MC GRIT Q3 Review 21.22 (January, February, March ) by MC Denmark

MC 2122 q3 review output presentation

MC GRIT 2122 Q3 review

JANUARY | FEBRUARY | MARCH

bit.ly/mcgrit-report-q3

bottomline updates | goals & projects

national ofﬁce | updates

individual | updates

network | updates

quarter four | 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

OUR LEGACY

WE ARE CREATING THE FIRST PHYSICAL Youth to Business FORUM 2022, SINCE 2014

quarter three priorities and battles

MC GRIT STRATEGIC OBJECTIVES Q3

#1 - HR sustainability Increase membership engagement in their FA #proudtobeAIESECinDenmark

# 1 TL per / FA(OPS,BD,MKT) / LC 80% of position TL fulﬁlled # newbies number TBA

#2 -Establishing and Developing External Partnerships Money for the sustainability of organization/partnerships #parternships

# 3 signed contracts / per LC # 240 delegates Y2B 66,5K proﬁt for Y2B

#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

# LCs in Cluster 1 od report / newsletter / od visit # coach visits # OPS/BD visits

bottomline goals and projects

MC GRIT STRATEGIC OBJECTIVES

#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

#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.

#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

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

MC Focus for 21.22 Live (Q3)

FOCUS

OPERATIONS

iGTa

oGTa

EwA

iGV

oGV

Sustainable Metrics

Entity Performance

Partnership Metrics

PvA(Q3)

PvA(CS)

PvA(Q3,2,1)

19 | 19

442,500.00 kr. 209,299.16 kr

99 | 114

(just MC revenue)

# ideal number of members

# ELD realisations

kr Revenue Signed

3|1

100 | (tba)

16 | 6

# MoCR

# Delegates (Y2B)

# BD Partners

national ofﬁce ﬁnance & legal

MC budget 21.22 January - March 2022 Budget of AIESEC IN DENMARK

Budget Q3

Actual Q3

difference %

Total Revenue

314.000 DKK

150.000 DKK

-52%

LC Exchange Share Revenue

70.750 DKK

67.200 DKK

-5%

MC iGTa Revenue

141.000 DKK

57.750 DKK

-59%

Salary Costs

199.500 DKK

200.600 DKK

0,5%

Overhead Ofﬁce Costs

7.934 DKK

19.500 DKK

Comments Revenues are lower due to not achieved sales targets

partner receivables as of 31/03/2022 December

0-45 days

62.500 DKK

45-90 days

0 DKK

Comments

Big accounts seem to delay payments of our invoices, need expectation settings

90+ days

79.750 DKK

3 iGTa partners still haven’t paid their obligations, managed to collect 21k from one of them

Total

142.250 DKK

+7% since Q2 (132k)

LC receivables as of 31/03/2021

September 0-45 days

11.700 DKK

45-90 days

0 DKK

90+ days

46.000 DKK

Total

57.700 DKK

Comments

LCs still struggle with revenue streams and thus delays in payments due to insufficient funds

+15% since Q2 (49k)

national ofﬁce entity control board

Q3 21.22

Morgana Patrocinio Costa ECB Chair 21.22

Key Insights & Next Steps

ecb

Key Insights: -

New LCVPs are very involved in audit

Reduction on audit ﬁnes volume

AI-ICB-ECB Communication remains a struggle

Next Steps: -

Organize time and agenda for the next quarter

Prepare for successor/membership selection!

Q3 21.22

Morgana Patrocinio Costa ECB Chair 21.22

individual wins | Q3

“

I wish people did more memes about ECB in Denmark #sad

key metrics

GV completely Resumed

Not being freezed by ICB

Not frozen

Reduction of ﬁnes invoiced

%reduction of debt invoiced

iGV resumed oGV resumed

“

ecb

key success

Organizing all materials and alignment with MCVP Operations

Being annoying during audits Delivering all documents on time

Audit education and consultancies with LCs <3

Q2 21.22

Morgana Patrocinio Costa ECB Chair 21.22

ecb

Even better if.. | WHY

What went well? | Why

1 2

GV resumption

ICB AUDIT

WE CAN FINALLY

We got cookies from ICB again!!!! #Ilovecookies

GC Opportunities were audited

Again problems with Global Partners that can lead to EP being detractor

Educational Cycle running

Had more people doing the forms

0 violations were found

We did not have a month free of violations so far :(

Morgana Patrocinio Costa

Q3 21.22

ECB Chair 21.22

I spend my time on ecb

Morgana Patrocinio Costa

Q3 21.22

ECB Chair 21.22

Warning Points Distribution ecb

Morgana Patrocinio Costa

Q3 21.22

ECB Chair 21.22

Warning Points Distribution ecb

Morgana Patrocinio Costa ECB Chair 21.22

ecb

main learnings | Q3

Communication with AI/GC is very hard -> make sure you are clear and set deadlines

Preparation is key to sucess

Templates needs to be revamped

Q3 21.22

Morgana Patrocinio Costa

Q3 21.22

ECB Chair 21.22

ecb

main priorities

1 2 3

Education of new EB

Membership/Branding insertion on Audit System

Successor Application

key metrics # of consultancies given % of areas covered % of EBs/Members attending touchpoints

Draft creation Legislation of draft

Having members/successor! <3

individual plan output presentation

FINANCE w/ALEX

FINANCE ELEVATION Automate ﬁnance processes through help of external bookkeepers and new platforms

FINANCE STANDARDS IMPLEMENTATION Working with the commission to adapt new ﬁnance standards

STRATEGIC FUNDING | REVENUE SOURCING EST responsible to develop a framework for funding options for LCs and MC | Applying for at least 1 fund

Q3 21.22

Alex Perunov National VP Finance

individual wins | Q3

“

Finance text Stabilisation

key metrics

External Audit Annual Report ﬁnalised

Back-Off Meeting

Done

EB Summit & ALTIUS

# sessions delivered

Report completed

“

ﬁnance

2021 purpose

key success

Finally being able to complete the 20.21 report

First ever Back Ofﬁce and BD Summit carried out in the middle of March

Wonderful experience to be able to be part of which I believe greatly contributed to new EB preparation for the term

Q3 21.22

Alex Perunov National VP Finance

ﬁnance

Even better if.. | WHY

What went well? | Why

1 2 3

New FIN commission onboarding

Debrief with External Auditors

Back Ofﬁce Synergy

Dedication and motivation from new VPs made it possible perform

Kreston CM understand results and next steps

helped report outline

Being able to increase interdepartmental collaboration

Having a full elected FIN Commission

Not all LCs have a ﬁnance responsible with only one position which requires careful commission management

The entity had sustainable revenue sources

MC and LCs do not generate enough revenue to stay sustainable in the long-run

Partners paid on time

Some partners have difﬁculties paying on time which affects our cashﬂow

Alex Perunov

Q3 21.22

National VP Finance

I spend my time on ﬁnance

Q3 21.22

Alex Perunov National VP Finance

ﬁnance

main learnings | Q3

1 2 3

Putting effort into team building pays off

Communication with BoF brings great insights, it is useful to capitalise on their experience

Sometimes the hard decision is the right one, even if we’re scared to make it

Alex Perunov

Q4 21.22

National VP Finance

ﬁnance

main priorities | Q4

1 2 3

Finalise new design for Annual External Audit Report

Aarhus FIN Support

Preparation for External Audit - Bookkeeping

key metrics # touchpoints with Kreston CM Annual report design done

# Touchpoints

FIN FAM

OPERATIONS w/ LINA

GV development in LCs Develop operations in LCs for GV as a new type of revenue for EY. KPI at least 2 LCs run oGV and iGV

iXP boost For impact in A2025 and show to our members core of the organization we can boost iXP campaign as a part of RnR system. KPI - #iXP APR

Quality iGTa OPs Support LCs in managing new type of structure with Ops and BD in LCs, show them how we should make selection and alignment with our partners for faster and quality selection. KPI - process time op->apr

Q3 21.22

Angelina Vaikhel National VP Operations

Key Insights & Next Steps operations

Key Insights: Need to have FA visits together with BD before EB terms but after their planning for support strategies alignment

iGTa funnel iGTa

Conversio Program n Goal

Opens

Applicants

10%

200

Accepted

90%

Approvals

Jan

Q2 achieved Planne Achieve d d

188

186

70%

Realised

70%

Finished

100%

Complete

Feb %PA

Plan ned

2 664%

Achieve d

March %PA

2 100%

Achieve d

122

1.6% 50%

%PA

2 100%

4 200%

0.0%

Planned

We see 0% CR Fin->Co for iGTa EPs. Problem with oGX and EPs who ignore notiﬁcations about survey.

Next Steps: FA visits with BD Analysis of reasons EPs aren’t transferring to Co IR alignment with EU EYs and AiD LCs for faster process time Change MC and LC iGTa timeline during MC22.23 planning

Q3 21.22

Angelina Vaikhel National VP Operations

Key Insights & Next Steps

operations

iGV funnel iGV Opens (OPPs)

Jan Q3 Convers Program achieve Planne Achieve ion Goal d d d 0

Feb

March

Planne Achiev d ed

%PA

Planne Achiev d ed

%PA

Applicants

Accepted

Approvals

Realised

Finished

Complete

Next Steps: FA visits with BD Open projects in Aalborg in April/May IR alignment with EU EYs and Aalborg Create a new project with Copenhagen

Q3 21.22

Angelina Vaikhel National VP Operations

Key Insights & Next Steps

operations

oGTa funnel oGTa

Conversio Program n Goal

Q3 achieve d

Jan

Feb

Planne Achieved d

Opens

30%

Applicants

30%

Accepted

80%

Approvals

100%

Realised

50%

Finished

100%

Complete

%PA

12 1200%

Plann Achieve ed d

March %PA

Planned

Achieve d

12 400%

1 100%

100%

2 200%

%PA

19 475% 0%

Next Steps: FA visits with Mkt Align LCs and MC strategies in oGTa Plan timeline with Mkt for having partnerships with Universities for oGTa

Q3 21.22

Angelina Vaikhel National VP Operations

Key Insights & Next Steps

operations

oGV funnel Jan

Feb

March

Planned

Achieve d

Planned

Achieve d

Finished

Complete

Conversio Program n Goal

Q3 achieve d

Opens (SU)

Applicants

Accepted

Approvals

Realised

oGV

Planne Achieved d

%PA

Next Steps: FA visits with Mkt Align LCs and MC strategies IR alignment with AM and Europe EYs for summer peak Start promotion in AiD social channels (IG, FB)

Q3 21.22

Angelina Vaikhel National VP Operations

operations

What went well? | Why

1 2 3

Even better if.. | WHY

Communication with LCs

I see so high engagement level from LCs and how do they want to have more responsibilities and try new roles

New Opens in iGTa

Because Ops can’t have result without new Opens on EXPa, and I think iCX Ops want to improve their HR skills via selection process for partners

ECB Audit

We decrease WP after monthly Audit reviews, and now we are changing Audit system for iCX Ops EPs

Higher CR OP->APL in oGTa

Because we have so low CR from SU to APL in oGX and it effects on our results in oGX in general

Open iGV projects on EXPA

Because now we are out of Europe Region timeline. We have contracts with RE dates in Aug and usually for AUg Europe EYs make approvals in March/1st part of April

National operations

We have approvals and realizations with National Partners, we invited EPs for ALTIUS

Angelina Vaikhel

Q3 21.22

National VP Operations

I spend my time on operations

Angelina Vaikhel

Q3 21.22

National VP Operations

operations

main learnings | Q3

1 2 3

FA visits should happened after MC re-planning and before new EB term. FA visits should be together with main synergies for supporting LCs align everything with MC and between LC VPs

EST elections should happened in Dec and Jan after understanding next semester planning, vital to invite EST to Denmark for conferences, g2k Commission, and social time

iXP RnR system should work permanent, not just for summer/winter peak. We should spend summer for ﬁnding touchpoint with University for oGX partnerships

Q3 21.22

Angelina Vaikhel National VP Operations

individual wins | Q3

ELD Results

“

Build basic processes in Ops

key metrics

key success

We start to make operations after COVID and see products’ development in LCs and MC. LC VPs engage a lot in processes of department more

EST took part in Conference and integrate in AIESEC in Denmark For Gabriela it’s easier now to understand processes and mindset of AIESEC in Denmark

#APR #RE

EST engagement

ALTIUS & Chair experience

#NPS Conference & LTS

“

operations

2021 purpose

Good reviews for content part 95% of sessions were ready at least 24 hours before delivering

Angelina Vaikhel

Q4 21.22

National VP Operations

operations

main priorities

1 2 3 4

key metrics

Open iGV projects in Aalborg and Copenhagen

#OP #APR

Planning for MC 22.23

Ready: timeline, EST structure, MC VP JD, strategy with focuses and numbers, IR, synergies alignment

Local and National Operations

#APR #RE

iXP RnR boost

#@ers go on exchange this summer

national ofﬁce business development

BUSINESS DEVELOPMENT w/ GABRIEL

Delivering the first physical Y2B in a long time Running the first physical Youth to Business in the past 6 years. The end goal is try to pilot the first EwA initiative fully compliant to the EwA principles & diversify our revenue stream.

BD Commission CULTURE & education boosting Now that we have a validated framework for B2B Sales and a playbook containing pretty much everything you need to know for sales in Denmark. The idea is to downscale and educate the BD commission on how to do BD locally.

Digitizing our processes Digitalising our attraction and most of our sales processes

Q3 21.22

Gabriel Costa National VP BD

Key Insights & Next Steps

business development

Key Insights: -

Next Steps:

It is really hard to balance out all the responsibilities that I am currently holding as MCVP BD: Account Management, Sales, Event Management, B2B Marketing, Platform Management, Commission Management & Coaching. Potentially to ensure a greater sales capacity on a national level and a better support on a local level it is worth to have one additional pair of hands doing BD.

Continue to optimize Google Ads campaigns

Delivering Youth to Business & ensuring a good account management with the partnering companies

Follow-up on warm leads from the past months

Considering how things have been done before, and how the sales processes & framework has evolved, it's needed for me to focus a lot on creating a better education plan. As the complexity of our processes has increased suddenly and it is harder for everyone to fully understand & implement it.

BD network education & SOP creation

To create a BD/Sales culture in AIESEC in Denmark

Continue to improve the tracking system of our website (Google Tag Manager/Google Analytics); this is a long-run investment as when we start increasing the trafﬁc in the website, we'll be able to analyze data properly & take decisions out of it.

One of the main problems we faced with Sales during semester 1 was lack of a system to create accountability for the sales reps. In the Q3 we have evolved that with a central sheet & dashboard in our CRM, but there's still a lot of space for optimization in that matter, especially how the data is displayed.

Q3 21.22

Gabriel Costa National VP BD

individual wins | Q3

“

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

key success -

Migration of consideration pipeline from podio to hubspot

#Tickets Created #Tickets Associated

Setting-up Google Ads & tracking codes through GTM for our B2B website

#Users #AdsClicks #AdsCTR

BD functional summit

#Attendees

“

business development

2021 purpose

Creating & organizing our intern journey in the ticket pipeline on hubspot Creating & organizing the properties on hubspot for the exchange participant management, so we have all relevant information stored and easy to be audited. Communicating with operations & ECB to start onboarding the delegates. With the help of Lise (VPMKT from Aarhus) we set up two campaigns on google ads for membership recruitment & iGTa attraction, both in Danish & English. There're still optimizations to be done, but we have already started to get more users in our website. Used Google Tag Manager to track relevant events for Google Ads & Google Analytics

Ran the ﬁrst BD functional area summit, in which we had almost 9 hours of relevant content for business development VPs.

Q3 21.22

Gabriel Costa National VP BD

business development

What went well? | Why

1 2 3

Business Development Commission Management

Although it's been only 3 months, we have already created a lot useful resources for VP BDs.

Hubspot Administration

We started to get more users on hubspot after the creation of BD commission, and so far I have already got some feedbacks & implemented the necessary changes to improve the sales rep xp using hubspot

Commission Creation & Onboarding

Considering it's a brand new commission literally 2 months old, I think we are doing pretty good in terms of knowledge.

Even better if.. | WHY If all Business Development teams locally were already performing

Since, it's a new thing for AiD, the learning curve is progressing slowly, and therefore we haven't managed to get all teams to start performing yet.

If there was a better education plan for hubspot usage

Again, with the actual creation of a sales playbook, there're many things that can be used on hubspot to facilitate sales reps following the playbook, but some of these features are still unknown for them.

There were more touchpoints with BD members as well.

I guess having all the BD members together and having great content accessible to everyone would boost membership engagement & performance

Gabriel Costa

Q3 2021

National VP BD

I spend my time on business development

Q3 21.22

Gabriel Costa National VP BD

business development

main learnings | Q3

"The main thing is to keep the main thing the main thing" - I guess one of my personal learnings during this quarter was that sometimes you just have to prioritize what has to be done and not what you want to do, because it is much easier to come up with a lot of strategies and actions that are likely not important than to prioritize what really matters.

It is a thin line between oversimpliﬁed things and over complicated things. But it is important to ﬁnd the balance. It goes for everything, processes, strategies, goals, vision, etc!

Expectation Setting with your stakeholders is fundamental. If you do not have it outlined, it is very simple for you to get the other party frustrated when something unexpected happens.

Gabriel Costa

Q4 21.22

National VP BD

business development

main priorities

1 2 3 4

key metrics

Platform Management Optimization

#Active Users #MoS achieved from each platform

Commission Management Education & Culture

#LCs achieving their goals

Youth to Business account management & event success rate

Pipeline creation/ Follow Ups on prospects from the past months

#NPS #Attendees #Partners #Proﬁt

#opens

TALENT MANAGEMENT w/ ELENA

Purposeful Recruitment Plan of membership role promotion & Recruitment

Conference Management Deﬁne project timelines and structures

@Dk Hub Rnr culture, ensure a learning environment and culture

Elena Cervantes

National VP Talent Management

talent management

Retention Rate

Plan

Achieved

55 %

71.4 %

LPS

8.5

8.6

Short term

Advanced

Realizations

100

114

Key Insights: -

Growth of 31.5 % in EB members in comparison to the previous term

72 % of the exits were EB members that became alumni

10% of growth in membership

Next Steps: -

Nurture and promote National education cycle Downscale NEC through LEC Strengthening alumni network, social media and LC events, strong LC alumni network to make national

Q3 21.22

Elena Cervantes talent management

“

2022 2021 purpose

Create Connecting a stronger withmembership the entity

individual wins | Q3

key metrics

key success

Onboarding

% RR % OB

RR: 91.6 % OB: 80.8 %

ALTIUS

NPS

ALTIUS NPS: 9.6 Delegates: 105

Short and Long term Realizations

Positions ﬁlled

25 EB 22.23 /21 EB 21.22 OC Y2B: 5/5

“

National VP Talent Management

Q3 21.22

Elena Cervantes

National VP Talent Management

talent management

What went well? | Why

1 2 3

Even better if.. | WHY

Have teams being on-boarded at the same time

Recruitment

75% of the LCs achieved their goal

All LCs achieve rcr goal

ALTIUS 2022

High attendance of newbies

Proﬁtable

Start ﬁnding potential partners and sponsors for fortius

#Proudtopromote

We can work to get all the sign ups we need

Y2B

OC Team with people from all LCs

Elena Cervantes

Q3 2021

National VP Talent Management I spend my time on talent management

Elena Cervantes

Q3 21.22

National VP Talent Management

talent management

main learnings | Q3

Plan conferences at least 3 months in advance, have an OC team selected. Outsource OC to Alumni interested

Y2B is a project for the entity, we all need to work and collaborate to make it awesome

Purposeful recruitment, next step is recruitment for speciﬁc areas

Elena Cervantes

Q4 21.22

National VP Talent Management

talent management

main priorities

key metrics

1 2 3

Y2B

NPS

Rewards and Recognition

P/A

Education Delivery

P/A

Transition

national ofﬁce marketing & brand

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 Social Media Improvements

Bogdan Gabor

National VP BRAND&MKT Social Media Improvements

Content quantity

Content quality

Organic Reach

Paid Reach

Bogdan Gabor

National VP BRAND&MKT Social Media Improvements

Key Insights & Next Steps

Key Insights: Social Media increase in reach & engagement -

Most reach is organic, while other posts are inﬂuenced by sharings, paid reach coming in 3rd.

#proudtobe campaign for recruitment has concluded successfully.

The page is becoming increasingly consistent

Our reached group matches closely with our customer persona

Next Steps: Recruit a temporary EST Maintenance team or assign the task of maintaining the AiD Facebook & Instagram pages to LCVPs MKT. Keep researching our target group and improving our customer persona Standardize the use of templates for consistent posting Give incentives and get the whole entity to share our content

Q3 21.22

Bogdan Gabor

National VP BRAND&MKT

individual wins | Q3

1 2 3

Full-Time EST onboarding and tracking was a success - growth on all SoMe and better conversions

Created the AiD Blue Book & Templates - To be ofﬁcially released

“

text

key metrics

#reach %reach-engagement

%Template/Post Type %LCVPs On-Boarded %LCPs Onboarded

key success

Proper posting strategies and more relevant & consistent content was present throughout our SoMe

Both the BoD and the LCVPs MKT have been on-boarded and included in the creation process of the brand guide. Blue Book folder about to be put in place and shared Templates created for most post types

Strong education on MKT & OGX Space at ALTIUS

“

brand&mkt

2021 purpose

Ensured that the OGX and MKT members throughout the entity share a common goal, work together and understand each other’s functional area to ensure operational performance throughout the next semester & term.

Q3 Q1 21.22

Bogdan Gabor

National VP BRAND&MKT

brand&mkt

What went well? | Why

1 2

LC Collaboration

Quantity / Quality balance

Each LC was open to collaborating with MCVP MKT in order to stay brand aligned and start building a brand presence.

Our content is more balanced in quality / quantity

Even better if.. | WHY

More content (+1 Graphic Designer)

We had good content in good quantity, but with one more graphic designer in the EST team to half the individual workload, we can improve in both more

Plan RCTM more in advance

The recruitment, while planned in due time, could be planned more in advance (months) to ensure proper MKT research and customer persona creation

Commission Workshops

While there have been LC visits and I have collaborated with both VPs, TLs and Members on education, there has been less of a focus on commission capacity building in the past 3 months.

Bogdan Gabor

JULY Q3 21.22 2021

National VP BRAND&MKT I spend my time on brand&mkt

Q3 Q1 21.22

Bogdan Gabor

National VP BRAND&MKT

brand&mkt

main learnings | Q3

1 2 3

EST Internships work like a charm

We CAN perform like we once used to, AND deliver a good experience at the same time to our members - we just need to work SMART

MOGX Synergies need to improve across the whole entity (where it is relevant), including MC

Q3 21.22

Bogdan Gabor

National VP BRAND&MKT

brand&mkt

main priorities

1 2 3 4

key metrics

Create the drive with the templates and brand guide

Start early transition with MKT Successor due to MCPe workload getting heavier in April, May & June

%reach & engagements growth GvA SUs for RCTM GvA SUs for ELD

Increase focus on commission now that SoMe is in a better state - have the commission maintain the pages before the next MCVP takes over with a new EST.

#Sessions within commission #LCs with 100% completed transition

LC Visits & Workshops

#LC Visits & Workshops happening

ORGANISATION DEVELOPMENT

w/ YOAN

ORGANISATIONAL DEVELOPMENT MODEL (ODM) Finalisation Finalising the tool and features. Keeping metrics relevant.

OD reporting Helping us to think strategically and give more data backed insights.

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

Q3 21.22

Yoan Stoyanov

National VP Org. Development

key metrics

individual wins | Q3

2 3

%Adherence to ODM Roadmap

ODM development

Mindpool Partnership

NatCo sessions

Implementing OD text department in the EY.

Mindpool Surveys Insights received Survey Responses

MCP 22.23 elected Mindpool Collab at 2 NatCo # Sessions delivered

“

Org.Development

21.22 2021 purpose

key success

ODM implementation Tier System implementation Fixing formulae errors

Created year-long partnership to develop our data-orientation External/less biased data review of state of entity

MCP Election was successful New Partner took part in 2 conferences

JULY Q3 21.22 2021

Yoan Stoyanov

National VP Org. Development

Org.Development

What went well? | Why

1 2 3

ODM

MC 22.23 Pipeline

ALTIUS

Now implemented!

-MCP 22.23 Elected -Majority of the applicants in R1 and R2

-Best Fun Team -TL Simulation -New currency from TL Simulation

Even better if.. | WHY

Team Synergy

Could be a bit more regular, though it hasn’t been needed until ODM was ready

ODM Data Collection

Not yet a streamlined process for all departments

LC Coaching

Tracker tool for next gen to be able to reference history

Yoan Stoyanov

Q3 21.22

National VP Org. Development I spend my time on Org.Development

Q3 21.22

Yoan Stoyanov

National VP Org. Development

Org.Development

main learnings | Q3

1 2 3

We need to be loud. We are a youth organisation. If we want to see change, we cannot just passively sit by crying that nothing is happening. We must act, and we must act before while we have the chance to make a difference.

When it matters “non-partisan” doesn’t look to be effectively any different to being “non-political.”

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

Q3 21.22

National VP Org. Development

Org.Development

main priorities | Q4

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ODM

MC Transition

OD reporting w/ SONA and ODM inputs

LC Coaching

key metrics ODM data collection Benchmarks created

%fulﬁllment of transition tool

#reports #feedback implemented

#touchpoints w/ coachees #tracking tool for coaches

local committees evaluation

AIESEC in Aalborg Key Insights & Next Steps

Key Insights: iGV is slowly waking up after globally napping for around 2 years. The ﬁrst opens to arrive soon with hope for realisations in the autumn! -

Whilst the EB pipeline was great, the membership recruitment was not so successful. There are some gaps in HR in some departments. There is a current ongoing recruitment to ﬁll those vacancies.

Next Steps: The LC structure is quite different to previous years, as well the EB capacity is somewhat temporarily limited in some areas. Suggestion to have more frequent synergies between departments to ensure alignment of timeline, resources and lines of communication. -

Due to a different approach Leadership Academy was not so successful on this iteration. I would suggest that the learnings from this edition are considered, and some notes taken for the upcoming autumnal one, on how it can be done more effectively - Don’t leave it until after summer to plan!

Consider giving AIESEC brochures to the university to put into the August welcome packs. DDL for such materials tends to be now in the spring (May or so).

AIESEC in Aarhus Key Insights & Next Steps

Key Insights: Aarhus has achieved LC status and kicked off 2022 as a Local Committee and as Full Member, something that they have managed to retain going into the EB 22.23 term! -

They are in a very healthy position currently, and with good capacity to be able to capitalise on their market.

Next Steps: Continue developing the LC Culture! A recent rebrand was a great start with the new logo and the shout. The LC is young, so think about the direction you wish to shape the culture of the coming EB term. -

Talk to Odense about diving the jurisdiction of LC Horsens, in terms of SUs for membership or exchange, as well as for companies that you can reach!

AIESEC in Copenhagen Key Insights & Next Steps

Key Insights: The big LC with the big market. Do not be afraid to dream big. The idea of the LC was once a big faraway dream. I dare you to dream big, because it is possible to achieve it! -

In terms of work that you can do - be it impact you can deliver or exchange numbers that you plan for. Go Big. It is not covid times anymore, it is possible to work on project and achieve great things again!

Next Steps: Be curious enough to ask questions, be bold enough to plan bigger, and be brave enough to follow through. -

You have a BoA. Use them, they are there to help you! Suggestion to aim for quarterly calls with them.

AIESEC in Odense Key Insights & Next Steps

Key Insights: Odense continues to be one of the more stable LCs. That said, stable doesn’t mean stale. The vibe and feeling of the LC feels different with this term, it is energised and reinvigorated. There has been a refreshment of the culture, leading to a great new shout, but also the engagement of the LC! This is a visible change that culminated in the winning of King Julian, for the first time since Autumn 2018! Next Steps: The LC is stable with no major fires to deal with - it is therefore a great time to consider what legacy you want to leave! Decide together, and make it specific and measurable! -

Consider developing further the TL capacity of the LC, to support the EB after the summer!

Projects team needs some more structure. If the ﬁnal overall project idea has been ﬁnalised, then we can work on creating the necessary outlines to get there!

MCP w/ TUDOR

GOVERNANCE & REPRESENTATION

LCPS MANAGEMENT -> PLENARY

MC TEAM MANAGEMENT GLOBAL REPRESENTATION GEN 22.23 ELECTION & TRANSITION

JULY Q3 21.22 2021

Tudor-Vasile Nae

Member Committee President Even better if.. | WHY president

What went well? | Why

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replanning

conference

LCs starting performing

I could say it was the highest of the term and the turning point in the MC team's feeling, working, jokes, and accountability. After seven months of fully online meetings and work, we had the opportunity to be all together in one room for ﬁve days with two days of traveling and work on improving the Entity and bringing out our legacy and place in history. We ﬁnally got to socialize and interact with each other, eat cooked meals from each other, and go through hard life moments with Gabriel unable to see. In the end, we choose to continue the legacy of #proudto..., and nonetheless, WE ARE CREATING THE FIRST PHYSICAL Y2B SINCE 2014

It set a very good mood in the plenary and received good feedback for the most part. We changed a concept including extra FACIs, high level of chairs and also better TL and member simulation, and nonetheless, better Gala's. after so long in COVID restriction - February 2022 - was the moment for new resolutions for the organization and society. At the beginning of offline recruitment, restrictions-free has brought lots of new feelings and questions on how AIESEC works. And what is AIESEC work? For the first time, we had an MC member present at each of the local training seminars for the recruits, which has brought a more realistic approach and feel between MC and LCs. Also, understanding that the new generation of AIESEC needs to adjust to the ways AIESEC works offline has put us to starch the timeline and how people learn and work.

New EB Planning tools to be more adjusted depending on each FA

Education plan for a new generation

a potential way to outcome some confusion, it would have been better to have the NEC plan and its implementation before the start of the Quarter. However, the new social changes, priorities, and multilateral goals brought moments of miss-alignment towards what should be done next.

Q3 21.22

Tudor-Vasile Nae

Member Committee President

key success

individual wins | Q3

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MCP 22.23 elected MC GRIT replanning

Ensuring ﬁnancial sustainability

ALTIUS 2022

Unfold the Blindspot for Denmark

Throughout, purposeful people, passionate action, relevant presence.

“

president

2021 purpose

The MCPe is extremely proactive, which makes the process easier and smoother. I believe that he already has a relatively clear picture of what is happening around. After so many months online, we ﬁnally had 7 days together to spent, during our replanning in end of January, which end it up with new legacy that we want to achieve, continue the #proudto… national campaign, and, starting the huge project Youth to Business 2022

Received the Annual Report for the term 20.21 Ensure MC salary liquidity from BoF for next quarter with Alex and Gabriel Payment of AI fees, RO fees to continue the full Global Membership

Continue to bring a non tradition AIESEC chair. Which end it up to be the glue of our end of term, in the last national conference for MC GRIT which have been hosted by LC Aalborg. Maintaining high quality content and delivery. And also, after many years, to bring back the EP Track for our current interns in Denmark.

Tudor-Vasile Nae

Q3 21.22

Member Committee President I spend my time on president

Tudor-Vasile Nae

Q3 21.22

Member Committee President

president

main learnings | Q3

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SALES is super fun. Using and learning about hubspot during the Q3 has been very interesting and eye opening for my personal development. However, SALES requires lot's of reliance and follow up.

The story continue with #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.

What I learned is that leadership is much more than leading teams, leadership is when you're self aware of your position, know that you can and want to do more, and be more, so you start acting upon it, leading yourself for a better version, inspiring everywhere you go. There's no better vision than developing leadership by creating value driven leaders throughout cross culture understanding. No matter where I'll land next, I'll strive for this as the change comes after you ﬁnish the AIESEC journey and go out in the world, acting upon your values and vision.

Tudor-Vasile Nae

Q4 21.22

Member Committee President

president

main priorities

1 2 3 4

key metrics

MCP 22.23 + MC 22.23 transition + preparation

weekly calls, timeline execution and last touches for the next MCP to be prepared for the start of the term

Y2B sales + account management + execution

#3 companies

BoD UNITATEM support

weekly calls, capacity building, 1o1, and visits

Annual reporting and closing

Plan out the timeline for annual report information and design #11 talks for closing the term

quarter 4 priorities and battles

MC GRIT STRATEGIC OBJECTIVES

#1 - HR sustainability Increase membership engagement in their FA #proudtobeAIESECinDenmark

#2 -Establishing and Developing External Partnerships Money for the sustainability of organization/partnerships #parternships

#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

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

MC GRIT STRATEGIC OBJECTIVES Q4

#1 - HR sustainability Increase membership engagement in their FA #proudtobeAIESECinDenmark

# 1 TL per / FA(OPS,BD,MKT) / LC 80% of position TL fulﬁlled %proudtopromote %LPS %NES

#2 -Establishing and Developing External Partnerships Money for the sustainability of organization/partnerships #parternships

# 7 signed contracts Y2B # 100 delegates Y2B +proﬁt for Y2B

#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

# LCs in Cluster 1 od report / newsletter / od visit # coach visits # OPS/BD visits

IMPORTANT LINKS

MC Team Dash

bit.ly/MC-GRIT-dashboard

MC Instagram

instagram.com/mc.denmark/

AIESEC in Denmark Calendar

bit.ly/aiesec-dk-calendar22

Knowledge Hub (coming soon)

https://humanresources48.wixsite.co m/knowledge-hub

Denmark MCVPs JDs

bit.ly/mcvp2122-jd