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 It encapsulates our competitive advantage = that something that is unique about us and for which customers are willing to pay a premium price

A good strategy test It can be resumed on … 1 page It can be presented to people in … minutes

Let’s test our strategy We need some volunteers

STRATEGY MAP – FEB 2012 Leadership structure (Board of Directors, Management Committee, ED, COO) IHWO Staff / Quality Inspectors / Educational Coordinators / Consultants Increase Turnover Maintain Profitability Improve Cash Flow 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 stay in IH and open more schools.” (Retain our quality members and help them grow) “We are delighted with what we get from IH.” (Improve our members delight) “We want to work with/join the elite group of schools in the IH network.” (Attract new quality schools and partners) IHWO Strategy Map – Feb 2012

Develop a strong and consistent IH Brand

Target 1: at least 70% real brand consistency / 30% flexibility to be achieved in the next 3 years Measurement: brand consistency 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

1)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 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 Strategic initiatives

Improve standards and ensure full compliance of our members

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

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

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 Strategic initiatives

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

Directors Conferences Traditional networks for sharing: DOS Conferences YL Conferences

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

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

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

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

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

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

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 Strategic initiatives introduce tighter controls regarding the running of courses that IH provides certificates for – done for English – in process for LOTE 1) Consolidate the Assessment Unit activity: What else? 2) Develop the Online Teacher Training Institute (without competing with existing members)

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 Group work – Questions for discussion

“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

Improve cash flow

Maintain profitability

STRATEGY MAP – FEB 2012 Leadership structure (Board of Directors, Management Committee, ED, COO) IHWO Staff / Quality Inspectors / Educational Coordinators / Consultants Increase Turnover Maintain Profitability Improve Cash Flow 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 stay in and open more schools.” (Retain our quality members and help them grow) “We are delighted with what we get from IH.” (Improve our members delight) “We want to work with/join the elite group of schools in the IH network.” (Attract new quality schools and partners) IHWO Strategy Map – Feb 2012