AI 1415 Q4 report_Operations

OPERATIONS TEAM Q4 REPORT

Operations team DESCRIPTION Operations Team Bottomline Operations team has the main responsible of: VP Operations: guarantee of S&D alignment and Operations growth in the region VP OD: work with the leadership development of the region for a sustainable growth All our activities are measured by the Operations goals and delivery of main activities in the region.

In the subteam we also have the role of TM guarantee the team minimuns strategies, productivity and good TM processes implementation for operations growth.

PEOPLE INVOLVED Camila Serpa Soares. VP OD; Team Leader of Operations team.

Laura Law. VP OP AP; Responsible for AP region growth and leadership pipeline.

Shayo Tinuoye. VP OP Africa; Responsible for Africa region growth and leadership pipeline.

Aleksa Nikolic. VP OP CEE; Responsible for CEE region growth and leadership pipeline.

Ana Saldarriaga. VP OP WENA; Responsible for WENA region growth and leadership pipeline Lucia Taboada. VP OP IGN; Responsible for IGN region growth and leadership pipeline Karim Suelim. VP OP MENA; Responsible for MENA region growth and leadership pipeline Anasofia Espejo. VP TM; Responsible TM bottomline implementation

AIESEC International Q4 2014 Report

efforts GENERAL COMMENT Q4 was a quarter of a still a lot of direct contact with the network and a moment to get their inputs. Most of our efforts were in mainly touchpoints, including visits, conferences, summits that were made in the region and also in TM.

INDIVIDUAL EFFORTS Camila Serpa Soares. Team management (50%), MCP Summit preparation and delivery (20%), EXPA Core team (20%), MCP Magic Box (10%) Laura Law. Entity Visits (35%), AP MCP (15%), APLS (20%), Coaching Calls (10%), OST Management (10%), Regional Management (10%) Shayo Tinuoye. Sub-regional conferences(30), Entity Visits(30%), MCP Summit (20%), Coaching Calls (10%) Regional Management (10%) OST management (10%) Aleksa Nikolic. EuroCo (15%), Entity Visits (45%), MCP Coaching (10%), OST Management (10%), MCP+GIP Summit (10%) , Network Support (5%), Crimea case consultany and research (5%) Ana Saldarriaga. EuroCo (10%), Entity Visits (50%), OST Management (10%), MCP+GIP Summit (10%) , Network Support (10%), S&S (10%) Lucia Taboada. Internal Comms (10%), Entity Visits (40%), OST Leadership (15%), IGN Crew Management (5%), MCP Meeting (20%) Karim Suelim. Entity Visits (50 %), Regional Projects (15%). MCP Coaching (10 %). MENA MCP Summit (15 %). MENACO (10%) Anasofia Espejo. LEAD Summit (10%), Regional Conferences Preparation & Delivery (20%), Global LEAD Conference (20%), MCP Summits Preparation & Delivery (20%), EXPA (20%), Others (10%)

AIESEC International Q4 2014 Report

Disclamer Data for this Report Due to challenges with our new information system, EXPA, this report will have data from October 2014 on RA, MA and RE – from the former system, MyAIESEC.net – and RE data from EXPA in november and december. For november and december we are only putting RE data because that is the most accurate data we can get from the new system so far. The data for December is until the 16° (last data we got from Ranking report).

Other forms will be sent to the network to get more accurate data for AI Replanning and for next Quarter Report we will already have it with data from EXPA also for MA and Open.

AIESEC International Q4 2014 Report

AP REGION Q4 REPORT

OUTCOMES Q4 ACTIVITIES CHECK Entity Visits

AP MCP

APLS

MoC Replanning

Visits delivered to Japan, MoC, Indonesia and Hong Kong with the main objective of aligning the MC plan (inc OD modell, HR plan) to their goals.

Summit objectives were achieved as well as creation of regional vision and projects for 2015.

Output released.

Output released. Microsoft partnership delivered. Follow up is to open up regional funds to LCs to allow implementation of Hackathon output and innovation projects.

MC replanning for team projects and focus. HR changes for remainder of 1415 and new structure for 1516.

Coaching Calls

OST Management

Regional Management

Calls with several entities from all clusters with regards to MC management and plan, conference planning as well as program management.

OST replanning and projects until end of 2014. Replanning for 2015 needed given region’s focus and projects.

Alignment with regional board.

Sourcing of a GST for AP’s internal comms.

AIESEC International Q4 2014 Report

RESULTS MONITORING - IGCDP OCTOBER – RA, MA, RE

NOVEMBER AND DECEMBER - RE

iGCDP 1200

1110 1078

1000

iGCDP 800 700 600

800

500

600

400 300

400 200

745

304 123 114

200

179

68

100

0 RE

MA 2013

2014

AIESEC International Q4 2014 Report

RA

0 2013

2014

RESULTS MONITORING - OGCDP OCTOBER – RA, MA, RE

NOVEMBER AND DECEMBER - RE

oGCDP

oGCDP 1800

1650

1600

1000

950

900 800

1400 1116

1200 1000

700 600 500

800

400

600 400 200

292

300

374

200

63 86

87

100

0 RE

MA 2013

2014

AIESEC International Q4 2014 Report

RA

0 2013

2014

RESULTS MONITORING - IGIP OCTOBER – RA, MA, RE

NOVEMBER AND DECEMBER - RE

iGIP

iGIP

450 391

400

300 254 250

350

314

300

200

250 200

196 156

150

148

150

173

100

100 50

50 0 RE

MA 2013

2014

AIESEC International Q4 2014 Report

RA

24

0 2013

2014

RESULTS MONITORING - OGIP OCTOBER – RA, MA, RE

NOVEMBER AND DECEMBER – RE

oGIP

300

200 161 150

90

81

80

247

250

oGIP

70 60 50 40

100 58

81

71

50

30

45

20

14

10

0 RE

MA 2013

2014

AIESEC International Q4 2014 Report

RA

0 2013

2014

RESULTS MONITORING – 1415 AP Progress oGCDP

iGCDP 12000

12000

1800

3500 3145

10354

10020

10000

10000

oGIP

iGIP

3000

1615 1600 1400

8000

1200

2000

1000

1500

800

6000

6000

4000

2500

8000

4000

3367

3158

1000

400

2000

2000

500

Achieved

Planned

AIESEC International Q4 2014 Report

Achieved

Planned

331

200

0

0

0

600

859

0 Achieved

Planned

Achieved

Planned

challenges • • • •

Lack of HR in the region to fufill all regional duties and projects.

Co-operation with other regions has been weaker than previous years due to regional focus.

Lack of an overall picture for the region as there are many stakeholders involved on the AI team (inc GST).

Alignment between operations and regional plenary is clear but alignment of other subteams (BXP and BD) with regional plenary needs to be strengthened • Lack of IT EP Supply.

• Cluster 3 and 4 aren’t benefiting from AI plan or regional projects as much as Cluster 1 and 2 entities.

successes • • • • • • • • •

Creation of regional vision and projects.

Regional projects are aligned to our internal program focuses and market reality.

Hackathon/ Innovation Challenge output from APLS. Chindia Partnership and Collaboration.

Clear responsibilities amongst regional plenary, regional board and AI VP Operations.

Collaboration within AP is stronger than ever.

Regional mindset in AP has been downloaded to LCPs. GIP Innovation Success in South East Asia.

BD and Operations synergy in AP.

AIESEC International Q4 2014 Report

EVOLUTION OF OPERATIONS ROLE - Clarity about the role that operations subteam has on the global level and its unique contribution to the network needed.

- Regional strategies aren’t relevant as cluster 1 and cluster 2 entities need more strategic (MC management, synergy, OD support) coaching rather than operational/ program coaching.

AIESEC International Q4 2014 Report

MENA REGION Q4 REPORT

OUTCOMES Q4 ACTIVITIES CHECK

En:ty Visits

Learning about & suppor:ng different reali:es

MENACO

Drive Gen 2015 Behaviors with LCs

AIESEC International Q4 2014 Report

Regional Projects

MENA Evolu:on Team

MENA MCP Summit

Collabora:o n & Ac:on!

Launch Internal Comm. System for 2015

Vision Crea:on and Launch of implementa:on Plan

RESULTS MONITORING - IGCDP OCTOBER – RA, MA, RE

NOVEMBER AND DECEMBER - RE

600 500

180 486

160 140

400 300

168

120 100

276

80

200

60

100

40 42

71 14

0 Ra

Ma 1314

Re 1415 Achievement

AIESEC International Q4 2014 Report

40

18

20 0 Re 1314

1415 Achievement

RESULTS MONITORING - OGCDP OCTOBER – RA, MA, RE

NOVEMBER AND DECEMBER - RE

120 100

140 95 97

124

120 100

80 60

46 31

40

41

49

80 60 40

20

20

0 Ra

Ma 1314

Re 1415 Achievement

AIESEC International Q4 2014 Report

8

0 Re 1314

1415 Achievement

RESULTS MONITORING - IGIP ; OCTOBER – RA, MA, RE

70

NOVEMBER AND DECEMBER - RE

30

63

60 50

26

25 43

20

35

40

15

30 17

20

9

10

10

0 Ra

Ma 1314

Re 1415 Achievement

AIESEC International Q4 2014 Report

10

6

5 0 Re 1314

1415 Achievement

RESULTS MONITORING - OGIP OCTOBER – RA, MA, RE

NOVEMBER AND DECEMBER - RE

140

129

120

60

104

50

100

40

80 53

60 40

56

32

30 35

24

20

20

15

10

0 Ra

Ma 1314

Re 1415 Achievement

AIESEC International Q4 2014 Report

0 Re 1314

1415 Achievement

RESULTS MONITORING – 1415 MENA Progress Find below the progress so far in comparisson to the annual goal. In the middle of Q4, the AIVP OP MENA decided to change his plans to make the region more ambitious and challenged.

iGCDP Achieved

Planned

oGCDP New Plan

Achieved

Planned

IGIP New Plan

Achieved

Planned

OGIP New Plan

Achieved

Planned

1120

736

3574 4855 2843

1321

408

2000 166 275

AIESEC International Q4 2014 Report

77

New Plan

178

challenges Lack of recruitment of needed profiles in both in Membership & Exchange.

Poor Engagement and empowerment of team members which creates more followers rather than leadership pipeline.

Lack of creativity and innovation in functions on LC level, so growth becomes limited due to the same small scale of resources.

successes Launch of 2 regional pilot innovation projects in preparation for the fruit peak from 8 entities.

Launch of internal communication strategy for 2015 through the MENA evolution Team which consists of LCPs to create bottom up ownership to the region.

Creation & Launch of MENA 2015 vision.

Creation & Launch of MENA 2015 implementation plan and projects.

The region has become incredibly proactive and dependent on each other.

Egypt taking a proactive role in supporting the region.

AIESEC International Q4 2014 Report

WENA REGION Q4 REPORT

WENA OUTCOMES Q4 ACTIVITIES CHECK EuroCo 200 LCPs current and elected -LCPs empowerment towards a 63% WENA delegates

more ambitious WENA. Less fixed mindset.

-1st time MCVPs as Facis. (Expertise X or LCD) -Pipeline: LCPs applying for MCVPs or MCPs

MCP Summit (14/20 MCP attended)

-Launch of the Leadership Dev. Model -Replanning Framewok (S&S +TXP Evolution) -Current State of the region (S&D + GCPs) -Team + Netowork Management Trainning

Entity Visits 10: Greece-Italy-UK-GermanySpain-Canada Norway-PortugalDenmark-Sweden -The most important strategy of this semester. Understanding of the REAL bottleneecks of the entities and providing customized support in the national strategies

GIP Summit 3 WENA entites: Italy, Netherlands Canada -S&S structures forand massive delivery -Global subproducts defnition (MKT, IT, TCH) -S&D: Creation of tool for implementation of LCs and Entities partnerships in GIP

AIESEC International Q4 2014 Report

OSTs 1 OST team leader and 4 OSTs for OGIP, IGIP, -Selection of team and physical OGCDP and IGCDP plan creation -Supply and Demand Management -MCVP Specialized operational coaching -MCP Operational trackers + Entity Visits

S&S Strategy Standards Implementation, NPS Achievement and GST mgmt -GST Re-selection, Team Leader + Regionals -NPS Survey review w/ GST (Pending final vs) -Local Structures suggestions w/ new customer for Standards Fullfilment

ICB Network Support (Virtual and Physical) -MCP Coaching calls, chats and O2O -Chair national conferences of 5 WENA entities (Italy, Spain, Portugal, Sweden, Denk) -MCP/MCVP Applicants support and guidance

Full report will be sent by ICB directly t the netowork and AI Perfomance of ICB members, Priorities or this semester, Motions report with the global plenary, Budget excecution, Communication Policies and Network Inputs

RESULTS MONITORING – WENA OGIP OCTOBER – RA, MA, RE

NOVEMBER AND DECEMBER – RE

oGIP 237

250

214 200

164 150 118 100

oGIP 140 120

0

100 80

111

60

84

117

40

50

20 0 RE

MA 2013

2014

AIESEC International Q4 2014 Report

RA

0

14 13 2014

MyAIESEC

EXPA

2013

RESULTS MONITORING - WENA IGIP OCTOBER – RA, MA, RE

NOVEMBER AND DECEMBER - RE

iGIP

iGIP

200

176

180 160 140

144 128 129

116

120 100

160 140

0

120 100 80

82

80

135

60

60 40

40

20

20

0 RE

MA 2013

2014

AIESEC International Q4 2014 Report

RA

0

5 15 2014

MyAIESEC

EXPA

2013

RESULTS MONITORING – WENA OGCDP OCTOBER – RA, MA, RE

NOVEMBER AND DECEMBER - RE

oGCDP

oGCDP 200 180 160

180

187

160 157

250

200

0

140

140

127 150

120 100

100

80

195

60 40

50

20

10 38

0 RE

MA 2013

2014

AIESEC International Q4 2014 Report

RA

0 2014

MyAIESEC

EXPA

2013

RESULTS MONITORING - IGCDP OCTOBER – RA, MA, RE

NOVEMBER AND DECEMBER - RE

iGCDP 160 140

139

iGCDP 160 0

140 125

120

114

120

100

100 80

63

60

80 60

56

60

40

40

20

20

0 RE

MA 2013

2014

AIESEC International Q4 2014 Report

RA

143

19 24

0 2014

MyAIESEC

EXPA

2013

RESULTS MONITORING – 1415 WENA Progress oGCDP

iGCDP 6000

1400 1173

1200 1000

oGIP

iGIP 5444

5000

4000

1600

1600

1523

1440 1400

1400

1200

1200

1000

1000

800

800

800 3000 2301

600 400

600

2000

342

1000

200

0

0 Achieved

Planned

AIESEC International Q4 2014 Report

Achieved

Planned

533

600

400

400

200

200

0

0 Achieved

718

Planned

Achieved

Planned

CHALLENGES • •

• •

MCs downscaling strategies to LCs: Communication of current state, ambition to be better, focus program, specific partnerships Aligment of global and regional supply and demand: IT subproduct in IGIP is growing faster than OGIP and with no clear partners, MKT subproduct is unclear with BA, HR, Finance, etc, and the visa requirements for WENA are very demanding, TEACHING subproduct is having a lot difficult to be match with entity partners and the raising period and the duration of the TNs is becoming a huge problem for attraction.

Decision making power 100% or 80% centralized in the BoD which doesn’t enable MCs implement strategies on time or not at all.

The MCs have problems stablishing a clear OD Model and most important, how to track it. This leads to lack of separation of roles in GIP and GCDP at a national and local level, clear focus programs and LCs goals, Financial Model aligment and clear BO/FO synergy.

SUCCESSES • • • • • •

Clear focus program: OGIP focused 100% on Teaching and Marketing, making the partnerships easier to establish and fulfill EPs expectations.

BIG AMBITION GIP: Raising massive projects in IT as AIESEC in Sweden (100) and in Teaching as AIESEC in Spain (200).

OST Team creation and consolidation First time 70% of WENA Entities have received an AI entity visit, (the goal is 100%) enabling AI to get to know in first hand what are the real challenges and provide customized support.

Inter-regional S&D: Germany+USA (MKT GIP), Italy+Malta (GCDP), Italy+Greece (GCDP), Sweden+Portugal (IT GIP), Spain+Canada (TCH GIP) Implementation of the global strategies: OD-Growth-Cluster Model, GIP Focus, Standards and Satisfaction, TXP Evolution and EXPA

AIESEC International Q4 2014 Report

EVOLUTION OF OPERATIONS ROLE • Delivery clear strategies for X programs and make an intense tracking with the Operational Support Team • Clear alignment of global S&D among regions, (specially about subproducts in GIP) in which there is a more clear understanding of the suppliers in each subproduct.

• Deeper implementation of the GIP Summit in terms of subproducts understanding and partnerships management • Coaching MCVPs directly (through AI or OST) to enable fast and speciallized support on each program

AIESEC International Q4 2014 Report

AFRICA REGION Q4 REPORT

OUTCOMES Q4 ACTIVITIES CHECK West Africa Connecting Seminar

East Africa Pioneers Conference

Entity Visits

Coaching Calls

Sub regional plan for IGCDP and OGCDP upscale. Collaboration plan between entities within the sub-region was also defined. IXP was launched

MC summit where sub-regional initiative ‘Grow East Africa’ was launched. IXP was launched and there was a finance summit delivered by FLB and AIVP Finance.

Entitiy Visits delivered to Ghana, Cote Divoire, Kenya and Ethiopia. MC plans and strategies were reviewed in most of the entities for achievement of quarter 4 goals. Meetings were also held with LCPs in these entities to align them with MC plan.

Coaching call with all focus entities (Tanzania now included) and calls with 3 non-focus entities (Uganda, Togo,

MCP summit

OST Support

Regional Newsletter

Regional Plan and focus for next semester. Implementation plan and channel defined. Global strategies downscaled to MCPs that were present.

OST focus on tier 4 and tracking sub-regional plans but was not too successful due to lack of clarity of role. JD has been redefined and more support to tier 4 entities in the region.

AIESEC International Q4 2014 Report

Only 1 regional newsletter was sent in this quarter but after MCP summit, it was identified as a major implementatiomn channel and as such a key priority in next quarter

RESULTS MONITORING - IGCDP OCTOBER – RA, MA, RE

NOVEMBER AND DECEMBER - RE

iGCDP

400

600

350

504

500

iGCDP

410

300

400

250

300

200 150

200 100

339

100

100 103 44

71

50

37

0 RE

MA 2013

2014

AIESEC International Q4 2014 Report

RA

0 2013

2014

RESULTS MONITORING - OGCDP OCTOBER – RA, MA, RE

NOVEMBER AND DECEMBER - RE

oGCDP

oGCDP 250

160 142

147

140

218 200

120 100

150

80

64

100

60 40 20

70

36 26

50

17

0 RE

MA 2013

2014

AIESEC International Q4 2014 Report

RA

0 2013

2014

RESULTS MONITORING - IGIP OCTOBER – RA, MA, RE

NOVEMBER AND DECEMBER - RE

iGIP

12

25

22

20

19

18

11

10 8

15

10

iGiP

13 6

10 8

4

4 5 2 0 RE

MA 2013

2014

AIESEC International Q4 2014 Report

RA

0 2013

2014

RESULTS MONITORING - OGIP OCTOBER – RA, MA, RE

NOVEMBER AND DECEMBER - RE

oGIP

oGIP 35

90 78

80

30

29

70 57

60 50

20

40 19

17

6

11 5

0 MA 2013

2014

10

10 RE

2013

15

26

30 20

25

2014

AIESEC International Q4 2014 Report

RA

0

RESULTS MONITORING – 1415 Africa Progress oGCDP

iGCDP 2500

5000

2269

4537

4500

500

350 298

300

2000

4000

oGIP

iGIP

250 1500

350 300

200

250

2500 150

1000

2000 1500 1000

431

400

3500 3000

450

150

100

1015

500

54

373

Planned

AIESEC International Q4 2014 Report

50

0

0

0

Achieved

Planned

107

100

50

500

Achieved

200

0 Achieved

Planned

Achieved

Planned

challenges Tier 4/ non focus entities management (OST and I not able to give so much attention and support to them) Supply and demand Misalignment EXPA Implementation (Only ifew entities using) 3 sub-regions collaborating but no common ground as one region Downscaling global strategies to tier 4 entities (Most entities still at the basic level of operations) Management/leadership issues in so many entities High drop in some top performing entities such as Kenya,Tanzania and South Africa in iGCDP

.

successes Sub-regional initatives driving collaborative behaviour in the region (Sub-regional based S&D) GCDP upscale/large scale partnership by certain entities (Nigeria, Ghana, Mauritius, Benin, Cote Divoire) Steering team as consultant for entities Coaching calls were very useful in addressing management/leadership issues MCPs were facing Phycial touchpoints were very useful to get a clearer and deeper perspective on how things were going in the region and to downscaling of global strategies and regional initiatives Top entities in the region as support for developing entities MC and LC alignment in most entities

AIESEC International Q4 2014 Report

EVOLUTION OF OPERATIONS ROLE The evolu.on of the role of opera.ons in the region in the next semester would be;

• Regional supply and demand alignment • Tracking of sub-­‐regional ini:a:ves through sub-­‐regional coordinators • Work closely with steering team and OST to provide en:ty consultancy not just for focus en::es but also non focus en::es • Facilitate regional GCP sharing through regional pla\orms (Resource hub, newsle_er and social media groups) • Work with key en::es on regional partnership for GCDP upscale for summer peak growth • More touch points with Key MCVPs

AIESEC International Q4 2014 Report

IGN REGION Q4 REPORT

OUTCOMES Q4 ACTIVITIES CHECK (please click in the boxes with * to see the outputs and/or further info) AI Entity Visits (achieved)

GIP OST Visits (achieved)

GCDP OST Visits (achieved)

Virtual MCP coaching (achieved)

Mx, Pan, Per, Chi, Arg OD , iGIP & oGCDP Growth Focus

Arg, Bra, Col, Vza, Mx oGIP growth & S&D aligment focus

Bol, Py, Ecu, Uy OD & oGCDP Summer Peak growth focus

Monthly calls and/or emails by AI VP for top supplier entities coaching in team mgt, operations mgt, OD and general entity evolution.

Virtual MCVP Coaching (achieved)

*OST Development & IGN Crew Management (achieved)

Monthly News (Region & MCPs) (achieved)

*MCP Summit (achieved)

Monthly emails and/or calls to MCVPs operations by OSTs and AIVP for operations management and S&D aligment

Weekly coaching and direction meetings for OSTs #1 OST teamdays IGN Crew (BD Latam, PR Latam, S&S, FLB, iGCDP Chair) 2015 aligment through group and individual meetings

#3 monthly newsleters to all MCs with general direction #3 MCP newsletter with education, experience sharing and general direction #1 conference & agenda management for Dec/ Jan webinar delivered #BRAVEMA Campaign Achieved for EXPA operations

#1 summit delivered #1 regional vision OD Model created #1 regional plan for 2015 achievemnt

AIESEC International Q4 2014 Report

RESULTS MONITORING - IGCDP OCTOBER – RA, MA, RE

NOVEMBER AND DECEMBER - RE

iGCDP 2000

1200

1888

1800

1113

1000

1600 1400 1200

iGCDP

800 1091

624

992

1000

600

800

400

600

447

400 157 162

200

200

130

0

0 RA

MA 1314

1415 Achievement

AIESEC International Q4 2014 Report

RE

RE 2012

2013

2014

RESULTS MONITORING - OGCDP OCTOBER – RA, MA, RE

NOVEMBER AND DECEMBER - RE

oGCDP

1600

1800 1583

1600 1400

oGCDP 1400

1394

1200

1222

1200

1075

1000

1000

800

800

600

565

600

400

400 138 137

200

156

200 0

0 RA

MA 1314

1415 Achievement

AIESEC International Q4 2014 Report

RE

RE 2013

2014

RESULTS MONITORING - IGIP OCTOBER – RA, MA, RE

NOVEMBER AND DECEMBER - RE

iGIP 400

90

372

80

350

78 68

70

300

60

250

50

200 150

iGIP

40

149

30

104

100 53

50

93 58

20 8

10 0

0 RA

MA 1314

1415 Achievement

AIESEC International Q4 2014 Report

RE

RE 2012

2013

2014

RESULTS MONITORING - OGIP OCTOBER – RA, MA, RE

NOVEMBER AND DECEMBER - RE

oGIP

180

400 350 300

oGIP 158

160

337

140

288

136

120

250

100

200

80

150

126

88

86

100

125

60 40

50

20

0

0 RA

MA 1314

11

RE

RE 1415 Achievement

AIESEC International Q4 2014 Report

2012

2013

2014

RESULTS MONITORING – 1415 ign Progress oGCDP

iGCDP 8000

8000 6700

7000 6000

6000

5000

5000

6900

1700

3000

2288

2000

2000

1000 0 Achieved

1800

1600

1600

1400

1400

1200

1200

1000

1000

800

800

4000

4000 3000

1800

7000

oGIP

iGIP

600

557

600

400

400

1000

200

200

0

0

0

Planned

AIESEC International Q4 2014 Report

1425

Achieved

Planned

Achieved

Planned

1700

543

Achieved

Planned

challenges . The region continues to be unbalenced having 2 cluster 1 entities, 3 cluster 2, 3 cluster 3 and 11 cluster 4 entities. @BAZI keeps moving the whole GCDP supply, and @BAZI & @COL the GIP one, creating risk because of dependancefrom the region and growth barriers. . The not significant growth or decrease of key players as @COL & @ARG in oGCDP lowered the overall growth of the region in the program that could have been historic, as focus program of the region for 2015 achievement . In spite of significant growth in oGCDP of cluster 4 entities, the need of general OD coaching keeps being the main bottleneck . In terms of S&D, oGCDP is not growing at the pace demanded by iGCDP (the difference keeps getting bigger year by year), and in spite of the efforts the goals to increase MKT TN supply and Teaching EP Supply have not been met, thus continuing the unbalanced operations in GIP without SP aligment within the region. . The inability to measure results has had a negative impact on the region’s motivation and a feeling of being lost, during the biggest peak.

successes . Collaboration keeps being the major strenght of the region, not only for S&D but for project generation, GCP creation, budget investment, OST belief and empowerment, and general regional movements as the #BRAVEMA Campaign or BD Latam. . MCPs have proactive participation in the creation and execution of the regional vision, which led to results as having a clear regional growth path for 2015 with and OD model that comprises all levels including the local one. . Growth mindset towards 2015 achievement, and emphasis on the action-oriented behavior have led to continuous growth (absolute and relative significant) during the past years. . Despite being unbalanced, significant growth has been seen of entities as Peru, Mexico, Costa Rica, Guatemala and Bolivia, which has prove succesful the oGCDP focus strategy of the region . IGN keeps having pioneer entities in GIP, that continue to grow develop known SP as Teaching TN (COL) and MKT EP (BRA), but also innovate with new proposals as short term (MX).

AIESEC International Q4 2014 Report

EVOLUTION OF OPERATIONS ROLE The IGN Operations role have evolved from program based to general management base, since the region itself has evolved with it synergies, participants and general direction.

Currently IGN counts with: 1 full time paid GIP OST – responsible for functional coaching, program strategies and S&D aligment 1 full time paid GCDP OST – responsible for functional coaching, program strategies and S&D aligment BD Latam and PR Latam chairs, responsible for regional sales, PR initiatives and “Day Zero” ILC S&S Regional responsible for education and tracking for S&S strategies 2 FLB people focused in coaching and educating about legality and sustainability in the region.

1 AI VP reponsible for regional OD, MCP Coaching and direction, OST Leadership, GSTs management and overall MoS achievement.

Additionally MCPs for the regional board, which foster the collaboration in initiatives and take active decisions in the vision and direction of the region.

AIESEC International Q4 2014 Report

CEE REGION Q4 REPORT

CEE OUTCOMES Q4 ACTIVITIES CHECK EuroCo Entity Visits

200 LCPs current and elected

- Regional S&D alignment and downscaling it to LC level - Establishing X results as the main MoS of an LC - LCP empowerment

MCP Summit (13/27 MCPs attended) -Launch of the Leadership Dev. Model -Replanning Framewok (S&S + TXP Evolution) -Current State of the region (S&D + GCPs)

-Team + Netowork Management Trainning

8: Russia – Ukraine – Poland (+ chairing a confrence 2 months later as a visit follow up) – Hungary – Czech R. – Romania – Serbia (+ conference participation one month later as a visit follow up) - Turkey

GIP Summit 5 CEE entites: Russia, Czech R., Romania, Turkey, Hungary -S&S structures for massive delivery -Global subproducts defnition (MKT, IT, TCH) -S&D: Creation of tool for implementation of LCs and Entities partnerships in GIP

AIESEC International Q4 2014 Report

MCP coaching (Virtual and Physical)

OST Management - Entity visits by OST (Slovakia, Croatia, Bulgaria + CAC & Turkey GCDP summit) - Monthly chats with MCs and MC VPs of Tier 3 focus entities - CEE LDS conference managemnt

Network Support (Virtual and Physical) - MC VPs Coaching calls - National confrences (Poland and Serbia) -MCP/MCVP Applicants support and guidance

- - - - -

EXPA support Visits follow up on output Term priorites and Monthly priorities Team management support Sensing 2015 plans and direction of entities

Crimea case consultancy (Virtual and Physical) - Basic internal and external research made - Reached the initial agreement betwen AIESEC in Russia and AIESEC in Ukraine - Next steps implementation plan created

- Responsibilities devided

RESULTS MONITORING – CEE OGIP OCTOBER – RA, MA, RE

NOVEMBER AND DECEMBER – RE

oGIP CEE October 300

CEE NOVEMBER AND DECEMBER 2014 VS 2013

271 234

250

250

206

200

151 153 150

161

200 2014

126

2013

100

150 100

50

50

52

0

0 Re

Ma

AIESEC International Q4 2014 Report

Ra

2014

2013

RESULTS MONITORING - CEE IGIP OCTOBER – RA, MA, RE

NOVEMBER AND DECEMBER - RE

147

160 140

129

122

CEE NOVEMBER AND DECEMBER 2014 VS 2013

109

120

95

100

85

147

160

80

140

60

120

40

100 80

20

60

0 Re

Ma

2014

2013

Ra

40

31

20 0 2014

AIESEC International Q4 2014 Report

2013

RESULTS MONITORING – CEE OGCDP OCTOBER – RA, MA, RE

NOVEMBER AND DECEMBER - RE

250

CEE NOVEMBER AND DECEMBER 2014 VS 2013

201 200

152 150

100

85

83

98

95

50

0 Re

Ma

2014

2013

AIESEC International Q4 2014 Report

Ra

180 160 140 120 100 80 60 40 20 0

166

75

2014

2013

RESULTS MONITORING - CEE- IGCDP OCTOBER – RA, MA, RE

NOVEMBER AND DECEMBER - RE

1400

CEE NOVEMBER AND DECEMBER 2014 VS 2013

1211

1200 1000

865

500 400

800

300 600

222

200

291

400 200

539

600

266

100

129

124

0

2014

0 Re

Ma

2014

2013

AIESEC International Q4 2014 Report

Ra

2013

RESULTS MONITORING – 1415 CEE Progress 6634

7000

6000

5000

4096 4000

Goal 3000

2125

2103 1700

2000

1000

2448

692

458

0

oGIP

AIESEC International Q4 2014 Report

iGIP

oGCDP

iGCDP

Achieved

CHALLENGES • •

• • •

MCs downscaling strategies to LCs: Communication of current state, ambition to be better, focus program, specific partnerships Aligment of global and regional supply and demand: IT subproduct in IGIP is growing faster than OGIP and with no clear partners, MKT subproduct is unclear with BA, HR, Finance, etc, TEACHING subproduct is having a lot difficulties to be match with entity partners and the raising period and the duration of the TNs is becoming a huge problem for attraction.

The MCs have problems stablishing a clear OD Model and most important, how to impement it. This leads to lack of separation of roles in GIP and GCDP at a national and local level, clear focus programs and LCs goals, TM role in the entities not very cler (VP TMs not clear on their main KPIs and what is the best way to support exchange programmes) How to provide efficient support to Tier 3 and especially Tier 4 entities since region consists of 27 entities

SUCCESSES • Clear focus program: OGIP focused 100% on Teaching and Marketing, making the partnerships easier to establish and fulfill EPs expectations.

• BIG AMBITION GIP: Huge growth in iGIP both Ra, Ma and Re (Turkey and Hungary); Massive growth in oGIP (Ukraine) • First TNs raised for short-term unpaid GIP in Romania

AIESEC International Q4 2014 Report