MC 2122 q1 review output presentation
MC GRIT 2122 Q1 review JULY | AUGUST |SEPTEMBER bit.ly/mcgrit-report-q1
Q1 21.22 Dear AIESEC in Denmark, MC GRIT has had an enormous pleasure finalizing its first quarter of the term as MC current of AIESEC in Denmark. We were set off on a bumpy start - started with National Operations being frozen, due to ECB Audit compliance violation continued from the MC 20.21; MCVPs visa rejection due to wrong visa application; Getting surprised by the Danish government’s decision to reopen, we were put in a tricky situation where we had to adapt to everything being done physically again. It was a challenge at first, but we pushed through so we could support the LCs’ workflow at the best capacity available. During this quarter, we, as plenary, got to experience and plan a physical conference after 18 months of virtual activity. Nonetheless, as Denmark reopened, we could eventually convert the work of the Operations Department to have iGTa realization after more than 13 months, by AIESEC in Aarhus and AIESEC in Odense. In the last quarter, we, as plenary, have been experiencing the other, and old, side of AIESEC, which is physical AIESEC work. We had local induction conferences, physical events, external activities with like-minded organizations; first EwA event by AIESEC in Aalborg, Leadership Academy. We had the opportunity to be part of the first group of entities piloting the "AIESEC member (MXP)" ELD program with AIESEC International. Also, during FORTIUS 2021, we got to dig into the new AIESEC Way and implement the change management mindset within the entity, #proudtobeAIESECinDenmark"". We established the BD department for the National Office by creating different sales sequences, automatization, creation of sales playbook, and much more. However, one thing is clear: we kept, and will keep, showing that our plenary is strong and it does not break down when faced with challenges. AIESEC is all about leadership. The uncertainty in a challenging environment is the exact place where leadership grows. In the following pages, you will also read all changes, wins, struggles, and strategies we as MC faced in Q1 of 21.22. I hope that you will read through it and ask any questions that might arise. We are here to answer them. To the EBs, I want to urge you to be curious, question things, think outside of the box, and ultimately give your last energy to achieving your goals, as in 4 months, you will leave your work as a legacy to the next generation. Embrace the difference, embrace the change, and let us see where it will take all of us. I told my BoD, that they would go down in history as the EBs who faced the 2nd half of the pandemic, and had to learn how to reestablish a physical AIESEC. My question to you now is how you would like to go down in the history of AiD? How will you make sure that your legacy is going to be passed on to Gen 22.23? How did the ones, who implemented change, thought actively, and drove AIESEC in Denmark towards cross-culture understanding, feel throughout this journey? :)
bottomline updates | goals & projects
national office | updates
individual | updates
network | updates
quarter two | priorities
OUR PURPOSE
"WE INTEGRATE A DATA DRIVEN MINDSET WHILST FOCUSING ON OUR CULTURE TO RESULT IN A SUSTAINABLE ORGANISATION THAT OUR MEMBERSHIP CAN BE PROUD OF."
OUR VALUES
STAY SIMPLE
PROFESSIONAL
TRANSPARENT
WE ARE INTERNATIONAL & EMBRACE DIFFERENCE
FLEXIBLE & AGILE
bottomline goals and projects
MC Focus for 21.22
#1 - HR sustainability Increase membership engagement in their FA #proudtobeAIESECinDenmark
Why do we want to achieve this objective? Our members enjoy the experience that they have in the organisation and therefore choose to stay. We have the right systems in place to be able to facilitate and enable their experience. #proudtobeAIESECinDenmark
MC Focus for 21.22
#2 - Establishing and Developing External Partnerships Money for the sustainability of organization/partnerships
#parternships
Why do we want to achieve this objective? We want the aiesec in denmark network to be able to diversify their revenue streams and core activities to enable leadership development under the current context.
MC Focus for 21.22
#3 - Change the direction #1 BOOST EwA | BD ON THE LOCAL LEVEL #2 CHANGE TO A DATA-BASED MINDSET #3 BUILD SYSTEM OF OPERATION IMPROVEMENT
MC Focus for 21.22
FOCUS
OPERATIONS
1
iGTa
2
BD
3
oGTa
4
EwA
5
iGV
6
oGV
Sustainable Metrics
Entity Performance
Partnership Metrics
PvA
PvA
PvA
94 | 98
35 | 10
442,500.00 kr. 21000 kr.
# ideal number of members
# ELD realisations
kr Revenue Recognised
3|1
0 (tba)
16 | 2
# MoCR
# People Engaged (EwA)
# BD Partners
national office finance & legal
I
MC budget 21.22 July - September 2021 Budget of AIESEC IN DENMARK
Budget Q1
Expensed Q1
difference %
SALARIES
163.600 DKK
170.000 DKK
3,9%
ICF | NCF | OC
8.280 DKK
5.760 DKK
-30,4%
Overhead Office
9.000 DKK
9.600 DKK
6,6%
Sales & Partnerships
3.900 DKK
4.100 DKK
5,1%
Total
184,780 DKK
189,460 DKK
2,5%
Comments Part of the salaries were supposed to go from EST Fund which didn’t happen due to delays in refilling the fund One of the LCs haven’t invoiced the MC for NCF yet We paid more bank fees due to newly established ESB Account in the bank LinkedIn Sales Navigator turned out to be more expensive than initially budgeted for
I
partner receivables as of 30/09/2021 September 0-45 days
0 DKK
45-90 days
0 DKK
90+ days
100.763 DKK
Total
100.763 DKK
Comments
3 iGTa partners still haven’t paid their obligations, 2 of them submitted to debt collection agency
I
LC receivables as of 30/09/2021 September 0-45 days
21.333,99 DKK
45-90 days
0 DKK
90+ days
10.800 DKK
Total
32.133,99 DKK
Comments
Some LCs still struggle with cashflow and thus delays in payments
national office entity control board
Q1 21.22
Morgana Patrocinio Costa ECB Chair 21.22
Key Insights & Next Steps
ecb
Key Insights: -
Time Management is harder when deadlines are not communicated properly We are still running in circles around audit
Next Steps: -
Organize time and agenda for the next quarter
-
Push harder audit reorganization and implementation
Q1 21.22
Morgana Patrocinio Costa ECB Chair 21.22
individual wins | Q1
“
“
ecb
key metrics
1
Materials revamping
2
ECB Annex Draft Creation
% of document created % of accuracy to the official documents
3
Contract Updates
%of contracts updated %of accuracy towards the official documents
%of materials updated with new APIP changes
key success
-
Organizing all materials to be ready to be downscaled at the educational cycle next quarter
-
Getting constant feedback form my auditor coach, revising everything that could make it not compliant
-
Checking all APIP minimums and synergizing with MCp and MCVP Operations.
Q1 21.22
Morgana Patrocinio Costa ECB Chair 21.22
ecb
What went well? | Why
1 2
Meeting with ™ to discuss future membership audit
Elena is amazing <3
GV Alignment with We are all in the same Aalborg and Lina page now
Even better if.. | WHY
GV Beyond - RO/AI communicated more clearly
Different info from different sources gave us a headache
HPC Situation
The whole thing is messy
Break realizations
We had too many...
Morgana Patrocinio Costa
Q1 21.22
ECB Chair 21.22
I spend my time on ecb
Morgana Patrocinio Costa ECB Chair 21.22
ecb
main learnings | Q1
1
-
Time management can be harder if you do not have all DDLs and timeframes beforehand.
2
-
HPC situations are harder to deal than I imagined, and trigger a lot of stress to all involved.
-
I am very proud that we changed so much since I started last year <3
3
Q1 21.22
Morgana Patrocinio Costa
Q2 21.22
ECB Chair 21.22
ecb
main priorities
1 2 3
key metrics
-
Educational Cycle running
# of documents downscaled % of areas covered % of EBs/Members attending touchpoints
-
Legislation of ECB Audit Annex
ECB Audit Annex Legislated
-
GV Beyond Successfully Resumed
iGV Resumed oGV Resumed
individual plan output presentation
FINANCE w/ALEX
SUSTAINABLE LC'S LCs diversifying into running | EwA apart from exchange | LCs determining 1 product of focus and moving its sustainability 1 Level Up
STRATEGIC FINANCES Reporting to BoD and MC on developed relevant metrics to enhance decision making of the entity
STRATEGIC FUNDING | REVENUE SOURCING EST responsible to develop a framework for funding options for LCs and MC | Applying for at least 1 fund
Q1 21.22
Alex Perunov National VP Finance
individual wins | Q1
1
Collaboration with External Bookkeeper
2
National Budget Creation
3
Sourcing External Auditors
“
Finance text Stabilisation
key metrics
“
finance
2021 purpose
key success
-
Finding a helpful bookkeeper and starting the collaboration over identifying the main errors in bookkeeping and resolving them
# touchpoints with the MC and BoD # drafts presented # feedback implemented
-
After including relevant stakeholders (MC, BoD) a final version of the MC Budget was approved
# potential partners contacted # meetings
-
Being able to identify 2 main prospects for collaboration and leading the discussion over the final choice of a trusted partner
# potential partners contacted
Q1 21.22
Alex Perunov National VP Finance
finance
What went well? | Why
1 2 3
MCP - FIN Collaboration
A great support from Tudor to reach out to his network and get us possible Audit partner
Intercompany Balances
Staying on top of invoicing between MC and LCs, sending invoices and due time and paying swiftly
Preparation for External Audit 20.21
Continue resolving issues in e-conomic and using help of external bookkeeper to mitigate complex errors.
Even better if.. | WHY
Having a full FIN Commission
Having 2 LCs without a final FIN responsible means I need to step in and manage their local finances
More LCs had stable revenue source
Some LCs lack pipeline for revenue which is putting them into a dangerous position for future months
Closer synergy with BD & ICX
To be more agile in invoicing partners and overview of receivables
Alex Perunov
JULY 2021
National VP Finance
I spend my time on finance
Q1 21.22
Alex Perunov National VP Finance
finance
main learnings | Q1
1 2
-
It’s difficult to be closing the past fiscal year and managing the finances of the current year at the same time
-
Finance reporting can be complex - there are differences between MC and LC finance data and the combination of those two which forms the whole entity view - but it’s difficult to know when it is relevant to showcase what
Alex Perunov
Q2 21.22
National VP Finance
finance
1 2 3
-
main priorities
key metrics
Finalise e-conomic review for External Audit with the help of external bookkeeper
# errors identified and solved
-
Complete the External Audit
-
CITIUS 2021
Materials prepared and submitted Explanations provided where needed
FA Session delivered
OPERATIONS w/ LINA
FULFILL GV RESUMPTION PLAN We can make GV after 01/12/21
BUILD BASIC PROCESSES IN OGX Focus fields are BA and MKT | regular MoGX synergies in all LCs (where we have OGX and MKT)
BUILD BASIC PROCESSES IN ICX 35 RE (30% LCs / 70% MC) - 24 RE by MC
Q1 21.22
Angelina Vaikhel National VP Operations
Key Insights & Next Steps operations
Key Insights: We had better capacity in approvals which we expected -> LCs ready to work more and support MC in iGTa
iGTa funnel iGTa
Conversio Program n Goal
July Q1 achieve Achieve Planned d d
August Plann Achieve ed d
%PA
%PA
Planned
Achieve d
5
5
0
4
-
1
1
100%
4
1
25%
Applicants
10%
50
80
2
67
3350%
12
1
8%
36
13
33%
Accepted
90%
4
6
0
2
-
0
3
-
4
1
25%
Approvals
70%
2
5
0
0
-
0
4
-
2
1
50%
Realised
70%
1
3
0
0
-
0
1
-
1
2
200%
0
0
0
0
-
0
0
-
0
0
-
0
0
0
0
-
0
0
-
0
0
-
Complete
-
Relations with partners were not optimal due to lack of proper transition, therefore, action towards a better expectations, have been taken.
%PA
0%
100%
We have partners who take care of EPs experience too. That gives us the opportunity to engage companies in other AIESEC activities
September
Opens (OPPs)
Finished
-
Next Steps: Prepare data for invoices check + summary about each company for the last 2 MC terms LCs education about OPs experience + Hubspot
Q1 21.22
Angelina Vaikhel National VP Operations
Key Insights & Next Steps
operations
Key Insights: LC is ready to make impactful projects for making EPs and OPs experience better
iGV funnel iGV Opens (OPPs)
July Q1 Convers Program achieve Planne Achieve ion Goal d d d 0
August Planne Achiev d ed
%PA
Planne Achiev d ed
%PA
0
0
0
14
-
0
2
-
0
1
-
0
0
-
-
0
1
-
0
0
-
-
0
0
-
3
3
100%
0
-
0
0
-
0
0
-
0
-
0
0
-
0
0
-
-
0
0
32
0
16
-
0
Accepted
0
1
0
0
-
Approvals
0
1
0
0
Realised
3
3
0
0
Finished
0
0
0
Complete
0
0
0
In COVID time we see that # of applicants increase and that means our projects are relevant for foreigners
-
LC wants to try iGTe because the current business model and EPs JD looks like a JD for iGTe product
%PA
-
0
Applicants
September
Next Steps: Market research for iGTe Pass GV Resumption plan for having ability to make iGV after March 2022
Q1 21.22
Angelina Vaikhel National VP Operations
Key Insights & Next Steps
operations
oGV funnel July
August
Conversio Program n Goal
Q1 achieve d
Opens (SU)
0
13
0
0
Applicants
0
3
0
Accepted
0
2
Approvals
0
Realised
oGV
Key Insights: GV Resumption
Planne Achieved d
Planned
Achieve d
0
0
2
0
0
0
0
1
0
0
0
0
0
3
0
Finished
0
4
Complete
0
2
plan achieved
September Planned
Achieve d
0
0
11
0
0
0
0
3
0
0
0
0
0
1
0
0
0
0
0
0
0
0
3
0
0
0
0
0
0
0
0
1
0
0
3
0
0
0
0
0
1
0
0
1
0
0
0
0
%PA
%PA
%PA
-
Attraction for oGV is frozen
Next Steps: Pass GV Resumption plan Understand what we should do with oGX in Denmark
Q1 21.22
Angelina Vaikhel National VP Operations
Key Insights & Next Steps
operations
oGTa funnel oGTa
Conversio Program n Goal
Q1 achieve d
July
August
Planne Achieved d
%PA
Planned
Achieve d
Key Insights: OGX is in unstable situation in LCs and we should create a future of OGX in AIESEC in Denmark
September %PA
Planned
Achieve d
%PA
Opens (OPPs)
30%
19
16
1
7
700%
1
5
500%
1
4
400%
Applicants
30%
3
6
0
0
-
0
2
-
3
4
133%
Accepted
80%
1
0
0
0
-
0
0
-
1
0
-
Approvals
50%
1
0
0
0
-
0
0
-
1
0
-
Realised
50%
0
1
0
0
-
0
1
-
0
1
-
Finished
100%
0
0
0
1
-
0
0
-
0
0
-
0
0
0
0
-
0
0
-
0
0
-
Complete
-
A lot of Alumni applied and it’s easier to approve them
Next Steps: Understand the future of OGX in Denmark
Q1 21.22
Angelina Vaikhel National VP Operations
individual wins | Q1
“
Build basic processes in Ops
key metrics
“
operations
2021 purpose
key success
1
ICX MC Operations are Unfrozen and we have high level of ECB Audit passing
2
GV Resumption
%of achievements
-
LCs support with GV Resumption We finished the 1st Audit with 50% and we have 5 waves of Audit for finishing it
LCs engagement
#people attend CCs #LCs attend touchpoints #LCs who have APRs #LCs support MC in RE
-
3 LCs have RE with MC 3 LCs have approvals in iGTa 100% LCVPs attend CCs 80% LCVPs attend O2O
3
#WP
-
We can run ICX as MC + LCs start to make Audit better and take care of Standards
Q1 21.22
Angelina Vaikhel National VP Operations
operations
What went well? | Why
1 2 3
Communication with LCs
They engage in FA activities
We have REs and APRs
EPs come and it made LCs more motivated
Synergies
I feel team support with MC during touchpoints
Even better if.. | WHY
Informal activities with Commissions and MC
In remote work, it is easy to lose connection with the entity
More APRs
I see that we can have more OPPs to sell
Being in Denmark
Easier to communicate and build processes
Angelina Vaikhel
Q1 21.22
National VP Operations
I spend my time on operations
Angelina Vaikhel
Q1 21.22
National VP Operations
operations
main learnings | Q1
1 2 3
-
Don’t forget to take care of EST because they can support you in making all processes faster. Now the process with NEC, IR, GV is faster and results are better when I started to have weekly meetings with them
-
Mental health influence a lot in your productivity. Need to take care of it. During the August processes were slow because of the flow in team and my health were slower than I expected
-
LCs ready to impact in FA/non-FA activities, but need to sell it to them (how they can explain this experience in CV, etc.). Now we have higher attendance of CCs after summer vacation, LCVPs engage in creating spaces for conferences, EPs, etc.
Angelina Vaikhel
Q2 21.22
National VP Operations
operations
main priorities
1 2 3 4
-
Create NEC (iGTa, oGTa, iGV) for LCs
-
Support LCVPs elections, understand profiles, etc.
-
National Operations
-
LCs Operations
key metrics #people attend NPS
#LCVPs elected till the 15th of Nov
#APR CR APR->RE #process time APL->APR Process time APR->RE
%GA in LCs
national office business development
BD GOALS | Q1 21.22 New Sales
Accounts
New Sales Funnel
PLANNED
ACHIEVED
%
GAP
Suspects
177
102
57.62%
-75
First approach
160
57
35.62%
-103
Prospect
43
15
34.88%
-28
Qualified lead
13
4
30.7%
-9
Proposals Sent
9
4
44,4%
-5
Proposals Confirmed
1
1
100%
0
Contracts Signed #
0
0
0.00%
0
New Sales CS $
0.00 DKK
0.00 DKK
/
0.00
Grundfos
PLANNED
ACHIEVED
%
Global Talent
5.250 dkk
21.368 dkk
407%
Total
5.250 dkk
21.368 dkk
407%
DSV
PLANNED
ACHIEVED
%
Global Talent
6.000 dkk
0.00 dkk
0.00%
Total
0.00 dkk
0.00 dkk
0.00%
We didn't invoice them in Q1, but we are going to invoice them now (october)
BUSINESS DEVELOPMENT w/ GABRIEL
CUSTOMER SUCCESS IMPLEMENTATION Implementation of Customer Success measurables and initiatives (metrics that go beyond just NPS, such as health score) CREATING THE AIESEC'S PLAYBOOK FOR SALES AND MARKETING B2B Find the right positioning, the right message, the ideal customer profile, the process to reach these people and to optimize all of these elements: positioning, messages, segmentation, portfolio development, pricing
GOING DIGITAL Digitalising our attraction and most of our sales processes
Q1 21.22
Gabriel Costa National VP BD
Key Insights & Next Steps
business development
Key Insights: -
For sales processes plays a major role in long-term success
-
Data is more important than Beliefs ('Without data, you're just another person with an opinion')
-
Focus on developing and improving specific group of products, instead of desperately creating new ones
-
Consistency is fundamental
-
Our process to bring interns in Denmark is extremely slow, which is a total turn-off to companies, that's why a good portion of our partners churn after taking interns with us. Shortlisting is slow, needs to happen faster, visa process advising is slow, needs to happen faster, whatever is in our hands could happen faster and we should seek for that. IR is fundamental for that, because we ensure more candidates faster and from countries that have a smooth visa process.
-
SLA documented and established with our partners, specially regarding the service we provide to their intern.
Next Steps: -
Customer Pipeline Creation
-
Customer Success Processes in place (consideration & account management pipeline on Hubspot & iGTa interns as tickets on hubspot as well) (onboarding strategy & customer engagement)
-
B2B Inbound Marketing (e-mail marketing & linkedin posting)
-
Google Ads reactivated (?) - setup keywords
-
Website Update & CRO in the future when we have higher a website traffic
-
Churn rate by cohort (in the previous 5 years)
-
Help Lina training LCs on BD processes and hubspot
Q1 21.22
Gabriel Costa National VP BD
individual wins | Q1
1 2 3
Hubspot National Team Setup
Business Development Playbook / Team Management
Account Management
“
The purpose of BD in 21.22 is to create the foundation for Sales and Marketing for the BD department of AIESEC in Denmark, both at the national level and local level.
key metrics
#Hubspot Setup #Tasks Created #Companies uploaded
key success
-
We have implemented hubspot successfully, created processes inside of the CRM, and it is finally ready to be used with ease.
-
Created a playbook with information on how to call companies, how to prepare for meetings, meetings flow, pitches template, what's BD, our products, key selling points, how to create lists of suspects, and many more!
-
2 Grundfos Interns starting to realize in november successfully! 18.464,17 dkk upsell ensured through this negotiation. Besides solving the problems we had with the intern's realization.
#Processes for each stage of the BD Funnel #Processes implementation
#Upsell
“
business development
2021 purpose
Q1 21.22
Gabriel Costa National VP BD
business development
What went well? | Why
1 2 3
Grundfos Account Management
We solved all their fuckups and also managed to get one more open even in between difficulties
Hubspot National Implementation
I put a lot of automation in places to facilitate LCs' & MC's work and also standardized a lot of stuff
New BD processes in place
Easy to track data, easy to understand what are the companies in my pipeline and create a forecast
Even better if.. | WHY
The fuckup never happened!
The problem was that the realization process was misaligned and miscommunicated
LCs starts using it
We will have a general understanding of the plenary's pipeline and sales activity
LCs implement the same processes themselves
We deliver the sames levels of services no matter the team doing it
Gabriel Costa
JULY 2021
National VP BD
I spend my time on business development
Q1 21.22
Gabriel Costa National VP BD
business development
main learnings | Q1
1 2 3
-
Hubspot implementation should have been better planned. PILOTING BEFOREHAND new initiatives that will impact the whole network is fundamental Especially, when we are talking about the implementation of a new CRM as it takes time to put the automations in place and create the internal processes, and this was not planned at all when we hired Hubspot's services.. Same goes to EwA that was downscaled with no clear next-steps.
-
Customer Success was not a priority and the result of that was a lot of churned accounts. There are small things that we should be doing that could avoid many of these churned partners, especially improving activities that would ensure a faster process time, for example: Reducing the amount of time we have to shortlist candidates to half of it and to get more applicants the ICX team would also focus on IR strategies, this could be also used to create shortlists mainly consistent of european applicants. Also, we could ask the intern to book an appointment to get their CPR number BEFORE coming to denmark, as the booking process time is nearly a month now, which would make the intern wait almost 2 months until they get their CPR number (1 month until the appointment day + 15 days till receiving it). Partners are taking more than 1 month to select the candidates a better way to fasten that would be implementing their internal processes in our own selection process and then giving them a shortlist with actual information about the candidates not just their CVs (that's simply not enough)
-
Our product is extremely valuable to the market and there are lots of companies out there needing them, we need to stop depending on companies from podio and start prospecting new ones
Gabriel Costa
Q2 21.22
National VP BD
business development
main priorities
1 2 3 4
key metrics
#Leads
-
B2B Marketing (website, content creation, email marketing, google ads)
-
Hubspot Downscale to the network
-
Implementation of customer success processes and measuring that
#NPS #CSAT
-
Pipeline creation
#opens
LCs using hubspot
Q1 21.22
Samah Ghanem EST / Ceeder BDR
Key Insights & Next Steps
business development
Key Insights: -
Cold calling is not very effective in the current climate where GDPR compliance is high on the list for companies = harder to get to the right stakeholder to sell our product = long and demotivating process
-
BD in @DK is still in the development phase, and reality is different than what I expected = takes time to adjust
-
Theory is great, yet natural talent & practical experience bring creativity to the sales process (we need a combination of both)
-
Restricting myself to only one method is keeping me from achieving my full potential = I will change methods when they don’t work
Next Steps: -
Use LinkedIn a lot more!!!!!
-
Structure my working hours to fit with my goals
-
Synergize with MKT
-
Spend time on understanding HubSpot more
-
GET NEW PARTNERS!
Q1 21.22
Samah Ghanem EST / Ceeder BDR
“
individual wins | Q1
1 2 3
-
2 sales meetings (Howdy & Omnidocs)
-
Supporting & training LCs
-
Learning some new sales methods & frameworks
“
business development
key metrics
-
#Sales Meetings
-
Motivation!
-
%usage
key success
-
A 2nd meeting w/ Omnidocs will happen on the 12th of Oct-- hopefully leading to an OPEN
-
Rekindling my love for sales in AIESEC
-
It has given me better structure & will to improve my personal sales methods
Q1 21.22
Samah Ghanem EST / Ceeder BDR
business development
What went well? | Why
1 2 3
Even better if.. | WHY
Bringing qualified leads (Sales meetings with Howdy & Omnidocs)
Brings us closer to our revenue goal & more partnerships
I were more active generating new leads
I lost motivation in the adjustment period, and my focus went towards helping LCs (which was needed!!!)
Onboarding BD team in @DK sales reality
Gives them better understanding of our situation, and how to approach our work forward
We didn’t take on a BD intern with no AIESEC knowledge or experience
Because it takes time and effort to train an external in AIESEC culture and sales -this person needs to get inducted and experience what AIESEC has to offer first-hand!
I didn’t force myself to use a method that obviously doesn’t work for me
I feel like it limits me. I don’t like being stuck in a box, and then demotivates me
Supporting LCs with sales/BD training & spaces during conferences
Gives them a feeling of not being alone in this, and helping their members work more efficiently -- sparking inspiration & motivation for their work
Samah Ghanem
Q1 21.22
EST / Ceeder BDR
I spend my time on business development
Q1 21.22
Samah Ghanem EST / Ceeder BDR
business development
main learnings | Q1
1
-
Due to GDPR, the process of reaching the right stakeholder in the company, is a LOT slower than it used to be. Therefore, it takes more work to make a call now.
2
-
The LCs need a physically present BD representative (until Gabriel gets his visa!)
-
Synergy with MKT is crucial to the efficiency of New Sales
3
Samah Ghanem
Q2 21.22
EST / Ceeder BDR
business development
main priorities
1 2 3
key metrics
-
New sales!
#SalesMeetings #ContractsSigned
-
Synergize better with MKT
#QualitySuspects
-
New Products Sales (Y2B, Employee Branding, Conferences)
#CrossSell #Revenue
TALENT MANAGEMENT w/ ELENA
MXP IMPLEMENTATION Define project timelines and structures
LONG LASTING CONNECTIONS Strong alumni network
RECRUITMENT Plan of membership role promotion & Recruitment
Elena Cervantes
National VP Talent Management
talent management
MC Goal
Plan
Ach
App
93
122
Apd
61
63
Plan
Ach
15
16
LC Apd Goal Aalborg
Key Insights: -
Having conferences to reconnect with the network
-
Using the MXP funnel for the first time to plan recruitment and onboarding
-
Challenges of having physical interviews, assessment and LIC
-
LIC’s successfully delivered by all LC’s with a high % of attendance and SU’s for CITIUS
recruitment,
Next Steps:
Aarhus
17
17
Copenhagen
29
18
Odense
11
12
-
Implement a National education cycle Downscale to network MXP different stages and how to apply it Strengthening alumni network,thru social media and events so connect them with current membership
Q1 21.22
Elena Cervantes
National VP Talent Management
“
Re-connect the entity with current, new and old Connecting with the entity AIESECers to create a stronger membership
“
talent management
2021 purpose
individual wins | Q1
key metrics
key success
1
Recruitment
% SU’s % Apd
% SU’s Goal: 131.2% % APD Goal: 103.3%
2
Conference delivery
NPS #100 SU’s
FORTIUS NPS: 8.2 CITIUS: 104 SU’s
3
Talent Planning
Done/Not done
LCs having a clear structure per area and recruitment goals
Q1 21.22
Elena Cervantes
National VP Talent Management
talent management
What went well? | Why
1 2 3
Even better if.. | WHY
Recruitment
Goal achievement from Local and National level
Having NSTs supporting during recruitment
Learn how to delegate full projects instead of only tasks
FORTIUS 2021
94% of the attendees are coming for CITIUS
Creating weekly recruitment goals for SU’s and interviews
Keep better track and have a dashboard constantly updated
On board NSTs responsible for recruitment earlier
Give them more time to understand the campaign and a better timeline
Alumni engagement
# of SU’s for the event Alumni agenda
Elena Cervantes
JULY 2021
National VP Talent Management I spend my time on talent management
Elena Cervantes
Q1 21.22
National VP Talent Management
talent management
main learnings | Q1
1
Mkt and TM Synergy for Recruitment Start working in campaign creating spaces from the National team to the Local team for synergy from 2 months before
2
Keep Talent Review and Talent Planning Make it part of Recruitment process
3
Conference and Agenda Manager synergy To ensure that everything is being communicated on time to run conferences smoothly
Elena Cervantes
Q2 21.22
National VP Talent Management
talent management
1 2 3 4
main priorities
key metrics
CITIUS
NPS
On boarding
Retention Rate
Education Delivery
# of certifications
Alumni - Long lasting AIESEC
NPS
national office marketing & brand
I
social media analytics quarter 1 (compared to last year)
I
social media analytics quarter 1 (compared to last year)
I
mini-campaigns/engagements quarter 2
Q2 - Operations’ Attraction Campaign #ProudToBe on-going campaign with aiesec. Events
MARKETING w/ BOGDAN
GENERAL MKT Research & Understanding | External Communication Strategy | Program Messaging & Positioning
IMPROVE THE EST ACTIVITIES By the end of my term, all campaigns are implemented optimally and give bigger payout
ENABLE LCS TO PERFORM MKT ACTIVITIES By the end of my term, all LCs will have a good understanding of marketing and independency capacity wise
Bogdan Gabor
National VP BRAND&MKT
brand&mkt
Key Insights & Next Steps
Key Insights: Periodic posts instead of daily -
Boost =/= More reach
Next Steps: Keep up periodic posting & experiment with boosting
Bogdan Gabor
National VP BRAND&MKT
brand&mkt
Key Insights & Next Steps
Key Insights: We need more consistency -
More focus on campaign - more focus on the EST
-
Focus on target group
Next Steps: Keep up periodic posting & experiment with boosting Target group based content Analyze successful ads & posts
Q1 21.22
Bogdan Gabor
National VP BRAND&MKT
individual wins | Q1
“ key metrics
1
Got a better understanding of our market
2
Built a strong commission
#MKT Responsible / #LCs,
Supported LCs
#LC Visits, #Supporting activities
3
text
#reach, #engagements %conversions, Analytics
“
brand&mkt
2021 purpose
key success
-
Explosive growth mid-Q Sustained engagements
-
MKT Commission has advanced knowledge of the blue book
-
Attended Career Days fair at UCN, supported LCs in different challenging situations, supported commission whenever there was a lack of resources.
Q1 21.22
Bogdan Gabor
National VP BRAND&MKT
brand&mkt
What went well? | Why
1 2 3
Strong Commission
Almost each LC has an assigned Marketing Responsible.
Social Media Recovery
EST At the beginning, however, LCs started to be involved in our digital MKT.
Capacity Building
Each LC now has people that are trained in MKT.
Even better if.. | WHY
Better synergy
This is about local level, since some of the MKT responsibles are not part of their EBs, it is difficult to have a good overview on the LC MKT Reality
Active EST
The EST started with strong contest and then became inactive and unreachable, leaving only the LC Digital MKT on the field.
Local Workshops
So that the newest members as well as old members with incomplete knowledge of the @ brand can practice and learn
Bogdan Gabor
JULY 2021
National VP BRAND&MKT I spend my time on brand&mkt
Q1 21.22
Bogdan Gabor
National VP BRAND&MKT
brand&mkt
main learnings | Q1
1 2 3
-
EST Needs close monitoring and check-ups, independent ESTs are more likely to become inactive even after achieving.
-
Our content needs to be more consistent visual-wise, and we need to be more responsive to outside opportunities when it comes to Marketing (events etc.)
-
Should ASSIGN time for each area I’m supposed to work in instead of general working hours for more productivity.
Bogdan Gabor
SEPTEMBER 2021
National VP BRAND&MKT
brand&mkt
main priorities
1 2 3 4
-
Manage the ESTs more closely
-
Create a stricter guideline on the current campaigns for consistency
-
Create new JDs for ESTs to accommodate the current local needs of the community & Open early applications
-
LC Visits & Workshops
key metrics #EST Meetings Happening, #Synergies EST TL - MCVP Commission %Reach-%Engagement
#consistent posts
#EST Interns for Q3
#LC Visits & Workshops happening
ORGANIZATION DEVELOPMENT
w/ YOAN
ORGANISATIONAL DEVELOPMENT MODEL (ODM) CREATION Helping us to think strategically and give more data backed insights
iComms To breathe life into SoMe | To engage, educate and direct our membership | Have national RnR | Drive behaviours to support development (metrics from OD model)
ENTITY DEVELOPMENT As the name suggests, developing the entity. Supporting the LCs to grow in a healthy and deliberate way, and supporting MC to make sustainable and long term strategic decisions
Q1 21.22
Yoan Stoyanov
National VP Org. Development
key metrics
individual wins | Q1
1 2
SONA revamp
3
ODM design
Implementing OD text department in the EY.
14 ESTs recruited
-
#drafts/iterations #feedbacks received
%Adherence to ODM Roadmap
key success
-
Full EST structure Quality candidates selected
-
New design Better content Used in reporting in MCM
-
Tier system design Roadmap creation Mini EY OD education at FORTIUS
“
“
Org.Development
EST RCMT
2021 purpose
JULY Q1 21.22 2021
Yoan Stoyanov
National VP Org. Development
Org.Development
What went well? | Why
1 2 3
Even better if.. | WHY
OD sessions at NatCo
Short but informative
SONA history
Continue improving SONA reporting
SONA
Increasing in relevance
FORTIUS
Logistics with more prep / contingencies
iComms
More structure and regularity
FORTIUS
Feeling of the Plenary during and after
Yoan Stoyanov
JULY 2021
National VP Org. Development I spend my time on Org.Development
Q1 21.22
Yoan Stoyanov
National VP Org. Development
Org.Development
main learnings | Q1
1 2 3
-
Expect the unexpected. It is a time of change, a lot of which is planned or expected, such as AI refreshing products and descriptions. But there have been some unexpected and major organisational changes this year. So it is necessary to be flexible and open, ready to adapt as necessary.
-
Development of AiD Culture. It is interesting to observe the stark changes in the organisation over the past 3 years, in particular how it evolves with each EB term and now observing it with a somewhat external lens.
-
Choose your battles wisely. Prioritisation of main tasks or important or urgent ones. Learning to say no. It is neither necessary nor doable to do everything - pick a few key areas to work on and develop them.
Yoan Stoyanov
Q2 21.22
National VP Org. Development
Org.Development
main priorities
1 2 3 4
-
ODM
-
CITIUS 2021 | EB Summit/NorLDS 2022
-
OD reporting w/ SONA and ODM inputs
-
LC Coaching
key metrics
ODM drafts
Adherence to agenda
#reports #feedback implemented
#touchpoints w/ coachees #tracking tool for coaches
AIESEC in Aalborg Key Insights & Next Steps
Key Insights: Brave to open first local EwA team and initiative - Leadership Academy. A nice initiative which, albeit with a bit shaky start to the planning and some last minute structural changes, it produced a decent output and a high conversion rate of Leads-Applicants for MXP! -
There is a concern that the EB made things a bit intense on themselves with hosting FORTIUS, creating and running Leadership Academy, hosting LTS. Careful not to burnout, and take a small breather, final stretch left!
-
With the GV resumption over the horizon near March, the potential of a pivot from iGV to iGTe could be a promising and speedier solution - though some legal work needed to check about Danish Labour laws in teaching sector.
Next Steps: Lay foundations / start planning for Leadership Academy Spring 2022, and do so from now - if you are planning to run it. If left to the EBe then it will burn them out within the first month and the quality will suffer. -
Consider already what worked well, and what can be improved upon for the following iteration (don’t forget to consult with ECB chair as some changes may be required..).
AIESEC in Aarhus Key Insights & Next Steps
Key Insights: Aarhus has had a chaotic and unstable journey in recent years. It has, however, under Luciano’s leadership bounced back quickly moving from IG to OE status, with sights set on LC status by the end of the year - a target that is well within reach. -
The entrepreneurial and open minded approach in Aarhus is commendable, with the eagerness to try new things, new structures and implement global organisational changes, sometimes even ahead of intended schedule.
-
Although flexible in structure, Aarhus would benefit from some stability in structure, especially now as it takes on a supporting role for LC Horsens.
Next Steps: Ensure that breaks and breathers are taken. Resurrecting an LC or even two simultaneously is an intense situation to find oneself in. It will be important to breathe to avoid burnout. -
As mentioned above, to have a more stable structure with clearly defined structure and JDs. A lot of the EB and members are new and relatively inexperienced, so keep learning, trying, failing and ultimately getting better.
AIESEC in Copenhagen Key Insights & Next Steps
Key Insights: Copenhagen is the big LC with most departments and highest HR. In its first official post-merger year the LC has maintained this position, and the past quarter has been no different. -
Operationally there was a bit of a slow start in the first half of the term, but the efforts have paid off with an increase in results during the previous quarter, this will help ensure the LC financial sustainability for the coming year.
-
For a long time in Denmark, it was seen as superfluous to have members in TM and in MKT. Over the past two years Copenhagen has shown that in fact they are vital departments, and play an important role in LC working. MKT has since then been adopted by all other LCs, perhaps another GCP for others would be to have a small TM department.
Next Steps: With a large EB structure, the next steps would be connecting well with the newbies (and with the oldies) to create pipeline for the next generation. -
Crystalise the PD position’s priorities and strategies to ensure LC goal alignment.
AIESEC in Horsens Key Insights & Next Steps
Key Insights: Horsens has had a difficult year, with externally, Denmark foolishly closing international study lines, some changes with VIA campus, and internally, with a change of leadership. -
Despite this, there are some dedicated people left who are fighting to keep things going. Currently somewhat frozen with the HR allocated to Aarhus, the focus is on rebuilding fully Aarhus, before revisiting Horsens at a later time.
Next Steps: The next steps are largely the same as for Aarhus. To ensure there is a stable and clear structure within the Aarhus/Horsens entity, and to leverage also the functional knowledge of the Horsens people as they have some more experience. -
Another challenge for the combined LC is to reconcile the LC culture and identity, especially when it comes to working style or small culture and practices, not only the shout and roll call.
AIESEC in Odense Key Insights & Next Steps
Key Insights: Currently one of the stable LCs, with the highest number of realisations in operations and so it is financially secure as well. -
Culturally it is interesting to note that internally within the LC they have adopted the Danish flat hierarchy to a degree that titles are not used, though everyone knows who is who and what their job is. It will be interesting to see what longer term effect this will have on retention and pipeline - it could potentially be a practice that other LCs could borrow.
-
It’s great that now in semester 2 of the EB term, there is a department - MKT!
Next Steps: There is potential for more new sales to be done - both for operations, but also for further partnerships whether for event collaborations or sponsorship. -
LC SoMe creation with synergy with MCVP MKT.
-
Creation of RnR and engagement systems with use of newly created SoMe accounts.
MCP w/ TUDOR
GOVERNANCE & REPRESENTATION
LCPS MANAGEMENT -> PLENARY
MC TEAM MANAGEMENT GLOBAL REPRESENTATION GEN 22.23 ELECTION & TRANSITION
Q1 21.22
Tudor-Vasile Nae
Member Committee President
key success
individual wins | Q1 -
1
-
-
-
2 3
Budget / External Audit -
-
Kick off the DK reopening starting the MC term 1 month early
Unfold the Blindspot for Denmark
Throughout, purposeful people, passionate action, relevant presence.
“
“
president
External presence with different stakeholders
2021 purpose
-
After many years of being in AIESEC in Denmark, I finally have the opportunity to work with our BoF/ BoT and find out how we can work together for a better AiD and support the members. Upscale the collaboration with Too Good To Go with Gabriel
Co-organize the Peace Day 2021 with City Transformers, Master Peace and The Hague Center, to have a intergenerational dialogue and find out how we can be better and do better. Good collaboration Alex-Tudor to continue the good work in Finance and establish a way forward to start the External Audit. I have been reaching out to different Alumni, friend of a friend, connections of connection, to find a bookkeeper and 2 Audit Agency as the previous year auditor ( EY) decided to not provide us their services anymore. After 2 months of discuss and changes, the BoD 21.22 have been approving the budget of AIESEC in Denmark for the term 21.22, with important ways forward for the next generation of 22.23. Having the majority of the MC all around the world, shifting the timeline with 1 month, made it possible for everyone to have a smooth transition and start getting in the mode of working. Successfully Co-creating the first physical national conference, FORTIUS 2021, hosted by LC Aalborg, made it possible to reconnect with the members and of the organization, get to know each other in person, revamping the refreshed AIESEC Way, and pave the way for the next chapter of AIESEC in Denmark, Recruitment, and Operations. And lastly, #proudtobe #aiesecindenmark
JULY Q1 21.22 2021
Tudor-Vasile Nae
Member Committee President Even better if.. | WHY president
What went well? | Why
1 2
conferences
FORTIUS - found a relevant chair and deliver quality content Prep for CITIUS - having for the first time better delegate experience with beds, thanks to AIESEC in Odense Planning the NorLDS for Jan 2022
-
Physical touch points with different stakeholders
-
with DK reopened, having the opportunity to have in person meeting helped with bring and connecting the entity better
AIESEC in Horsens
VISA for MC to fully understand
MC synergies and experience
during the start of the MC term, our awareness regarding this LC was not sending a major red light. However, due to personal reasons, the LCPs decided to resign from the position which putted the organization on lots of new challenges. Thankfully, to EB Horsnes, and OE Aarhus,that have been very open to find solutions and ways forward on mitigating the risks during the past 5 months we have been trying to apply for visa for 3 MC members, and all of them failed due to the lack of understanding on how we can as AIESEC can benefit of the agreement with SIRI as well as that the initial plan of bringing people with volunteer visa was is not possible Unfortunately the fact that we do not meet physically is not the best for our synergizing, also the fast open up of Denmark and the Front Office to never been in DK situation had ups and down
Tudor-Vasile Nae
Q1 21.22
Member Committee President I spend my time on president
Tudor-Vasile Nae
Q1 21.22
Member Committee President
president
main learnings | Q1
1
-
"Be the change you want to see in the world"! These first three months as MCP gave me the opportunity to fully go for things I wanted to see happening by own "hands". Taking the time and meeting up with Birger (BoF chair) during August, gave me so much energy and showed me that my voice matters; I can have an opinion, and I can change and impact the people around me just by attending one meeting and making an effort!
-
Life is full of opportunities. During this quarter, I finally got to do something I wanted for AIESEC in Denmark. "Unfold the blindspot". After attending the IC 2021 and getting to see and hear the new AIESEC way refreshment, I said outloud in front of the TV, " fuck, in less than 3 weeks, I need to deliver the new AIESEC way to my people, but I don’t understand all these chanages, and I don’t have any place where to go and try it before FORTIUS". But with some magic power and lots of support from people, I managed to deliver one of the most important sessions to AIESEC in Denmark of which I can say I am very proud of. I am happy that I found my way in AIESEC once again by delivering the AIESEC way to my people, with a positive attitude.
-
#proudtobe - finally after so many years, people are using these words, posting on social media, and talking about their AIESEC in Denmark experience with pride. Over the past few years, it seemed like members were afraid of sharing their experience because it was an unpaid, professional job; which supposedly makes it less worthy? But, as long as you are at peace with yourself, happy, and feel appreciated, challenged and develop leadership--what people and society says, is just white noise.
2 3
Tudor-Vasile Nae
Q2 21.22
Member Committee President
president
main priorities
1 2 3 4
key metrics 100% LCPs in all LCs MCP 22.23 candidates
-
LCP 22.23 | MCP 22.23 application
-
Revamp Alumni of AIESEC in Denmark to get something out of their network
-
Operation standards + sales leads
"The book of operation" BD Q2 78% goal achievement
-
Replanning mapping out for December
tools preparation for MC replanning transition tool + planning for LCs by TM +OD
1 event
quarter two priorities and battles
I
Objective #1: HR sustainability | Increase membership engagement in their FA
Objective #2: Establishing and Developing External Partnerships
Why do we want to achieve this objective? Our members enjoy the experience that they have in the organisation and therefore choose to stay. We have the right systems in place to be able to facilitate and enable their experience.
Why do we want to achieve this objective? We want the LCs to be able to diversify their revenue streams and core activities to enable leadership development under the current context. .
Goals for Quarter 2 1. 2.
# EB positions fulfillment downscale NEC % of members certificates
Objective #3: Change the direction
Why do we want to achieve this objective? We need to ensure that (1) boost ewa | bd on the local level(2) change to a data-based mindset (3) build system of operation improvement
Goals for Quarter 2 1. 2.
# of partners sign up for conferences ( CITIUS, NorLDS, NPM, Y2B) # of leads for iGTa (B2B marketing, sales navigator, alumni, etc.)
Goals for Quarter 2 1.
Refreshing the LCs tools for 22.23 gen
IMPORTANT LINKS
MC Team Dash
bit.ly/MC-GRIT-dashboard
MC Instagram
instagram.com/mc.denmark/
AIESEC in Denmark Calendar
bit.ly/EntityCalendar
Knowledge Hub (coming soon)
bit.ly/AiD_knowledge_hub
Denmark MCVPs JDs
bit.ly/mcvp2122-jd