
iGIP
top 3strategiesprocess optimisation re-raising quality maintenancesales intensity?
oGCDP
top 3strategiesmarketing opt. ir synergy
attraction? virtual promotion?
iGCDP
top 3strategiesIR focus on project re-raisingtime constrain?
bottlenecks
oGIP
top 5bottlenecks timeline
matching market penetration national support member capacity
iGIP
top 4bottlenecks market penetration
member capacity ir co-delivery legality
oGCDP
top 6bottlenecks
iGCDP
top 5bottlenecks
late in timeline member capacity financial support expa utilisation team management
marketing strategy member capacity ir co-delivery customer engagement synergy competitor
bottleneckssales intensity & effectivity
top 3bottlenecks
market difficulties member capacity team minimum virtual marketing
top 3bottlenecks
content matrix channel messageraising more right EPs
top 3message synergy between ogx and marketing translation in marketing strategy
LC to LC partnership
top 3slow response promise delivery brand
bottlenecks
matching opportunities
top 3Expa ir co-delivery aligning supply & demand
matching EPsExpa picky epstop 2
membership
top 3engagement L&D delivery motivation
Team Review
32%
68%
Team ReviewNo Team Review
How? 32%
45%
23%
Team Days MeetingIndividual
LC Accountability
37%
63%
YesNo
ideally, there should be team review held with complete eb team.
accountability to local plenary and to external body (boa) must be done to make them understand overall operation and to get external perspectives on what should be improved.
VALUABLE BRAND
0
0.25
0.5
0.75
1
UB Binus UMM UNHAS UA UI Surabaya
47%
85%
29%33%50%
100%
45%
Good case practice
re-raised igip
0
0.25
0.5
0.75
1
UPNVY UB PMBS Unila Binus IPB UGM UMM UNDIP UNHAS UA UI Surabaya
100%100%
75%
42%
75%60%
100%
80%
100%
80%
33%
100%100%
Good case practice
re-raised igcdp
Good case practice
Good case practice
Good case practice
Good case practice
VALUABLE BRAND
0
0.25
0.5
0.75
1
UB Binus UA UI Surabaya
100%90%85%
25%
50% Good case practice
partners retained igip
0
0.25
0.5
0.75
1
UPNVY UB PMBS Unila Binus IPB UGM UMM UNDIP UNHAS UA UI Surabaya
70%
20%
65%
100%
0%
80%
100%
70%
25%
80%
33%
80%
50% ?
partners retained igcdp
Good case practice
Good case practice
Good case practice
VALUABLE BRAND
external acknowledgement>
0
2.5
5
7.5
10
Unsoed IPB UGM UMM UNDIP UNS UA UI Surabaya PMBS
1333
1
10
213
1
Good case practice
0
0.175
0.35
0.525
0.7
UB Unila UMM UNHAS
50%
25%
70%
37%
partners retained non-exchange
Good case practice
>
LEADERSHIP DEVELOPMENT
0
0.2
0.4
0.6
0.8
Team Minimum Team Plan JD Training Tracking Evaluation
0.390.5630.49
0.7330.630.685
0.532
team minimum implementationbottlenecksholiday education delivery team ownership
0.5
0.7
0.9
oGCDP iGCDP oGIP iGIP
0.7580.6960.80.819
standards implementationbottlenecksadaptation in local level
>
LEADERSHIP DEVELOPMENT
0
0.25
0.5
0.75
1
Unsoed UPNVY UB PMBS Unila Binus IPB UGM UMM PU UNDIP UNHAS UNS UA UI Surabaya
0.90.75
0.9430.9630.930.8
0.949
0.65
0.897
0.5
0.2
0.8
1
0.60.7
0.5
retention rate
0
0.2
0.4
0.6
0.8
Unsoed UPNVY UB UNEJ Unila Binus IPB UGM UMM PU UNDIP UNHAS UA UI Surabaya
0.609
0.10.001
0.310.326
0.0080.10.046
0.41
0.020.050.070.080.1
0.73re-integration
Good case practice
Good case practice
trivialfact
309 offline
18.96% oGCDP Raise
37.57% iGCDP Raise
42.57% oGIP Match
58.02% iGIP Realised
we believewe achieve #45 days
talent review
customer experience review
Financial Analysisbased on SOLA Q3 and MMC
Submission