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