The role of OD is to develop LCs through an OD/Growth Model that defines focus LCs across programmes. This includes creating an integrated education cycle for internal communication and coaching aligned to the model. Expansions are also part of the model, with clear goals and coaching defined. Synergy between functions like TM, GIP, GCDP and Marketing is important to ensure strategic alignment based on the OD Model framework. The VP OD creates and manages this framework for strategy implementation, LC development and goal achievement.

1. Role of OD
Tier 1 and Tier 2

2. What do you think is the role of
OD?

3. The Role of OD
LC development
through Growth/OD
Model
Integrated Education
Cycle including
Internal
Communication
Expansions (For tier 1
and 2) part of Model

4. The Role of OD
LC development
through Growth/OD
Model
Integrated Education
Cycle including
Internal
Communication
Expansions (For tier 1
and 2) part of Model

5. LC Development through OD Model
• Creation of Entity OD Model based on Goals, Focus Programme, Number of LCs and Exchange and
Exchange Support strategies
• Check goal and focus programme PPT + How to Create an OD Model PPT
• Communication of clear logic of the OD Model to the LCPs and LCs
• Working with MCVP GIP, GCDPs, TM and Marketing to ALIGN strategies across LCs in LC Focus
Programmes
• Clear Implementation Plan for growth Model – Having LC Coaches, Evolving the LC Coaching model,
clear KPIs for OD and Growth model implementation

6. An OD Model is the BASIS of CUSTOMIZATION to LCs and
Expansions in YOUR ENTITY
It is IMPORTANT to have the OD Model BEFORE you begin
to launch strategies to your network
An OD Model is the BASIS of STRATEGY
IMPLEMENTATION with LCs and Expansions because it
define the focus/Growth LCs across each programme!
Every individual on the MC team needs to be aligned to the
entity OD Model

7. The Role of OD
LC development
through Growth/OD
Model
Integrated Education
Cycle including
Internal
Communication
Expansions (For tier 1
and 2) part of Model

8. Integrated education cycle including
internal communication
• Create an integrated education cycle for the entity based on the exchange
flow/goals across programmes AND target PROFILES
• Model to create complete education cycle is GTCM

9. Integrated education cycle including
internal communication
• Education cycle consists of coaching visits, conferences/conference cycle, virtual
education and coaching and Internal Communication
• Ensuring every LC Coach and all Implementation channels have very clear KPIs
• Have clear your internal communication principles, what messages are
communicated through which channel
• Internal communications is the role of a VP OD, not a VP IM or VP Marketing!

10. What exactly does GTCM include?

11.  KPIs for Implementation – clicks, viewers, number of people/LCs implementing
 Check progress in results coming from that particular strategy, eg: is oGCDP
growth coming from IXP which is (example) a big strategy for your entity?
Goals

12.  With who do you need to implement this strategy?
 Connect this directly to your growth/OD Model including LCs
and Expansions
 Connect this to the profile you want to implement with
Target Audience

13.  What is the timeline of implementation for this strategy
aligned to the exchange process and flow?
 Connect the channels to the audiences
 Connect the channels to each other completely to ensure
consistency of messages
 Understand what the channel can be used for (which
message)
Channels

14.  Create key messages for every audience!
 Not every audience needs to get the same
message!!
Message

15. Have an overview of your internal
communications by week
Sample of how it works on AI
Every week list your virtual
channels and ensure messages
are aligned to what the entity
needs and there is synergy on
the MC team

16. Standardize timeline for SONA,
function/LCP newsletters and incentive
system tracking etc (this is part of internal
communications)

17. The Role of OD
LC development
through Growth/OD
Model
Integrated Education
Cycle including
Internal
Communication
Expansions (For tier 1
and 2) part of Model

18. Expansions
Create an Expansions development Plan
Expansion
creation/mana
gement
TIMELINE
Goals:
• Programme
contribution
• Define KPIs
Expansions
strategy
and coaching
model
Structure and
Synergy on MC
team and in LCs
to manage
Expansions

19. • Expansions management should be embedded into the growth/OD model so that expansions have ONLY ONE Focus
programme – it is possible that different expansions have different focus areas – depending on capacity, entity goals
and market reality of expansions
• Ensure the number of expansions in the entity are just right to achieve goals of the entity
• In general this is the role of a VP OD but in tier 1 entities you can choose to have an Expansions manager on the MC
• Expansions need a clear coaching model with TM support and focus programme support so ensure there is HR to do this
coaching and tracking
• The MCVP of programme which expansions are focusing on needs to work in synergy completely with VP OD and
expansions manager (if there is one) to ensure alignment in expansion coaching and education
• Ensure complete customization for expansions at conferences too!
Expansions

20. Expansions
Refer to PPT “Managing
expansions in Tier 1 and Tier 2
entities”

21. MoS of OD in your entity
MoS of VP OD – Growth in focus LCs/Growth LCs in LC focus programmes (ALIGNED to OD Model)
Eg: My entity growth model/OD Model has clear growth LCs in iGIP (5 LCs), growth LCs in oGCDP (6
LCs) and growth LCs in oGIP (3 LCs), If an LC is a growth/focus LC in 2 programmes, then MoS will be
goal achievement in both programmes.
Goal achievement/In organic growth of these LCs in these growth LCs in the specific programmes
is the MoS of the VP OD!
Goal achievement of complete PROGRAMME GOAL is the MoS of the MCVP of each programme in
the entity!

22. MoS of OD in your entity
• KPIs – Growth in LCs through OD Model strategy implementation
• KPIs – KPIs defined on the basis of the challenge in each LC
Challenge can be around:
1. Product
2. Process
3. Talent Capacity
4. Supply and Demand
• Goal achievement of growth LCs also depends on the LC Coach and synergy of
the LC Coach with the VP OD

23. Synergy between TM, OD, GIP, GCDP,
Marketing

24. VP OD:
- Defines entity OD Model in synergy (and with inputs) from GIP,
GCDP, TM and Marketing
- Defines LC Planning, coaching and tracking framework
- Defines (along with the VP TM) the entity education cycle
- Defines the LC coaching model and expansion coaching model
- Works with MCP and MCVPs of focus programmes on entity
incentives system
- Ensures the right NST structure and management in the entity
- Ensure intensive LC plan tracking and constant follow up with
LC coaches and expansion coaches
LC development
through Growth/OD
Model
Integrated Education
Cycle including
Internal
Communication
Expansions (For tier 1
and 2) part of Model
“The VP OD needs to create the
framework under which TM, GIP and
GCDP, Marketing Operate in terms of
strategy implementation and
development”

25. Synergy with functions
VP TM:
- National Talent Planning based on entity OD Model
- Supporting LCs with talent planning based on entity OD
Model
- Implementation of team minimums
- Building capacity in the entity based on entity growth
model
- Implementation of education cycle (Operational
training and Leadership development) based on ENTITY
OD/GROWTH Model!
- Support to LCs based on programme focus and Tier
VP GIP/GCDP
- Strategies based on OD Model in the programme
- LC Education and coaching based on OD Model
- Entity partnership creation and delivery along with LCs
- National process
evolution/optimization/standardization
- Sometimes, MCVPs for programmes can be LC Coaches
too in order to make sure LCs are growing the right
programmes in the right way!