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IHWO Strategy Map

IHWO Strategy Map. Mihai Laurentiu Ganj , IH Bucharest. Strategy Defined. An integrated set of choices that helps our organisation to harvest higher returns on a long run

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IHWO Strategy Map

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  1. IHWO Strategy Map MihaiLaurentiuGanj, IH Bucharest

  2. Strategy Defined • An integrated set of choices that helps our organisation to harvest higher returnson a long run • It encapsulates our competitive advantage = that something that is unique about us and for which customers are willing to pay a premium price

  3. A good strategy test • It can be resumed on … • 1 page • It can be presented to people in …. • 10-15 minutes

  4. Let’s test our strategy • We need some volunteers

  5. IHWO Strategy Map – Feb 2012 Leadership structure(Board of Directors, Management Committee, ED, COO) IHWO Staff / Quality Inspectors / Educational Coordinators / Consultants Excel in educational support to members (training and consultancy for teachers, doses, creating courses and resources) Develop a strong and consistent IH brand Improve standards and ensure full compliance of our members Create effective networks for sharing (best practice, innovation, resources) Increase business support to members (training and consultancy for directors, managers and admin people) “We recognize IH as a benchmark for quality in language learning, teaching and teacher training.” (Lead the field) “We want to work with/join the elite group of schools in the IH network.” (Attract new quality schools and partners) “We are delighted with what we get from IH.” (Improve our members delight) “We want to stay in IH and open more schools.” (Retain our quality members and help them grow) Increase Turnover Maintain Profitability Improve Cash Flow STRATEGY MAP – FEB 2012

  6. Develop a strong and consistent IH Brand

  7. Measurement: brand consistency • Target 1: at least 70% real brand consistency / 30% flexibility to be achieved in the next 3 years • Target 2: 100% correct use of the brand mark by all schools who have adopted it • Target 3: 100% correct application of the golden rules by all schools which have started using the new brand look

  8. Strategic initiatives • Re-branding • Formulate the brand values and brand essence - done • Create the new brand mark - done • Launch the IH Brandbox - done • Launch the new IHWO site - done • Assist members in adopting the new brand mark and in applying the Guidelines and the Golden Rules - ongoing

  9. Strategic initiatives Re-branding (cont.) • Establish a policy for policing the correct use of the brand mark and the golden rules • Create a communication strategy of the new brand • Perform a brand audit – perception of end customers

  10. Improve standards and ensure full compliance of our members

  11. Measurement 1: compliance to standards • Target 1: 100% of present members comply with 100% of the standards presented in the charters • Target 2: 100% of new members comply with 100% of the standards by the time they affiliate

  12. Measurement 2: how up-to-date and innovative the standards are • Target 1: to make sure IH standards include the latest developments in the field (EAQUALS standards, ISO standards etc) • Target 2: to make sure our standards have something unique and innovative, in line with our strategic objectives

  13. Strategic initiatives 1) Revise the Quality standards • Rewrite them • Present them to the inspection visitors • Pilot new format 2) Establish a more comprehensive and stricter policy regarding non-compliance of the Quality Standards

  14. Create effective networks for sharing (best practice, innovation, resources)

  15. Traditional networks for sharing: • Directors Conferences • DOS Conferences • YL Conferences

  16. Strategic initiatives: 1) Create new networks for sharing: • IH Dos Google Group - done • IH YL Google Group - done • IH Directors Google Group • IH Platform - done • The IH Online Teacher Conference - done 2) Reinforce the Affiliation Agreement clause regarding Members participation to the DC and DOS conferences

  17. Measurement 1: quality of the exchanges • Target 1: 80% satisfaction rate in the surveys at the end of the events or in the periodical survey about the network used

  18. Measurement 2: number of active members exchanging info and best practices in the networks • Target 1: 200 teachers in the IH Online Teachers Conference • Target 2: 100 Doses participating in the DOSs conference • Target 3: 154 Directors participating in the Directors conferences

  19. Increase business support to members (training and consultancy for directors, managers and admin

  20. Strategic initiatives 1) Raise the profile of IH inspectors and increase the focus on the consultancy side of the IH Quality Inspections • How? 2) Creating or identifying suitable developmental programmes for key people working for IH schools: Directors, Admin People …. • Create a 2-day Customer Care course for Front Desk personnel – in the process • What else?

  21. Excel in educational support to members (training and consultancy for teachers, DOSs, creating courses and resources)

  22. Strategic initiatives 1) Consolidate the Assessment Unit activity: • Introduce a revision cycle whereby the content of all IH courses sold to IH schools or run on OTTI) is systematically reviewed every 3 years - done • introduce tighter controls regarding the running of courses that IH provides certificates for – done for English – in process for LOTE 2) Develop the Online Teacher Training Institute (without competing with existing members) • What else?

  23. Group work – Questions for discussion • What completely NEW activity should we do? • What should we STOP doing because it is not valuable? • What should we do more • What should we do less

  24. “We recognize IH as a benchmark for quality in language learning, teaching and teacher training.” (Lead the field)

  25. “We want to work with/join the elite group of schools in the IH network.” (Attract new quality schools and partners)

  26. “We are delighted with what we get from IH.” (Improve our members delight)

  27. “We want to stay in and open more schools.” (Retain our quality members and help them grow)

  28. Increase Turnover

  29. Improve cash flow

  30. Maintain profitability

  31. IHWO Strategy Map – Feb 2012 Leadership structure(Board of Directors, Management Committee, ED, COO) IHWO Staff / Quality Inspectors / Educational Coordinators / Consultants Improve standards and ensure full compliance of our members Create effective networks for sharing (best practice, innovation, resources) Increase business support to members (training and consultancy for directors, managers and admin people) Excel in educational support to members (training and consultancy for teachers, doses, creating courses and resources) Develop a strong and consistent IH brand “We recognize IH as a benchmark for quality in language learning, teaching and teacher training.” (Lead the field) “We want to work with/join the elite group of schools in the IH network.” (Attract new quality schools and partners) “We are delighted with what we get from IH.” (Improve our members delight) “We want to stay in and open more schools.” (Retain our quality members and help them grow) Increase Turnover Maintain Profitability Improve Cash Flow STRATEGY MAP – FEB 2012

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