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