The AIESEC Alumni Transformation Project

The Alumni Transforma0on Project

Building on the Hungary mandate to unleash AIESEC’s global alumni poten;al

AIESEC’s Lifelong Connec,on = 1 Trillion AIESEC

• AIESEC’s lifelong connec,on is about connec0ng as many as 1 million alumni with each other and with student AIESEC - To benefit alumni Values''Trust'''Talent'

- To support AIESEC - To have an impact on the world

…in a true global network that leverages our values, our capital of trust and our collec0ve talent.

A Very Compressed Timeline The Past 50+ Years • Massive poten;al, but a sleeping giant • The obstacles…

-­‐ No synergies (AI <–> AAI, AAI <–> NAAs) -­‐ No funding -­‐ Limited ‘Muscle power’ -­‐ Few services -­‐ Low member value

A Very Compressed Timeline The Past 50+ Years • Massive poten;al, but a sleeping giant

AAIM Hungary (February ‘12)

• Working Group’s assessment and proposed strategy

Implementa0on

(March – August ’12)

Today

(August 25, 2012)

• New EB, with • Forge a support from consensus past EB, na;onal on our leaders and crucial -­‐ based on history and • The obstacles… alumni-­‐at-­‐large, next steps! in-­‐depth assessment -­‐ No synergies has been of present state (AI <–> AAI, working to put -­‐ supported by extensive AAI <–> NAAs) this strategy surveys of alumni and -­‐ No funding na;onal leaders into place -­‐ Limited  AAIM strongly ‘Muscle power’ endorsed the WG’s -­‐ Few services proposal, then AAIC -­‐ Low member elected an EB and value gave us a mandate to implement it

Our P“Our%Present”%–%Synthesis%and%Implica5ons% resent – Synthesis and Implica0ons We have many strengths, but a vicious circle has prevented us from harnessing them fully.

Our Many Alumni Strengths AAI Visibility

Excellent AI/AAI working relations

Strong shared values!

!

Fun, engaging conferences

Large alumni databases

Shared Passionate AIESEC alumni experiences

Strong AI commitment to make it work

Global reach

Capital of trust

Consistent leadership

Strong Website management skills

Some very strong NAAs Alumni newsletters and social networks

Strong capabilities/ personal accomplishments of alumni

Grassroots desire for success among alumni

Fragmented alumni communications

Scale and diversity of alumni base

Our Alumni Vicious Circle

Unclear vision

Poor co o and con rdination trol betw een alumni entities

Social media skills

We have limited impact today on alumni, AIESEC and the world around us, relative to our potential

9

Our Conclusions from the NAA Survey • AIESEC Alumni • is not exploi;ng • its global scale •

Dispersion and lack of coordina;on Limited service offerings Fragmented databases Weak infrastructure to support new NAAs

• Frustra;ng search to deliver value Deep inefficiencies • Bogged down in admin and difficult to recruit a team at many NAAs • Difficult to manage / constantly ‘reinven;ng the wheel’ • Low member penetra;on rela;ve to poten;al Shor[all rela;ve • High turnover to poten;al • Poor country coverage

By not exploi,ng our global scale, NAAs o:en lack efficiency and impact and fall short of their poten,al

Our SOur trategic I mpera0ves Strategic Imperatives chose to transform the sleeping giant into a hand igh pservices erforming iant, real by tvalue aking and

Our We strategic imperatives are to establish platforms, goals thatgdrive “10 steps” that wmission, ill start aand virtuous circle, leading to rapid growth and far-­‐reaching impact. achieve a defined to support them with unified global operations and strong branding.

Aspirational global alumni mission statement (that clarifies the Alumni role towards AIESEC and the world at large)

Platforms, goals and services that drive real value (implemented globally, nationally and locally)

Unified Operating “Enablers” that Exert Global Scale

Unified Database

• Tracking of all-time alumni in secure, integrated database

Integrated Single Membership Membership

• Adherence to global, professionally managed membership

Global WebWeb Portal Global Portal Website Individual Networking Group Communication Global Organization Efficient Funding

12

Elevated branding that enhances the emotional appeal of our organization

website central access effective membership management • Global portal central access andand effective membership management portalforfor • Powerful social media hub enabling direct contact among members and crowdsourcing • Streamlined approach that provides useful information from a unified source • Unified structure (with AIESEC synergies, without overlaps) • Harnessing of global alumni base for action-oriented fee and donation income

Our Strategic Imperatives

PlaQorms, Goals nd Services hat Drive Real Value Our strategic imperatives are toaestablish platforms, goalsTand services that drive real value and achieve a defined mission, and to support them with unified global operations and strong branding.

Aspirational global alumni mission statement (that clarifies the Alumni role towards AIESEC and the world at large)

Platforms, goals and services that drive real value (implemented globally, nationally and locally)

Unified Operating “Enablers” that Exert Global Scale

Unified Database

• Tracking of all-time alumni in secure, integrated database

Integrated Single Membership Membership

• Adherence to global, professionally managed membership

Global WebWeb Portal Global Portal Website Individual Networking Group Communication Global Organization Efficient Funding

12

Elevated branding that enhances the emotional appeal of our organization

website central access effective membership management • Global portal central access andand effective membership management portalforfor • Powerful social media hub enabling direct contact among members and crowdsourcing • Streamlined approach that provides useful information from a unified source • Unified structure (with AIESEC synergies, without overlaps) • Harnessing of global alumni base for action-oriented fee and donation income

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3 hours ago Want more people to see this post? Promote it now!

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Alumni First Thursdays (AAFT) initiative? Go to our homepage, Hayfa Mcharek 4 Promote give us a "like" and tell us how to Jill Okawa Fletcher 14 hours ago listened to This Is Not make it better.

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AIESEC Alumni First Thursdays Goal

Miguelangel Herrera B Dia muy divertido con la gente de AIESEC UC y el Global Village... Probé comida Alemana, Italiana, Iraní, China y Brasilera

• Unite the AIESEC community (students and alumni) in ci;es across the globe every month to network, have fun and have an impact.

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Miguelangel Herrera B likes Blog Cultural Radio.

Results to date

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AIESEC Alumni First Thursdays

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Community Join alumni AIESECers on the first Thursday of each month in cities across the globe to network, have fun and unleash AIESEC's global alumni potential! Click on "Events" for more info.

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3,950 Photos

Events

Map with locations

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Alex Cabon what a great week of work with an amazing team and meeting incredible people.

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Highlights

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• Began as grassroots effort with Facebook site that consolidates these events globally.

• Recruited global leader (Hugo Preciado).

• Growing number of events worldwide (56 in August, up from June and July).

• Some regional coordinators in place.

Next steps

63

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Jill Okawa Fletcher listened to Addicted To Love by Florence + The Machine on Spotify.

• Elevate par;cipa;on with MCs/LCs, working in conjunc;on with AI. • Provide programma;c content op;ons along Alumni-­‐to-­‐Alumni, Alumni–AIESEC and Alumni-­‐to-­‐World lines.

• Recruit coordinators for Europe.

• Improve program name.

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Page 1 of 4

The AIESEC Leaders List Goal • List every leader in AIESEC’s history.

Every one of us. Everywhere.

• Crucial step towards strengthening our alumni network at the local, MC, regional and interna;onal levels.

Results to date • Created a website that enables the crowdsourcing of this data with pages for leaders at every level.

• Preloaded with thousands of known leaders, and each page can be edited by alumni who sign a privacy and use affidavit.

• Ini;al launch with more than 1,000 alumni adding informa;on.

Next steps • Seeking a global leader to drive this program by growing awareness and increasing par;cipa;on at every level.

The AIESEC History Project (beta) Goals • Capture AIESEC’s history at every level worldwide.

• Enable everyone to share both knowledge and documents, images and video.

• Do so conveniently in one wiki.

Results to date • Created beta version of a wiki that provides for the crowdsourcing of a ;meline of historical events (also including images and video) and a text storyline.

Next steps • Seeking a global leader to encourage pilot programs, to build awareness, and to build out the rest of the website.

Signature Programs – “Exchange” Goal • To match global supply and demand for individualized alumni experiences that take full advantage of our values, trust and talent, along with our global scale and reach.

Values''Trust'''Talent'

Illustra0on “Supply”

The Match

Alum A (a marketer in Brazil) seeks a unique cultural/ business experience during a trip to Europe

• Alum A spends a day with Alum B at Alum B’s company in Italy

-­‐ Learns about company and offers insights regarding the Brazilian market -­‐ Gets entertained (room, board and evening out?)

• No money changes hands, but a compelling business and cultural connec;on takes place among alumni.

“Demand” Alum B (a manufacturer in Italy) wants to learn about the Brazilian marketplace

Signature Programs – “Exchange” Alumni-­‐to-­‐Alumni Global Job Exchange

• Online exchange for temporary or permanent jobs, BOD or consul;ng assignments. Includes the concept of a short-­‐term mission.

Global Business Exchange

• Matches alumni who need products and services with alumni and alumni-­‐managed businesses who offer these products and services.

• Could range from market research and consul;ng to help with distribu;on channel development or business partner selec;on in another country.

Global Meetups • Offers members the ability to connect with alums who have similar interests during interna;onal travel with the poten;al addi;on of couch surfing.

Global Home Exchange

• Offers members to ability to swap homes for vaca;on purposes with other alumni through the AAI web portal.

[Others could include mentorship, ventures...]

Alumni—AIESEC Global Traineeship Referrals

• Matches student AIESECers who seek traineeship leads with alumni who are willing to offer them.

Global Mentoring Exchange

• Matches students who seek mentors with alumni who are willing to serve as one.

Global AIESEC BOA Exchange

• Matches student AIESECers that seek board advisors with alumni who are willing to serve as one.

Alumni-­‐to-­‐World AIESEC Student Projects

• Showcases AIESEC student projects and matches them with alumni who are willing to invest in them.

Alumni Theme Projects

• Showcases alumni AIESEC-­‐theme related (typically non-­‐profit) projects and matches them with AIESEC alumni who are interested in par;cipa;ng in them.

Signature Programs – “Exchange” Approach • AAI’s web portal will be the core pla[orm through which alumni engage in exchange through our Signature Programs

Values''Trust'''Talent'

- It will feature an enterprise-­‐class database, a content mgt system.

- We will use APIs for interfacing modules and programs to the database and integra;ng them into the web portal.

Progress to date • Priori;za;on of signature programs.

• Preliminary func;onal specifica;ons.

• Involved expert alumni volunteer as advisor.

Next steps • Complete development of the web portal.

• Get input on the func;onal specs.

• Build implementa;on team.

Our Strategic Imperatives

Global W eb P ortal a nd N etworking Our strategic imperatives are to establish platforms, goals and services that drive real value and achieve a defined mission, and to support them with unified global operations and strong branding.

Aspirational global alumni mission statement (that clarifies the Alumni role towards AIESEC and the world at large)

Platforms, goals and services that drive real value (implemented globally, nationally and locally)

Unified Operating “Enablers” that Exert Global Scale

Unified Database

• Tracking of all-time alumni in secure, integrated database

Integrated Single Membership Membership

• Adherence to global, professionally managed membership

Global Global Web Portal Website Individual Networking Group Communication Global Organization Efficient Funding

12

Elevated branding that enhances the emotional appeal of our organization

website central access effective membership management • Global portal central access andand effective membership management portalforfor • Powerful social media hub enabling direct contact among members and crowdsourcing • Streamlined approach that provides useful information from a unified source • Unified structure (with AIESEC synergies, without overlaps) • Harnessing of global alumni base for action-oriented fee and donation income

FAQ FAQ

Global Web Portal and Networking

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Goals • Interac0ve central gateway for all alumni-­‐related informa;on and services.

• Central hub for all alumni to be able to connect with each other and with AIESEC. • Structured discussion forums that will be so effec;ve that they will shim much of the fragmented online chaner on social media to our pla[orm.

Results to date • Created portal mockup and work plan.

• NonProject development team in place and working.

InternationalFAQ Profit Organisation recognized by Belgian Royal Decree 16/05/1991 iVZW- AiSBL• registered in Belgium under 0456.060.148, RPR/RPM Brussels.

Streamlined membership signup interface.

AIESEC Alumni International Ave de Tervuren 300, B-1150 Brussels, Belgium

Next steps • Work with AI to include myaiesec.net data on our pla[orm to provide immediate scale.

• Complete the development work.

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Membership Benefits Sign-­‐up

Membership and sign-­‐in • Registra;on and payment interface AIESEC Alumni International Ave de Tervuren 300, B-1150 Brussels, Belgium

FAQ

International Non Profit Organisation recognized by Belgian Royal Decree 16/05/1991 iVZW- AiSBL registered in Belgium under 0456.060.148, RPR/RPM Brussels.

• Convenient sign-­‐in through LinkedIn, Facebook or direct • Access privileges - Unregistered visitors (very limited access) - Registered alumni (somewhat more access) - Members (full access depending on membership category)

http://2aiesec-alumniorg.businesscatalyst.com/faq.html

AIESEC Alumni International Ave de Tervuren 300, B-1150 Brussels, Belgium International Non Profit Organisation recognized by Belgian Royal Decree 16/05/1991 iVZW- AiSBL registered in Belgium under 0456.060.148, RPR/RPM Brussels.

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Alumni-­‐to-­‐Alumni Alumni–AIESEC Alumni-­‐to-­‐World

Alumni-­‐to-­‐Alumni programs • Global signature exchange programs (Job Exchange, Business Exchange, Meet-­‐ups, Home Exchange).

• Alumni publica;ons (including 40-­‐under-­‐40 and 40-­‐over-­‐40).

AIESEC(Alumni International famous alumni).

• Alumni profiles including Ave de Tervuren 300, B-1150 Brussels, Belgium

FAQ Alumni–AIESEC programs

International Non Profit Organisation recognized by Belgian Royal Decree 16/05/1991 iVZW- AiSBL registered in Belgium under 0456.060.148, RPR/RPM Brussels.

• Global signature exchange programs (Traineeship Referrals, Mentoring Exchange, BOA Exchange).

• The AIESEC Leaders List.

• The AIESEC History Project.

• AIESEC informa;on (annual reports, etc.)

Alumni-­‐to-­‐World programs • Visibility and par;cipa;on in AIESEC student projects.

• Visibility and par;cipa;on theme-­‐related alumni projects.

• AIESEC Life Comminant (A.L.C.) accredited amer swearing lifelong personal commitment to AIESEC code. http://2aiesec-alumniorg.businesscatalyst.com/faq.html

AIESEC Alumni International Ave de Tervuren 300, B-1150 Brussels, Belgium International Non Profit Organisation recognized by Belgian Royal Decree 16/05/1991 iVZW- AiSBL registered in Belgium under 0456.060.148, RPR/RPM Brussels.

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Alumni News AIESEC News

Alumni news • Will include a feed of alumni news about ini;a;ves, events, alumni of dis;nc;on, and more.

Readers can make comments to enable dialogue among alumni.

• May also include a feed of na;onal and regional alumni news.

AIESEC Alumni International Ave de Tervuren 300, B-1150 Brussels, Belgium

FAQ

International Non Profit Organisation recognized by Belgian Royal Decree 16/05/1991 iVZW- AiSBL registered in Belgium under 0456.060.148, RPR/RPM Brussels.

AIESEC news • The news feed would be driven exclusively by AI.

http://2aiesec-alumniorg.businesscatalyst.com/faq.html

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Find Alumni Find Chapters Discussion Forums

Find alumni • Search capability for all alumni in the database.

• To include 100,000+ alumni from myaiesec.net, among others.

• AIESEC Gradua;ng AIESEC students are to be transferred automa;cally into the database.

Alumni International Ave de Tervuren 300, B-1150 Brussels, Belgium FAQ • AIESEC experience listed, with connec;ons to LinkedIn data for deeper content.

International Non Profit Organisation recognized by Belgian Royal Decree 16/05/1991 iVZW- AiSBL registered in Belgium under 0456.060.148, RPR/RPM Brussels.

Find chapters • Lis;ng of current contact informa;on and website for all alumni en;;es (updated by alumni en;;es).

Discussion forums • http://2aiesec-alumniorg.businesscatalyst.com/faq.html Structured discussion threads ini;ated by alumni with a view to suppor;ng dialogue on Page 1 of 1 all topics desired by alumni.

• A superior experience that will drive discussion from fragmented social media?

AIESEC Alumni International Ave de Tervuren 300, B-1150 Brussels, Belgium International Non Profit Organisation recognized by Belgian Royal Decree 16/05/1991 iVZW- AiSBL registered in Belgium under 0456.060.148, RPR/RPM Brussels.

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Find Alumni Find Chapters Discussion Forums

AIESEC Alumni International Ave de Tervuren 300, B-1150 Brussels, Belgium

FAQ

International Non Profit Organisation recognized by Belgian Royal Decree 16/05/1991 iVZW- AiSBL registered in Belgium under 0456.060.148, RPR/RPM Brussels.

http://2aiesec-alumniorg.businesscatalyst.com/faq.html

AIESEC Alumni International Ave de Tervuren 300, B-1150 Brussels, Belgium International Non Profit Organisation recognized by Belgian Royal Decree 16/05/1991 iVZW- AiSBL registered in Belgium under 0456.060.148, RPR/RPM Brussels.

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Calendar

Star;ng an NAA

First Thursdays

NAA Best Prac;ces

Calendars

AIESEC Alumni International Ave de Tervuren 300, B-1150 Brussels, Belgium

FAQ • Global events calendar including conferences and First Thursdays events.

International Non Profit Organisation recognized by Belgian Royal Decree 16/05/1991 iVZW- AiSBL registered in Belgium under 0456.060.148, RPR/RPM Brussels.

Star0ng a na0onal associa0on • Reference materials for quick-­‐star;ng an NAA.

NAA best prac0ces

http://2aiesec-alumniorg.businesscatalyst.com/faq.html

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• Reference materials on best prac;ces, also supported by discussion forums.

AIESEC Alumni International Ave de Tervuren 300, B-1150 Brussels, Belgium International Non Profit Organisation recognized by Belgian Royal Decree 16/05/1991 iVZW- AiSBL registered in Belgium under 0456.060.148, RPR/RPM Brussels.

Our Strategic Imperatives

Integrated Membership

Our strategic imperatives are to establish platforms, goals and services that drive real value and achieve a defined mission, and to support them with unified global operations and strong branding.

Aspirational global alumni mission statement (that clarifies the Alumni role towards AIESEC and the world at large)

Platforms, goals and services that drive real value (implemented globally, nationally and locally)

Unified Operating “Enablers” that Exert Global Scale

Unified Database

• Tracking of all-time alumni in secure, integrated database

Integrated Single Membership Membership

• Adherence to global, professionally managed membership

Global Global Web Portal Website Individual Networking Group Communication Global Organization Efficient Funding

12

Elevated branding that enhances the emotional appeal of our organization

Globalportal website central access effective membership management portal forfor central access andand effective membership management • Global central access and effective membership management portalfor • Powerful social media hub enabling direct contact among members and crowdsourcing • Streamlined approach that provides useful information from a unified source • Unified structure (with AIESEC synergies, without overlaps) • Harnessing of global alumni base for action-oriented fee and donation income

Integrated Membership The conclusions in Hungary • Small member scale in AAI and the fragmented NAAs. • The en;;es operate independently and struggle to create value.

• The small en;;es have a large administra;ve burden because there are linle economies of scale.

We have a simple proposal

Everyone wins

• Beginning 2013, each alumni member worldwide pays €30 to AAI or an NAA. • The member receives base membership in AAI and NAA plus reciprocal base membership privileges worldwide.

• The €30 fee is handled as follows:

• Increased membership and revenue scale.

- €15 accrues to AAI - €15 accrues to the NAA where the member resides - What revenue share to recognize the role and cost structure of an RAA?

- AAI and NAAs improve their value proposi;on by offering global value - AAI and NAA memberships are sold by new sales channels (each are sold by AAI and NAAs) - AAI and NAAs can also sell upgrades to all members

• Poten;al for lower costs through outsourcing some administra;ve ac;vi;es to AAI or an RAA. • Aligns AAI, NAAs, RAAs and alumni-­‐at-­‐large while retaining independent en;;es.

Our Strategic Imperatives

Unified D atabase Our strategic imperatives are to establish platforms, goals and services that drive real value and achieve a defined mission, and to support them with unified global operations and strong branding.

Aspirational global alumni mission statement (that clarifies the Alumni role towards AIESEC and the world at large)

Platforms, goals and services that drive real value (implemented globally, nationally and locally)

Unified Operating “Enablers” that Exert Global Scale

Unified Database

• Tracking of all-time alumni in secure, integrated database

Integrated Single Membership Membership

• Adherence to global, professionally managed membership

Global Global Web Portal Website Individual Networking Group Communication Global Organization Efficient Funding

12

Elevated branding that enhances the emotional appeal of our organization

• Global central access and and effective membership management Globalportal website central access effective membership management portalfor for

• Powerful social media hub enabling direct contact among members and crowdsourcing • Streamlined approach that provides useful information from a unified source • Unified structure (with AIESEC synergies, without overlaps) • Harnessing of global alumni base for action-oriented fee and donation income

Unified Database The conclusions in Hungary • Many independent, overlapping, unmaintained alumni databases at AI, AAI and at NAAs/MCs. • Inefficiency, lost alumni.

• Major obstacle to building a true global alumni network.

Results to date • Herculean effort to consolidate various AAI and AI databases.

Aligned interests pave the way forward

Next steps

• Integrated membership takes away the concerns about data sharing between AAI and the NAAs.

• Conclude an agreement with each NAA regarding data sharing.

• Decide together on a clear implementa;on plan

- Goals are aligned to create value for alumni and to sell integrated memberships

• A unified global database for paid members is needed for revenue anribu;on and member data.

• There are built-­‐in incen;ves to share data on non-­‐ paying alumni, since either AAI or the NAA can make the sale.

- Coordina;on of membership campaign ;ming and working (for integrated membership) - Technical and legal discussions for managing privacy issues

Our Strategic Imperatives

Group Communica0on

Our strategic imperatives are to establish platforms, goals and services that drive real value and achieve a defined mission, and to support them with unified global operations and strong branding.

Aspirational global alumni mission statement (that clarifies the Alumni role towards AIESEC and the world at large)

Platforms, goals and services that drive real value (implemented globally, nationally and locally)

Unified Operating “Enablers” that Exert Global Scale

Unified Database

• Tracking of all-time alumni in secure, integrated database

Integrated Single Membership Membership

• Adherence to global, professionally managed membership

Global Global Web Portal Website Individual Networking Group Communication Global Organization Efficient Funding

12

Elevated branding that enhances the emotional appeal of our organization

• Global central access and and effective membership management Globalportal website central access effective membership management portalfor for

• Powerful social media hub enabling direct contact among members and crowdsourcing • Streamlined approach that provides useful information from a unified source • Unified structure (with AIESEC synergies, without overlaps) • Harnessing of global alumni base for action-oriented fee and donation income

Group Communica0on The conclusions in Hungary • Communica;on channels are fragmented, and alumni don’t receive all of the informa;on they want and need.

Results to date • Published a combined newslener with AI (building on an ini;a;ve begun by Victor).

• Latest edi;on shimed from mul;-­‐page PDF format to a one-­‐page html format that links to the complete ar;cles on the web portal, promo;ng engagement.

• Formed a social media team headed by Fiona Akumu, former MCP of AIESEC Kenya, to promote AAI news.

Next steps • Need to staff up this effort with a newslener editor and reporters.

• Determine what content is most desired by alumni.

• Integrate this effort with all of the content and programs that will be part of the web portal.

Our Strategic Imperatives

Global O rganiza0on Our strategic imperatives are to establish platforms, goals and services that drive real value and achieve a defined mission, and to support them with unified global operations and strong branding.

Aspirational global alumni mission statement (that clarifies the Alumni role towards AIESEC and the world at large)

Platforms, goals and services that drive real value (implemented globally, nationally and locally)

Unified Operating “Enablers” that Exert Global Scale

Unified Database

• Tracking of all-time alumni in secure, integrated database

Integrated Single Membership Membership

• Adherence to global, professionally managed membership

Global Global Web Portal Website Individual Networking Group Communication Global Organization Efficient Funding

12

Elevated branding that enhances the emotional appeal of our organization

• Global central access and and effective membership management Globalportal website central access effective membership management portalfor for

• Powerful social media hub enabling direct contact among members and crowdsourcing • Streamlined approach that provides useful information from a unified source • Unified structure (with AIESEC synergies, without overlaps) • Harnessing of global alumni base for action-oriented fee and donation income

Global Organiza0on The conclusions in Hungary • The independent alumni opera;ons of AAI, AI, the NAAs and the MCs have made it difficult to launch programs with interna;onal scale.

• In par;cular, AI and AAI need to work as an integrated team.

- Create a small, joint AAI/AI alumni support team to implement the 10 steps and core services - Seek AAI par;cipa;on on the SG and alumni oversight by the SG to maximize AAI/AI alignment

Results to date • Some successes - AAI has forged a somewhat stronger virtual team with AI, building on strong efforts by previous EB - AAI is being granted ex-­‐officio board member status on the SG - AAI has been building a volunteer team to get projects executed

• However, we confirm now than ever that we need a small full-­‐Dme staff to handle administra;ve work to execute the Hungary vision, and this requires funding.

Next steps • Redouble efforts on funding to address ‘chicken-­‐and-­‐egg’ problem.

• Seek a wrinen agreement with AI to ensure clarity and con;nuity of roles and responsibili;es.

• Present AAI’s perspec;ve at the SG mee;ngs to promote further alignment.

Establishing a Joint Alumni Global Support Center

AIESEC AI

Alumni EB

Single Membership Global Website Individual Networking Group Communications Efficient Funding National Chapter Support

A

Local Alumni Chapters

Unified Database

Unified Operating Enablers

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National Chapters

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Regional Alumni Groups

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Global Implementations

Joint Alumni Global Support Center

Across Platforms, Goals and Services

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Integra0ng Structures of Governance AIESEC Supervisory Group

• Oversee both AIESEC and Alumni • Promote alignment between the 2 bodies • Professional sounding board but would not dictate Alumni policy

AIESEC AI Alumni EB Joint Alumni Global Support Center

AIESEC IC AIESEC IPM AIESEC MCs AIESEC LCs AIESEC Student Members

Alumni Assembly International Alumni Association National Alumni Chapters Local Alumni Chapters Alumni Members

AIESEC’s Four User Groups

Student Bodies / University Faculties / Employers / Alumni Body

• Independent alumni governance

Next Steps in Governance The current situa0on • The op;mum roles and responsibili;es of AAI and the NAAs are not clear today • AAI and the NAAs are ‘member-­‐driven’ rather than having direct governance links

Proposed next steps • We see the following ways to bridge the gap: - Establish a wriben shared understanding of the respec;ve roles and responsibili;es of AAI and the NAAs - Create an Advisory Council made up na;onal leaders that will have periodic calls with AAI to promote maximum alignment - Encourage na;onal leaders to anend in-­‐person AAIM mee;ngs, and devote the Winter/Spring mee;ng especially to an AAI mee;ng with the Advisory Council - Begin planning now for a mee;ng in February/March/April ;meframe

Our Strategic Imperatives

Efficient Funding

Our strategic imperatives are to establish platforms, goals and services that drive real value and achieve a defined mission, and to support them with unified global operations and strong branding.

Aspirational global alumni mission statement (that clarifies the Alumni role towards AIESEC and the world at large)

Platforms, goals and services that drive real value (implemented globally, nationally and locally)

Unified Operating “Enablers” that Exert Global Scale

Unified Database

• Tracking of all-time alumni in secure, integrated database

Integrated Single Membership Membership

• Adherence to global, professionally managed membership

Global Global Web Portal Website Individual Networking Group Communication Global Organization Efficient Funding

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Elevated branding that enhances the emotional appeal of our organization

• Global central access and and effective membership management Globalportal website central access effective membership management portalfor for

• Powerful social media hub enabling direct contact among members and crowdsourcing • Streamlined approach that provides useful information from a unified source • Unified structure (with AIESEC synergies, without overlaps) • Harnessing of global alumni base for action-oriented fee and donation income

Efficient Funding Learnings since Hungary • Membership dues and sponsorship revenue will follow member value crea;on, so we have a ‘chicken and egg’ issue.

- We have put some effort behind membership marke;ng and sponsorships with limited results to date - We can push ahead with con;nued limited funding, and spending nothing, but this makes our job much more difficult, pushing out the ;ming and increasing the risk

Let’s pursue a seed capital campaign to get lid-­‐off • Let’s appeal to alumni to provide €300,000 of start-­‐up capital to ensure adequate funding.

Let’s encourage the crea0on of an AIESEC Founda0on • Jean Choplin and Arnould de la Boulaye have been ac;vely developing the concept of an AIESEC Founda;on, and AI and AAI are on record suppor;ng this effort.

• The benefit of a Founda;on include tax-­‐advantaged dona;ons for corpora;ons and private individuals based in many countries, especially in Europe.

• The Founda;on will depend on a strong AAI for alumni involvement in its charitable work, and therefore has agreed in principle to earmark a large percentage of early dona;ons to AAI.

Our Strategic Imperatives

Mission Statement and Elevated Branding

Our strategic imperatives are to establish platforms, goals and services that drive real value and achieve a defined mission, and to support them with unified global operations and strong branding.

Aspirational global alumni mission statement (that clarifies the Alumni role towards AIESEC and the world at large)

Platforms, goals and services that drive real value (implemented globally, nationally and locally)

Unified Operating “Enablers” that Exert Global Scale

Unified Database

• Tracking of all-time alumni in secure, integrated database

Integrated Single Membership Membership

• Adherence to global, professionally managed membership

Global Global Web Portal Website Individual Networking Group Communication Global Organization Efficient Funding

12

Elevated branding that enhances the emotional appeal of our organization

• Global central access and and effective membership management Globalportal website central access effective membership management portalfor for

• Powerful social media hub enabling direct contact among members and crowdsourcing • Streamlined approach that provides useful information from a unified source • Unified structure (with AIESEC synergies, without overlaps) • Harnessing of global alumni base for action-oriented fee and donation income

Mission Statement and Elevated Branding The conclusions in Hungary • There was support for the WG’s recommenda;on to define an aspira;onal mission statement and to elevate AAI’s branding, but it was agreed that the EB would commission a team to look at poten;al fine-­‐tuning of the recommenda;ons.

Results to date • Under Ken Phillips’ leadership, an interna;onal task force looked at alterna;ves and fine-­‐tuning op;ons.

• Tweaks were proposed for the mission statement and the tagline op;ons, and a strong posi;oning paper captured the team’s views.

• The recommenda;on to re-­‐brand AAI as AIESEC Life prevailed as an abbrevia;on of AIESEC’s “lifelong connec0on,” and it is thought that this could be implemented as a global brand umbrella without requiring that each NAA change its name.

Next steps • AAI will join a working group ini;ated by AI to look at our results in the context of a system-­‐wide look at student and alumni AIESEC branding.

• We will report back in advance of our next AAIM and AAIC.

Overall Stock-­‐Take Advancing in many areas

What we’ve learned

How you can help

• Volunteer team is growing • Some important new program launches • Signature program vision refined • Website designed and in development • Streamlined membership sign-­‐up • Significant database progress • Advanced membership and governance proposals • Relaunched newslener • Strengthened AI rela;ons, including AAI inclusion on SG • Founda;on effort progressing • Iden;ty work moving along …all at almost zero cost to AAI.

• We need to solve the chicken and egg problem to “break through”

• Help us work smarter by par;cipa;ng in our workshops

-­‐ We need to incur some cost and run a small office to implement our plans (e.g., for data management, membership management, volunteer recrui;ng and management, fundraising…).

-­‐ We need some seed funding for this effort to supplement dues

• We need to formalize our partnerships -­‐ We need to crystallize some aspects of our coopera;on with AI and with NAAs and RAAs into formal agreements (e.g., integrated membership, roles and responsibili;es…)

-­‐ Though the various en;;es can remain largely independent, we would like to implement an Advisory Council NAA and RAA leaders to ensure ongoing consistency and to incorporate perspec;ves

• Help us align formally our various en;;es (AAI, AI, NAAs) • Volunteer to take on a significant opera;ng role in one of the following areas: - Marke;ng - Fundraising - Newslener - Web portal - Signature programs