FINAL PROJECT Beatriz Prioste Frederike Rohr Clara Rosales - - PowerPoint PPT Presentation

• FINAL PROJECT

• Beatriz Prioste

Frederike Rohr Clara Rosales

INDEX

Context Problem Statement PART ONE Analysis of AFLI and Brand Architecture

• Why Rebranding
• Positioning Map
• Competitor Analysis
• Logo Discussion
• Final Logo
• External Stakeholder Map
• Internal Stakeholder Map
• Messages to key Stakeholders
• Leadership Model Propositions
• Value Proposition
• Mission & Vision
• Values

PART TWO Network Analysis and Recommendations

• Presence of Tutu Fellows in Africa (2006-2014)
• First Approach: Interviews to Tutu Fellows
• Survey
• Code of Conduct
• Benchmarking other Institutions
• Implementation Plan
• Recommendations

CONTEXT

• AFLI is a not-for profit organization founded in 2003
• Desmond Tutu is the Patron of the Organization
• Aims to build the capacity and capability of leaders from multi-sectors across

Africa

• Tutu Fellowship Programme is the Flagship programme
• Creating a strong Network of Leaders who are united by their values and

commitment to positively transforming the African continent

• Leaders for Change is the regional programme.
• There are 200 Tutu Fellows in Africa.

• PART ONE

Analysis of AFLI &Brand Architecture

PROBLEM STATEMENT

• The African Leadership Institute (AFLI) needs to design a Rebranding

Strategy establishing coherence in their image and raising awareness among their Stakeholders as well as general public.

• The AFLI needs to implement a strategy to strengthen the Alumni

Network, especially for the Tutu Fellows, high potential leaders across the African Continent.

WHY REBRANDING AFLI?

• AFLI is not the first entry in the results of Google search engine when searching for

leadership in Africa.

• AFLI cannot be misunderstood or confused with some of its competitors. That is why the

acronym AFLI has to be a part of the corporate identity.

• When it comes to accepting this new identity, coherence has to be established and
• prioritised. It’s not possible that the internal documents mention AfLI and the emails and

website indicates “alinstitute”.

• We listed the competitors and analysed their differences and similarities concerning: name,

focus area, target group, trademarking and proximity to AFLI. The acronym will permit stand out from competitors.

• Visual Reasons
• Benchmarking: ALI is already been trademarked in the USA as “African Leadership

Institute”; it is not been recognised in South Africa, although the African Leadership Academy and Thabo Mbeki are also recognised as ALI, whereas AFLI is available.

COMPETITOR ANALYSIS

C

Research Analysis Conclusion

We researched intensively African and International organizations that deal with leadership training and considered their target, programmes, and type of organization. We selected the organizations that are closer to AFLI regarding the aspects mentioned above and analyse them in a comparative

• way. Extracting similarities and differences

that allow us to better understand AFLI and its core purpose. We considered the most relevant competitors and drew a document where they are analysed and presented.

POSITIONING MAP

Target 0-50

Brand Awareness

POSITIONING MAP: NETWORKS

COMPETITORS LOGOS & PREVIOUS AFLI LOGO

COLOUR RESEARCH & INSPIRATION

AFLI LOGO REVOLUTION

AFLI LOGO REVOLUTION II

AFLI LOGO EVOLUTION

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FINAL OPTIONS

17

FINAL LOGO

• The feedback on the revised logo was as follows: The people looked like paint dripping down a

wall and pulled the image downwards it was perceived as negative not uplifting. It looked too much like an NGO, no subtlety or sophistication.

• Colour: the colour should be the exact replica of that which is bestowed upon the Archbishop –

the highest call of leadership. It is an ancient colour and synonymous with leadership (See Annexe III)

• A complete circle represents a Seal- a stamp of approval: It supports the ideology of a network/

community, has a stronger standing and higher recognition. Gives the sense of a strong community of young leaders operating in a global context, as well as a sense of belonging (Tutu Alumni Network)

• ALI: already being used, and over used. AFLI is yours, hold on to it and use it coherently in all

forms of communication

AFLI EXTERNAL STAKEHOLDER MAP

AFLI INTERNAL STAKEHOLDER MAP

MESSAGES

TUTU FELLOWS

The Tutu Leadership F e l l o w s h i p i s a p r e s t i g i o u s , l i f e c h a n g i n g a w a r d given to the highest calibre of leaders form across the continent e a c h y e a r . U n d e r p i n n i n g t h e l e a d e r s h i p methodology and alumni network are the values and ethos demonstrated by the Arch Bishop Desmond Tutu, an Icon of moral a n d e t h i c a l

• leadership. Investment

in these high potential l e a d e r s w i l l r e a p significant economic, s o c i a l , p o l i t i c a l , e n v i r o n m e n t a l , technological rewards for the transformation

• f Africa.

AFLI is the premier pan- african leadership Institute i n A f r i c a , u n d e r t h e p a t r o n a g e

• f

t h e Archbishop Desmond Tutu. W i t h o v e r 1 0 y e a r s experience, it has honed its skill in selecting the cream

• f Africa’s leaders from

across all sectors of society. Its distinct methodology, is experiential in nature and focuses on self awareness a n d p e r s o n a l development, it is aligned to and works in partnership with Oxford University. The values of moral leadership m o d e l l e d o u t b y t h e Archbishop Tutu are at the heart of the Institute. After t h e r i g o r o u s t r a i n i n g programme, AFLI supports and facilitates the alumni network to collaborate with each other to develop African solutions for Africa's challenges.

AFLI believes that without visionary, strategic and ethical leadership across all sectors of society, A f r i c a ’ s d r e a m s o f transformation will be

• stifled. By investing in the

Archbishop Desmond T u t u L e a d e r s h i p Fellowship, which builds the capacity and capability of the highest calibre of young leaders from across the continent and diverse sectors, who continue to engage with

• ne another for life

through an interactive alumni network focused

• n developing solutions

for Africa's challenges, w i l l y i e l d e n o r m o u s dividends for Africa. Your funds will go along way to securing the legacy of the Arch Bishop Desmond Tutu, an icon of moral leadership.

COMPETITORS SPONSORS

LEADERSHIP MODEL EVOLUTION I

• LEADERSHIP MODEL EVOLUTION II

LEADERSHIP MODEL EVOLUTION III

VALUE PROPOSITION

“AFLI is a premier leadership institute

for high potential leaders in the African continent that strive for Excellency and a better future for Africa by participating in the programs and interconnecting in a life long companionship between one another, sharing values, ideas and strategies to drive the future of Africa. AFLI is distinguished by its unique training methodology in line with the heritage of Oxford University and inculcating the distinct values of The Archbishop Desmond Tutu.”

PROPOSED MISSION & VISION

Mission

1) AFLI drives responsible and ethical thought leaders for the rising of Africa by nurturing and guiding a network of excellence. 2) AFLI aims to gather the best Pan-African leaders in a network dedicated to developing the new Africa based on ethical values and progressive projects. 3) AFLI believes that investment in high potential leaders across the continent, Africa will reap enormous social, economic, political and environmental return. 4) AFLI aims to design world class programmes to train responsible African leaders and supports and creates a network that facilitates collaborative and impactful projects.

Vision Vision

1) AFLI is driving the mass of critical thought leaders through a process of leading skills development that assures the progress of Africa by transformative projects. 2) AFLI aims to build a critical mass of ethical and strategic leaders who are collaborating together in a network to drive the raise of Africa. 3) AFLI is a future oriented organisation that aims to identify the most impactful leaders across the Continent with a common goal: To address the challenges of Africa

PROPOSED MISSION & VISION II

Mission

AFLI’s mission is to invest in high potential leaders that will drive the rise of Africa by working in transformative initiatives in their different communities. AFLI’s main goal is to identify and select the most outstanding, ethical and responsible leaders across the continent. Once they are selected, they attend to AFLI’s programmes where they are trained to keep on leading the continent. Finally, they all take part of a pan-African network of excellence where they can collaborate with each other, share ideas, discuss challenges and work towards the same goal: the rise of Africa.

Vision

AFLI’s vision is to end with the challenges that siege Africa such as governance, infrastructure, water, investment, corruption, education, sanitation, health, energy, and gender equality by investing in impactful individuals that are currently addressing this challenges in different sectors and building a network of responsible and ethical leadership that will overcome these difficulties in 5-20 years.

VALUES

SERVICE
 HONESTY
 RESPONSIBILITY RESPECT INTEGRITY TOLERANCE HUMILITY TRANSPARENCY SELFLESSNESS

towards the community with the others to be a Tutu Fellow your work with yourself

with other cultures & ideologies

with your achievements in your conducts Always

• PART TWO

Network Analysis & Recommendations

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PRESENCE OF TUTU FELLOWS 2006-2008

Country Number of Fellows

South Africa 11 Tanzania 1 Kenya 1 Nigeria 3 Zimbabwe 1 Liberia 1 Ghana 1

Country Number of Fellows

South Africa 11 Kenya 2 Nigeria 4 Zimbabwe 4 Mozambique 1 Uganda 1 Ethiopia 1 Swaziland 1

Country Number of Fellows

South Africa 8 Tanzania 1 Nigeria 5 Zimbabwe 2 Liberia 1 Uganda 1 Ethiopia 1 Ghana 1 Cameroon 1

Country Number of Fellows

South Africa 5 Tanzania 1 Nigeria 3 Zimbabwe 2 Kenya 3 Uganda 3 Mauritius 1 Cape Verde 1 Senegal 1

Country Number of Fellows

South Africa 6 Tanzania 1 Nigeria 3 Zimbabwe 2 Ivory Coast 1 Liberia 1 Ghana 1 Mozambique 1 Kenya 3 Madagascar

1

Angola

1

Country Number of Fellows

South Africa 6 Cape Verde 1 Nigeria 5 Zimbabwe 3 Namibia 1 Uganda 1 Senegal 1 Rwanda 1 Zambia 1 Kenya 2 DRC

1

PRESENCE OF TUTU FELLOWS 2009-2011

31

PRESENCE OF TUTU FELLOWS 2012-2014

Country Fellows

South Africa 6 Kenya 4 Nigeria 3 Zimbabwe 2 Uganda 2 Ivory Coast 1 Mozambique 1 Rwanda 1 Tunisia 1 Malawi 1 Mali 1

Country Fellows

South Africa 4 Kenya 2 Nigeria 7 Tanzania 1 Somalia 1 Uganda 2 Ghana 1 Mozambique 1 Rwanda 1 Namibia 1 Malawi 1 Zambia 1 Madagascar 1 DRC 1 Algeria 1 Morroco 1 Libya 1

Country Fellows

South Africa 6 Kenya 2 Nigeria 6 DRC 1 Guinea Bissau 1 Swaziland 1 Ghana 2 Guinea 1 Rwanda 2 Egypt 1 Benin 1 Zambia 1

LIST OF INTERVIEWS

Thabang Skwambane South Africa Marc Van Olst South Africa Aidan Eyakuze Tanzania Robin Perks South Africa Robtel Neajai Liberia James Mwangi Kenya

QUESTIONNAIRE

• 1. How would you define AFLI?
• 2. How do you define being a Tutu fellow and what does it mean to you?
• 3. How did AFLI contribute to your development up until now and what specific

actions can AFLI take for you?

• 4. What do you expect from AFLI for your development as a leader in the future?
• 5. How would you like to contribute/ How involved would you like to be in AFLI?
• 6. How long would you like to be part of AFLI?
• 7. Would you like AFLI to be a life long accompanying network?
• 8. Are you interested in an alliance of all African countries? I think it is difficult at this

time.

• 9. What values would you associate with AFLI?

INTERVIEW CONCLUSIONS I

• There is a need to improve the digitalization, including Social Media, Homepage and

Blogs.

• The generational gap between fellows and founders makes it very difficult to

implement some changes that are important for the development of AFLI branding.

• There is a lack of representation of some fields on the fellowship: organised labour.
• There is an overload of consultants in the fellowship.
• The communication between fellows should be improved and strengthened.
• There should be an Advisory Board to manage potential issues between the fellows

and within the network.

• AFLI should invest in their network instead of having a new programme this year.

They should take care of what they already have instead of bringing new fellows to a network that is not very strong.

• “AFLI makes you look into the mirror and remove the make-up”

INTERVIEW CONCLUSIONS II

• Tutu Fellows should be seen as the New Generation of Consciousness.
• AFLI stands out from competitors because they are not the centre of attention, but the

fellows are.

• “AFLI doesn’t want to play to the gallery or the audience” (Humility).
• During the gatherings, there should be more action-oriented projects.
• More gatherings between the fellows, not only once a year, at a regional, national and

continental level.

• Invite Tutu Fellows instead of guest speakers for the programme and the network

events.

• There is a lack of corporate culture.

INTERVIEW CONCLUSIONS III

• From a Tutu Fellow perspective, the brand AFLI is artificial since they do not see the

relation between Tutu Fellowship Programme and African Leadership Institute.

• There is not a total accessibility to the network for all Tutu Fellows.
• There should be a special group of LinkedIn for all the fellows.
• There should be a space where all fellows could post their opinion in a honest way.
• Lack of significant funds is preventing AFLI from becoming the Institute it should be.

CONCLUSIONS & RECOMMENDATIONS

PROBLEM RECOMMENDATION

The digitalization should be improved. They should implement profiles on social network (Facebook, Twitter and LinkedIn) and have a coherent and usable website. There is a Generational Gap between the fellows and the Board of Directors Tracey Webster is the Director now and will solve this generational problem. There is a lack of representation of some fields (e.g.

• rganized labor)

They should include a system to be sure to have diversity in their programmes every year, not only every working field should be represented but also geographically. Ethical issues are not easily solved AFLI should implement an Advisory Board to solve ethical and ideological issues. Also the code of conduct is important to AFLI as crisis prevention. AFLI should invest more on the network Reduce the number of fellows per year and save that money to nurture the existing network. Lack of Corporate Culture This issue is currently being addressed by the work of Tracey Webster, this project and the website launch. Lack of fellow gatherings AFLI should fundraise and use those funds to create network events, and action-

• riented projects.

Lack of accessibility All the fellows should have total access to the list of the members of the network. Also, they should respect the rules of confidentiality.

SHARED VALUES

Honesty Reliability Community Excellence Wisdom Responsibility Authenticity Rewardable Impact Selective Humility

SURVEY STRUCTURE

DEMOGRAPHICS ALUMNI NETWORK ENGAGEMENT

REFLECTING ON THE TUTU FELLOWSHIP EXPERIENCE ALUMNI OPERATING STRUCTURE & ADVISORY COUNCIL

FINAL THOUGHTS

SURVEY SAMPLE

10% 5% 10% 5% 20% 30% 10% 10%

Namibia Kenya Nigeria South Africa Mozambique Tanzania Zimbabwe Uganda

5% 45% 50%

Male Female N/A

Sectors Health NGO’s/ Social Sector Finance/ Business Mining & Metals Media International Development Pharmaceutical

Sample Size: 20 people

SURVEY RESULTS

Would you value a more independent Tutu Fellow Alumni Gathering?

30% 70%

Yes No How would you like to give back to the community?

44% 56%

Engage in mentoring the youth through a partner organization Support Tutu Fellows working in social sector

SURVEY RESULTS

What would you like the gatherings to incorporate?

13% 15% 18% 19% 16% 19%

Active Network Sessions Guest Speakers Collaborative Project Platform to showcase your Project Training Other

SURVEY RESULTS

How would you prefer to communicate?

11% 17% 17% 19% 36%

Email Website Facebook LinkedIn Twitter

SURVEY QUOTES

What would you like the Legacy

• f Tutu Alumni Network to be?

“Enabler of Africa as the new frontier of development in the global context.”

Which values do you think are indispensable for a Tutu Fellow?

“Service, Integrity, Trust, Ethical Business Practice, Open Mindedness, Respect, Courage, Learning.”

What do you think AFLI’ s and the Tutu Alumni Network core purpose to be?

“Support each other to build a continent that would be a good home for all of us in the future.”

Do you think AFLI and the Tutu Alumni Network is achieving this? “Some progress is being made by facilitating a meeting of minds and strong interaction between alumni. However more concrete projects need to be agreed on and implemented by alumni.”

CODE OF CONDUCT

Our Patron, Archbishop Desmond Tutu, is our role model and influencer, we as Tutu’s fellows, who have the honour to share his name, have the responsibility to act under his values in all areas of our lives and communicate them to the next generations. As Desmond Tutu has told us, “With Leadership comes enormous responsibility – a responsibility to your followers, and to those whose life you will impact by your actions, and in particular those thousands of Africans who live in unfortunate and difficult circumstances”, therefore we as AFLI would like to follow Tutu’s voice. His ideology is our guideline for the future, with which we are driving the transformation of Africa together. This Ethical code of conduct shall oblige us to share out values and be part of one network. “A better Africa through a critical mass leading effectively”

CODE OF CONDUCT

• 1.I will act under the principles of Honesty and Transparency.

2.I will be open- minded towards other opinions. 3.I will enhance Conversation- Communication is key “Walk the talk”. 4.I will regard myself as a good citizen and act in a manner that respects and upholds the morals, values, regulations, customs and styles of the AFLI: “I will act in an integrated way across all areas of activity.” 5.I will be a proactive agent for values-based leadership in the context


• f a wider society in all areas of activity, recognizing this as a point of personal or corporate distinction.

6.I will be a role model by going “above and beyond” with integrity and ethical behaviour 7.I will recognize my place in the bigger picture of things, and the interconnectedness of everyone and everything. 8.I will act as a co-evolutionary element to foster greater effectiveness for the whole. 9.I will act with integrity in the market place as well as the political-and economical environment.

• 10. I will share and live AFLI’s values.
• 11. I will communicate with and support the next generation of AFLI in any possible manner.
• 12. I will motivate others and always try to resolve conflicts
• 13. I will engage in collaboration across AFLI’s community and alumni network.
• 14. I will Act in a manor that is trustworthy and accountable in the market place as well as the political-and economical

environment.

• 15. I will live and incorporate AFLI’s values in every day life.

BENCHMARKING

BENCHMARKING RECOMMENDATIONS

Intranet content/ activities:

• A. Accessing the AFLI Alumni Intranet should allow the Fellows to access a

“database of contacts” of all the Fellows participating in the same programme.

• B. In that Intranet, their projects, profiling, and generated content should be

available to see. (as well as protected)

• C. A forum should be created where issues can be discussed, questions can be

asked and answered and invitations can be published.

• D. There should be a calendar/agenda, with all the public events, such as

regional gatherings, conferences that fellows are going to participate/ speak at/ host, etc.

• E. The newsletter should be published in the Intranet as well.
• F. The blog can be used as home page of the Intranet
• G. Finally, an anonymous space for critics/suggestions/recommendations

should be available

49

EXAMPLE OF RECOMMENDATIONS

IMPLEMENTATION PLAN

Short Term: 1-2 WEEKS

• Medium Term:

1-6 MONTHS Long Term: 6m- 1 YEAR

Create a folder with templates for various situations (word doc, ppt., letters, email addresses, business cards, merchandising) D i s t r i b u t i n g t h e f o l d e r amongst the content creators (Board, CEO, CCO)

Launch the new website and start a consistent social media presence

Launch the fundraising campaign within the Tutu network for events and upcoming programs

Create a list of all Tutu fellows categprized by years and countries – differentiate: who is Fellow, who is associate

Create an Organigram, distribute the Organigram and distribute it. Newsletter for all AFLI fellows with the rebrand of AFLI and the new website Merchandising: pins for tutu fellows, pens, paper

Integrating the code of conduct in the next Tutu Fellowship to be signed in the graduation. Prepare the creation and elections of the Tutu Advisory Council

Launch the Tutu Advisory Council either in the Graduation Cerimony of the following programme or with the beginning of the new Programme

FINAL RECOMMENDATIONS

GENERAL WEBSITE FUNDRAISING EVENTS

Evaluating needs and workload of AFLI - Consider to increase the workforce. Include an African Map with all Tutu Fellows locations. Fundraising - regular and consistent Create social media profiles - when ready to do active monitoring Transparency with sponsoring funds. Regional Gatherings - As asked by the fellows Partner with competitors Create a PayPal account for private fundings. Select spoke persons out

• f the fellows - Panels,

interviews, mentoring

THANK YOU!

ANY QUESTIONS?