AIESEC in Sweden Annual Report 2018-2019 MC Morph
TABLE OF CONTENT 18.19 President’s foreword Our Essence Our Network ‣ Our presence ‣ The ABAS The Member Committee 18.19 AIESEC in Sweden and AIESEC 2020 Highlights of 18.19 ‣ Achievements ‣ Conferences and events Organizational Health ‣ Overall state ‣ Talent management ‣ Network management Finance and Legality ‣ Budget implementation ‣ F&L Projects Global Volunteer ‣ oGV - focus product ‣ iGV Global Talent ‣ iGT - focus product ‣ oGT Global Entrepreneur ‣ oGE Our Brand Partnership highlights ‣ Global partners ‣ National partners ‣ Local partners Structural change in 19.20 19.20 President’s message
4-5 6-7 8-9 10-11 12-13 14-17 18-21
22-23 24-25 26-27 28-29 30-31 32-33
34-35 36-37
The people of MC team of AIESEC in Sweden 18.19 came all their way from different parts of the world to Sweden for one mission and vision to make “Sustainable and growing LCs”. We believe the membership’s leadership capacity is the key to the success of AIESEC in Sweden. In our term, the top priority is to empower the plenary to realize multiple exchange experiences for young people from Sweden and outside Sweden. During the term, the team committed to the vision and made important decisions to continuously evolve the entity. We lived up to our team name “MC Morph”.
•
After LEAD Conference in 2018 until September 2018, the membership’s engagement was very low. Many members left the entity. If the trend had continued, the entity could have collapsed without any local member. MC Morph decided to organize a conference in October after the Fall recruitment to engage the new members at any price. Only a few members registered at first due to some negative experiences in the previous conferences. In the last week, we took action to sponsor the conference from a National Fund. 40% of the membership was present at the conference, and it became a success. Members were motivated and excited about their journey in AIESEC.
•
Following the global timeline, we elected LCEB from the new membership. There must be intense support from MC to help the LCEB perform. We recruited Local Growth Managers (LGMs) who were outgoing LCPs and LCVPs from other entities. The LGMs coached LCEB in LCs until they were capable to manage their LCs.
•
AIESEC in SSE was closed down in September when the EB resigned. MC Morph decided to open a new project team “Stockholm” to replace AIESEC in SSE. The MC team came to Stockholm University to promote and recruit 5 members.
•
We attempted to open a new AIESEC chapter in Linnaeus University with one initial member. However, our proposal to the Student Union was declined because the campus already had similar organizations to AIESEC.
•
As quarter 4 approached, MC Morph has learned the entity’s core issues and their root causes. With support from the Advisory Board of AIESEC in Sweden, we planned out possible solutions for the entity’s growth. In NPM June 2019, MC and LCs discussed the issues and designed a more suitable structure for the entity. We also had a clear action plan to implement in quarter 4 and in the term 19.20.
MC Morph’s term was full of trials. There were not only successful practices but also failures. From each, we learned and did better. We are grateful to have excellent local members from AIESEC in Gothenburg, Linköping, Lund, Uppsala, and Stockholm, the invaluable support from the ABAS, and regional and global networks. Without these people, we could not have made the term 18.19 meaningful. In this report, you will find the details about our term and have an overview of AIESEC in Sweden the year 2018-2019.
Tuan-Ngoc Nguyen (Angie) National President 2018-2019 AIESEC in Sweden
18.19 PRESIDENT’S FOREWORD
Let’s review the key milestones in 18.19 with MC Morph:
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PRESIDENT’S FOREWORD
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OUR ESSENCE
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AIESEC in Sweden is one of the founding entities of AIESEC with 71 years of experience in leadership development. This has been achieved by our accessibility to Swedish youth through our presence in the Swedish universities. Currently, we are physically present in: University of Gothenburg, Gothenburg School of Business, Linkรถping University, University of Lund, Stockholm School of Economics, Stockholm University and Uppsala University; and are digitally accessible from any parts of Sweden. The National office of AIESEC in Sweden is located at Tegelviksgatan 40, 116 41 Stockholm.
OUR NETWORK
Established in
1948 National office in
STOCKHOLM Uppsala Stockholm Gothenburg Lund
Physically present in
5 CITIES
Linkรถping !8
ADVISORY BOARD OF AIESEC IN SWEDEN AIESEC in Sweden has the great support of the Advisory Board of AIESEC in Sweden (ABAS) that consists of alumni from different times and entities of AIESEC. The MC team and the ABAS meets each term to get advice, support and reflections from their experiences. The current members of the ABAS in term 18.19 are:
Leo Colleen Chair of ABAS Founder & CEO at Lilla Ekonomibyrån Sverige AB MCP AIESEC in Sweden 08-09
Emma Gävert Global Head of Visual Merchandising Online at H&M MCP AIESEC in Sweden 05-06
Mari Teneberg Founder of SaMa Ledarutveckling MCP AIESEC in Sweden (1980s)
Enoch Marfo Group Financial Controller at Atlas Copco MCP AIESEC in Ghana 08-09
Rolf Schmachtenberg Data Privacy Program Manager at Husqvarna Group PAI 13-14
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THE MEMBER COMMITTEE 18.19
Cesar Ramirez
Gab Hollero
MCP
MCVP Business Development
MCVP Incoming Global Talent
THE DRIVERS
that shape our strategies
MORPH’S 1819 VISION
Angie Nguyen
Ivan V
MCVP F
Sustain grow
We create 3 experiences f make posilve and fo
Immersive Coaching
Operational Evolution
Membership & OD Model !10
Volov
Finance
Nilanka Sooriyampola
Osaze James
MCVP Outgoing Exchange
MCVP Talent Management & Organization Development
Wilson Lim MCVP Marketing
300+ meaningful for young people to changes for Sweden or the world
MISSION
nable and wing LCs
THE VALUES
that shape our actions
Entrepreneurial Sustainable Empathetic Open and proactive communication
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AIESEC IN SWEDEN and AIESEC 2020
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In term 18.19, AIESEC in Sweden have implemented the 4 foundational projects, including CX for Youth (oGV as the focus product), CX for Partners (iGT as the focus product), TM Process Implementation, and Finance Standards Evolution. In the first semester, we were selected and participated in the non-foundational project OD Process Implementation and contributed to the creation of OD Process. In the second semester, we were part of the non-foundational project Business Intelligence for Better Financial Decision Making.
ROADMAP 2018-2019
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92
75.61%
TM Process Implementation
81
91.67%
Realizations
Finance standards
IN NUMBERS
Approvals
Full-membership Global membership status
HIGHLIGHTS OF THE TERM 18.19
NPM
August IC Egypt 2018 July 2018
Recruitment
LCP, LCEB
Spring 2019
Elections 2018
SACO event November 2018
MC Replanning January 2019
MC Planning August 2018
ENGAGE Conference October 2018
Recruitment Autumn 2018
NPM
NPM
February 2019
June 2019
IMPACT NPM
December 2018
LEAD Conference January 2019
Conference March 2019
Global Village March 2019
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CONFERENCES BY AIESEC IN SWEDEN 18-19 NPM 23rd-25th August 2018 In August, we had the first NPM after the MC Planning with LCPs 2018 where we presented the new MC team and planned for the winter peak. 3 LCPs from Gothenburg, Linköping, Uppsala, and 1 proxy member from Lund attended the meeting.
ENGAGE Conference Karlstad 12th - 14th October 2018 28 delegates, mostly new members from the Fall Recruitment
Key achieved goals: ● Members understand that AIESEC brings impact through exchange ● Create in them a sense of urgency and ownership for the organization ● Give them the knowledge to achieve their goals
NPM 30th November 2nd December 2018 In November, the LCs elected LCPs of 2019. In December, we had the first NPM with the new LCP generation to transition and on board them with necessary knowledge for their role. 3 LCPs from Linköping, Lund, and Uppsala attended physically, and Gothenburg’s LCP was online. !15
CONFERENCES BY AIESEC IN SWEDEN 18-19 LEAD Conference Lund 17th - 19th January 2019 15 delegates, mostly LCEB 2018 and 2019 members who were going to end the term and expecting the new term.
HIGHLIGHTS OF THE TERM 18.19
Key achieved goals: ● EBs clearly wrote down plans and numerical goals across all functions for their term, and a focus on the first 6 months ● Me m b e r s a n d Te a m l e a d e r s understood clearly their roles on a daily, weekly, monthly basis to make exchange happen, and reach the goals of the LC. ● Members were fired up and understand the importance of summer peak, how to ensure that we deliver on every stage of the customer flow for summer to happen ● MCP Election was successful and we had an elected MCP for the term 19.20.
IMPACT Conference Skåne 29th - 31st March 2019 34 delegates, mostly new members from the Spring Recruitment
Key message: “Blaze The Trail, Brace For Impact”
Key achieved goals: ● Our Leadership: Developing our leadership skills to deliver the greatest Summer Peak in AiS. ● Our Force: Building talent capacity to deliver the greatest Summer Peak in AiS. ● Our Movement: New members understand that AIESEC brings impact through exchanges and every delegate has clear next steps on how to achieve their goals.
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IC Egypt 1st - 9th July 2018 In July 2019, MC 1819 gathered for the first time at IC Egypt. The team is diverse with all members from different backgrounds and cultures. During IC, we ● set the global goals for the term 18.19, ● participated in the planning of foundational & non-foundational projects, ● participated in the global legislative meeting, ● learned necessary knowledge and skills for the term, ● represented AIESEC in Sweden to the global network
Regional President Meeting Slovakia 22nd - 25th November 2018 In November, 2 elect LCPs from Gothenburg and Linköping and MCP came to RPM in Slovakia. The eLCPs were equipped with new knowledge to be ready for their LCP term.
AIESEC in SWEDEN in INTERNATIONAL CONFERENCES
EuroXpro Turkey 13th - 17th March 2019 | 11 delegates (LCEB) from AIESEC in Sweden including 4 LCPs, 6 LCVPs and 1 MCVP came to EuroXpro. They got new learning, partnered with other entities, felt motivated and ready for the summer peak.
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Reviewed OD model and Growth path We started the term with a keen focus on immersive coaching, this means that we came up with a framework to provide on ground support as is needed in our Local Committees. The aim of the coaching model was to continuously help us provide strategic guidance to the LCs to improve organizational health and performance. In the bid to improve the state and level which our LCs operate, we came up with an updated OD model. We got a couple of calls for the expansion of AIESEC to new cities, hence we decided to have a new model for the transition (upgrading and downgrading) of Project Teams, Official Expansions and Local Committees. Important updates includes that there is an extra step for a Project team (PT) to become an Official Expansion (OE), if an entity stays as LC in Alert after 12 months, they get downgraded to a OE status and have to go through the development plan of an OE. These changes were legislated into the compendium at ENGAGE 2018
Entity and Individual membership criteria
ORGANIZATIONAL HEALTH
Following the mandate from LEAD, we (MCVP TM&OD and LCPs) worked to review the individual membership criteria. The new criteria as reflected in the compendium gives relevant guidance on how we can profile our members according to their commitment, also importantly we clarified how active members can get their certificate of membership as proof of being members of AIESEC in Sweden. For the entity membership criteria, we ended the term with Gothenburg and Lund as Official expansion entities, SSE, Linkรถping and Uppsala as Members in Alert entities.
Other Organization Development updates In the second quarter of the term, we selected three CEEDers that we called Local growth managers. Having realised the challenges faced in the Local Committees and the need for onground support, we decided to recruit these CEEDers whose responsibility included activities to ensure Local committee development. The duration of the roles was from January 1st to July 31st. In the global OD indices, we ended the term with Product Development Index (PDI) of 0.281 and Health Development Index (HDI) of 0.8000. This simply means that in our Finance standards and Talent Management process implementation stands at 80%, and in our focus products (IGT,OGV and OGT) our index stands at 28.1%
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TALENT MANAGEMENT Foreword: The 18.19 term has been eventful in terms of our talent management, we started the term in a precarious situation with about 10 members in all LCs. By utilising our touchpoints in National and Local induction seminars, network management strategies and internal communication we improved the overall state of membership in the entity, and made a better state for the entity in the coming term
The image above is a screenshot from the global TM dashboard, it shows the state of AIESEC in Sweden in TM processes and compares it to the regional (Europe) state and global TM state. We ended the term with 75.61% implementation of the TM processes.
Recruitment:
● ●
Some pocket recruitment exercices took place in Stockholm and Lund outside the recruitment peak periods. Also note that the number of members (46) shown in the global entity dashboard screenshot isn’t !19 updated
TALENT MANAGEMENT
Personal Development Plan We had challenges with the PDP implementation, as this was the first term ever that the concept was introduced to the network, We had 45% of our membership implementing the personal development plan, and from the results we saw that all our members were achieving an average result of 30% - 49% of their goals.
ORGANIZATIONAL HEALTH
Member engagement survey The engagement surveys were taken quarterly and we had high response rates in each of the surveys, an average of
85%
of members constantly took the
surveys. We ended the term with a 46.15% passives, 34.61% promoters, and 19.20% detractors.
Report The Talent management scoreboard was used to gather all data regarding our membership. Link to scoreboard http:// bit.ly/SwedenTMscoreboard We ended the term with an 13.6% IXP rate of our membership
Engagement survey result
Detractors 19%
Promoters 35%
Passives 46% !20
Learning points • Data management is important for Talent management as most of the decisions taken have to be backed up by data. • LC EBs have strong opinions about how the LCs should be run, hence in case of any changes it is important to effectively understand how to effectively implement using a clear change management model (ADKAR)
What to improve: • Pay attention to the basics more than anything else, the team standards should be the main focus, as mastering the basics will definitely lead to growth in the entity. • Be more data savvy, the TM scoreboard can be improved upon to show real time, relevant data so that TM can really support operations with important insights.
NETWORK MANAGEMENT Semester 1: • The MC members served LC coaches in the first semester of the term. • The biggest point of our coaching came during the recruitment and on-boarding of new members as MCVPs were physically coaching the LCs for a period of 1 month. • Other coaching came via calls and functional visits.
Semester 2: • In the second semester, we had the Local Growth Managers, and they assumed the roles of LC coaching. • Physically present in the LCs, they were able to give close and real time support to the LCs. The LGMs were always present in the MC meetings, hence we had a close working relationship that helped us downscale our strategies and communicate our intentions.
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Financial context and overview The context of the term 18.19 wasn’t the easy one. We faced the decline in number of openings from Global Partners, and didn’t the grow Nalonal accounts, as well as didn’t fully reach our goals for Outgoing Products. To improve the financial situalon of MC, LCs and enlty as a whole, in term 18.19 we have introduced the new Nalonal Affilialon Fee model, new nalonal Audilng Model, Enlles in Debt Recovery Model, and conducted some cost-cusng measures. We also made several important investments, such as sponsoring Engage Conference and Local Growth
FINANCE AND LEGALITY
Managers project.
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Finance Standards implementadon In term 18.19 we achieved 86.14% of Finance Standards Implementalon. We made a big improvement in our processes, making them GDPR compliant: the Financial Process Index of AIESEC in Sweden is 94.93% However, we slll have a lot of space for growth in the sustainability part. But, thanks to restructuring of AIESEC in Sweden, launched in 18.19 and to be completed in 19.20, we believe, we made a great foundalon for achieving 100% in the following year.
F&L projects in 18.19 In 18.19 we were running 5 major Finance projects.
1. GDPR Compliance We revisited all the processes in the enlty and made them 100% compliant to General Data Proteclon Regulalon.
2. Na_onal Compendium update and 3. Local Compendiums alignment Both MC Teams and Nalonal Plenary were working together for the last month of 18.19 term to revise all the compendiums in the enlty, improve them and align with the new structure of AIESEC in Sweden.
4. External Funding MCVP Finance and ďŹ nance responsible from each LC were working together to ďŹ nd grants and fund, which could support the operalons of AIESEC in Sweden. By the end of 18.19 we have applicalons for several funding opportuniles in progress, and we hope that they will bring results in the term 19.20.
5. Skaaeverket Rules Compliance We have conducted research of tax rules and legal registralon of the enlles to be able to oplmize our legal structure and taxes in the future.
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IN NUMBERS
Outgoing Global Volunteer
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By going through an Outgoing Global Volunteer experience, Swedish youth were given an opportunity to contribute to the implementation of the Sustainable Development Goals (SDGs) by the United Nations. They take part in a volunteering experience of 6-8 weeks in a different country where they plan and implement activities for the said SDGs.
VOLUNTEERS SENT ABROAD
Within the term of 2018.2019, we were able to successfully send 16 young people to volunteering opportunities in 11 countries. We also approved 7 more young people who will volunteer within the next few months.
VOLUNTEERS APPROVED
11 Countries Impacted Argentina Greece Vietnam Thailand
Sri Lanka Turkey Brazil
4 Countries to be Impacted
Ghana Costa Rica Slovakia
India Morocco Colombia Indonesia
23 11 COUNTRIES IMPACTED
GLOBAL VOLUNTEER
Louise Shares Her Experience About Volunteering in Ghana Hi! My name is Louise, I’m a student from Sweden and I was lucky to go on an exchange with AIESEC Sweden to Ghana! This experience was amazing. I didn’t really know what to expect before going, but that didn’t maNer because upon arrival everything worked out in the way it was supposed to. I must admit that the best part about my exchange was all the amazing people I got to both live with, and meet, during my stay in Accra, Ghana. Friends for life, I hadn’t laughed that much in a long Ome. I had heard about AIESEC people being cool and all, but they way they all welcome the interns and went out of their ways to help me and make sure I was doing ok and having the best Ome possible is something I’m very grateful for. I made memories for life, got to eat some amazing food, and learned a lot about myself and the world that have helped me grow in a way I wouldn’t have without my Ghana experience. Medaase AIESEC Sweden and AIESEC Ghana!
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LC Performance The performance of the Local Committees were variating throughout the year. But LCs Lund and Linkรถping show a clear in performance.
Learning Points -
-
When creating partnerships, it is better to have LC level contacts since the scale of the partnerships are smaller. Unless the national performance of the partner country is closer to Sweden in performance. The synergy between Marketing and oGV is a key factor to better conversion rates. Conversion will be smoother if the attraction content has a clear call to action and supports the EP to go through the process.
Incoming Global Volunteer In September 2018, we partnered with AIESEC in Japan to start iGV product with 3 primary schools in Stockholm for SDG 4 Quality Education. CEEDers from AIESEC in Japan came to meet potential schools and open 6 opportunities from 3 schools in October. In December, we approved 2 volunteers for 2 schools to realize in February, 2019. The volunteers completed their experience in mid March and returned to Japan. AIESEC in Uppsala supported the delivery and received the exchange result. In May 2019, we reopened 6 more opportunities with 2 schools for August realizations and approved 3 volunteers in June.
IN NUMBERS
12 OPPORTUNITIES with 3 SCHOOLS
5 VOLUNTEERS APPROVED
2 VOLUNTEERS REALIZED
The partnership with AIESEC in Japan is a legacy for term 2019-2020 and potential to expand to another partnership in Global Talent with them. !25
IN NUMBERS
Outgoing Global Talent
4
There was very low performance from LCs when it comes to oGT. Most of the results which are menloned below, were driven organically to the point of Approval. We were only
INTERNS SENT ABROAD
focusing on promolng oGT during the 1st semester of the term 18.19
4 INTERNS APPROVED
4 COUNTRIES IMPACTED
GLOBAL TALENT
Incoming Global Talent
In the term 2018.19, several partners from the previous terms were retained, continuing to deliver Global Talent interns, including Mitigram, ICSS alaTest, Volvo Group Trucks, Giesecke & Devrient, and EasyPark. New partners brought it new opportunities to recruit international talent, namely Etac, Herobility, Ewals Cargo, Snow Software, twICEme, and Northvolt.
Hosting over 34 active interns 11 incoming interns 3 completed experiences
Hosting over 15 active interns 3 incoming interns 1 complete experiences
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IN NUMBERS
Commision Identity This year in iGT one of our aims was to make every member of the area feel ownership and pride. This is why during Engage 2018, the whole commission created their own identity: iGT Moose! The moose is one of the most well known animals of the Swedish wildlife, but it is also the deadliest. Overall, it is the best reflection of how relevant iGT is for Sweden, as an opportunity to contribute to the growth of companies in the country.
59 INTERNS APPROVED
57 INTERNS REALIZED
5
Get The Gold
INTERNS COMPLETED
Get The Gold is a national sales marathon to educate, incentivize and recognize the iGT sellers of AIESEC in Sweden. 10 webinars on sales topics were given by invited facis from the global network. Also, every weekly newsletter featured a ranking of the best sellers of the entity according to their performance on CRM.
Best iGT Seller During Lead 2019, Seline Van De Wouw was recognized as the best iGT seller of the 18.2 semester. Thanks to her efforts, Alfa Laval became a partner, opening 5 opportunities in 6 months and with possibilities to grow even more. Thanks Seline for your excellent work!
Learning Points Although there was an increase in the number of opened opportunities on the local and national level, it is very important to keep into consideration that approaching companies by only using the traditional channels such as cold calls and email is not enough. It is necessary to invest more efforts in other ways that could be more effective such as strategic partnerships with chambers, networking and a solid B2B marketing strategy. Moreover, there should be a strong focus on keeping education on sales and operations as a priority to increase talent capacity. Next year should bring a significant growth, especially considering the new partnerships that can be upscaled.
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Outgoing Global Entrepreneur There were only
2 exchanges
under Outgoing
Global Entrepreneur, each through LC Linköping and Project Team Stockholm, because it was not a focus product for the enlty. That was a small growth compared to the previous term 17.18 (1 exchange in oGE). The exchanges happened through organic means without any special promolon or assistance.
What’s next for 19.20 This product will be an experimental focus in the first half of 19.20 where we will create a promolonal campaign based on a sub product. We will be trying to measure the avraclveness of the product within the Swedish youth market. Depending on the outcome, we will plan on how to proceed with the product within 19.20 and also for 20.21 term.
Incoming Global Entrepreneur
GLOBAL ENTREPRENEUR
In this term 18.19, we stopped running the product iGE. The problem is at Visa process. There is currently no Visa type for internship under 90 days by the Swedish Migralons Agency. In order to recruit EPs for iGE partners, we would have to select only EPs from EU countries. The EP supply in EU is weak and does not match our past partners' demands. Considering the talent and financial capacity of the enlty in 18.19, we chose not to focus on resolving the problems in iGE and led to the suspension of iGE during the term. iGE is not recommended to operate in 19.20 unll the enlty becomes more sustainable in other focus products.
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Overview The focus for the 1819 marketing year was to run a youth-driven content marketing strategy that focused on boosting our Outgoing Global Volunteer. Traditional marketing techniques like events and info booths were deployed locally among our committees in different cities, while the national team maintained and managed our social media channels. As this year’s focus was oGV, the focus channels moved to Facebook and Instagram which were augmented with the national website www.aiesec.se
#LIVETHEEXPERIENCE Together with over 80 entities worldwide, we joined the #LivetheExperience campaign as a way to inspire youth in Sweden to take action on specific issues around the SDGs ranging from Poverty, Education, Sustainable Consumption and Climate Action, in countries we had International Relations with: Ghana, Sri Lanka, Italy and Malaysia and others.
National Marketing As part of the global Standard Operating Procedures, we merged our pages on Facebook to create a stronger, more unified brand page. On Instagram, we utilized a central account with each LC retaining their own accounts - this was in a bid for LCs to market location-specific opportunities and events that showcased AIESEC in a positive light. This structure helped us focus on creating consistent quality content and reduced brand inconsistencies on the LCs’ ends. The national team also provided LCs with physical materials - flyers, banners etc - for offline events.
Public Relations - Global Village As part of our commitment to raise the external relevance of AIESEC in Sweden, we organized a Global Village.
OUR BRAND
The Global Village - The World Under One Roof brought together 50+ young people from Stockholm and environs in an evening of cultural showcase and learning about different ways of life as we continuously do within AIESEC. The event held in March, 2019 and we had support from the embassies of Brazil, Tunisia, Malaysia and Sri Lanka, and the Erasmus Student Network amongst others.
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IN NUMBERS
●
●
●
Stronger synergy with oGX: Towards the later part of the year, there was a disconnect between Marketing and oGX operations which led to a drop in the number of signups, and a lower conversion rate than 17.18 Hard-Selling Marketing: The marketing in 1819 was hardselling with a lot of the content focusing on the needs of the entity and not the user; this lead to the accounts feeling ‘preachy’ and unconvincing.
SOCIAL MEDIA
Learning points
Lack of Storytelling: The power of stories from our past Exchange Participants was not utilized vis-avis there was no high quality showcasing where leads could see what exchange and AIESEC in general was about.
●
Non-Utilization of Paid Marketing: AIESEC in Sweden has a grant from Google which gives us some keywords on Google Adwords for free; the 1819 marketing did not utilize this which could have boosted performance. Also on Facebook and Instagram, ad campaigns were very conservative which led to small results that could not drive growth.
●
Not Data Driven: Analytics on the website and social media were not consistently utilized which led to decisions been taken with gut feeling rather than driven by hard data.
169K
16K
REACHED
LIKES
27K
1.3K
REACHED
LIKES
184
49
SIGN-UPS
APPLICANTS
What’s next for 19.20? In the next year, we intend to optimize the use of our website and social media to drive specific needs and actions that support the user and ensure that they are clear about our products and how they can be of benefit to them. To this end, we intend to reach more youth in Sweden by investing in paid adverts on Instagram and via the Google Ads grant. Additionally we intend to organize a YouthSpeak forum which can provide a physical touchpoint for AIESEC and the youth and stakeholders of the Stockholm community which can boost our operations in the city. Finally, we intend to use the power of analytics to measure and track our activities to know which of them work and which don’t, so we can quickly pivot and update before it is late. We intend to be data driven as much as possible and actively track processes, strategy and results to ensure that in 20.21, Marketing can have more data to refer to when making decisions.
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NEW NATIONAL PARTNERS
IN NUMBERS
85
CONTACTED COMPANIES Opportunity holder resigned
Internal replan, partnership on hold
24
MEETINGS
Operations moved to Finland
Partnership on hold
7 NEW NATIONAL PARTNERS
19
PARTNERSHIP HIGHLIGHTS
2 Openings; Closed Misaligned Profile Criteria
6 approvals
Recently signed contract
NEW NP OPENINGS
1
CURRENT NATIONAL PARTNERS
NEW LOCAL PARTNER
5 NEW LP OPENINGS
Volvo Group Trucks Purchasing
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GLOBAL PARTNERS
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Within the last quarter of 18.19, we went ahead with a structural change for AIESEC in Sweden. This change was driven by past results and informalon of the enlty and the current situalon. In NPM June 2019, we went through a thought process with the plenary and finalized a new organizalonal structure for term 19.20.
The thought process 1.
Understand the History: We went through the results of the past 15 years of AIESEC in Sweden and understood that, excluding the results of Global Partners which came azer 2015, the enlty has been performing in the same level unll now.
2.
What problems are we facing? This discussion made us understand some of the main problems which are hindering the growth of the organizalon in the current context. We have been dealing with the same problems over the past few years.
3.
What quesdons do we have to answer? There were some key queslons that we needed to ask ourselves as a method of guiding us through the thinking process. These lead to solulons which overcome previously menloned problems.
4.
What are the define resources we have aker the summer? AIESEC in Sweden, as an enlty has some fixed resources which are available to us azer the summer break. We idenlfied them and discussed about these resources.
5.
Create the structures and challenge them: The people at NPM divided into 2 groups. One group of LCPs and MCPs and another group of MCVPs. Both these teams came up with 2 different structures and presented them. Both structures were challenged.
6.
Finalize the structure: Azer challenging both structures, we came to a common agreement of a single structure which include elements from both suggeslons.
STRUCTURAL CHANGE in 19.20
7.
Create a drak dmeline of implementadon: We created a draz lmeline to oversee the implementalon of changes. The responsibililes of the MC and LCs were noted down separately.
The New Structure by Local Regions
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This new structure tackles many of the issues that we have been facing within the past 2 decades of AIESEC in Sweden. ➡
Members being unable to conlnuously maintain leadership roles of fixed duralons (EB/LCP)
➡
Members being unable to commit to work in the organizalon for a longer duralon. Not enough lme to integrate to typical AIESEC roles.
➡
Individuals not being able to drive team performance. Most performance was generalng from individuals. Thus lacking leadership experience.
Following is the lmeline for the planned aclviles coming from the last 2 months of 18.19 and the 1st 2 months of 19.20.
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It is with tremendous pleasure that I take upon the legacy from the MC team of 18.19 of AIESEC in Sweden as we are about to embark on the 19.20 journey. As I myself was a part of the 18.19 MC team, I understand and appreciate all the efforts we put towards driving the enlty towards a bever and a more sustainable posilon. All this was made possible with the drive towards innovalon and changing for the bever, which was the core principle behind “MC Morph” as a team. The enlty is currently going through a restructuring which was the last project spearheaded by MC 18.19. As we take forward the responsibility with the new team of MC Norrsken 19.20, we understand the role that each of us have to play. Both in terms of conlnualon as well as further evolulon. One of the main focuses for us coming from 18.19 is the stabilizalon of the new structure within the enlty. Currently we are moving into the new term with 23 members excluding the Member Commivee. We have members within all the funclons except iGV. This is because iGV is a newly introduced product for 19.20 and member requirements will come later into the term. Our inilal focus in iGV is to get sustainable partners to create the projects. We will be focusing to increase our Nalonal Por|olio for iGT and also increasing our reach for OGX. The YouthSpeak forum is another inilate which will allow us to reach new markets in both membership and exchanges.
19.20 PRESIDENT’S MESSAGE
For the term of 19.20 I will act as a constant reminder to the Nalonal Plenary to be accountable to the promises they made towards the organizalon. I will emphasize on the impact created by AIESEC within Sweden by each life changing experience we provide and how each individual contributes towards that. Each person will understand that with all of that effort, an organizalon that has been exislng for 71 years will regain its relevance and become one of the loudest and most impac|ul organizalons within the country. It all begins with one step.
Nilanka Sooriyampola National President 2019-2020 AIESEC in Sweden
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PRESIDENT’S MESSAGE
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in Sweden Published by AIESEC in Sweden 2018-2019 Tegelviksgatan 40, 116 41 Stockholm Sweden Tel: +46 76 048 34 76 Web: aiesec.se !38