Mc thrive anual report by ana saldarriaga

MC THRIVE Annual Report

Presidency

Strategic Framework Development

Organizational Goals Local Entities Financial Goals Programs Goals

Empowered Network Operational Excellence

Entities Goals San Andr茅s & Providencia La Guajira

Choc贸

Meta

Item

Goal

# Dptos

# Ciudades

24 + Ous

# LCs

# Extensiones

# GIs (Uso)

# Expansion Initatives

Financial Goals

Program Goals 101%

IGIP: 300

TMP: 6040

OGIP: 400

Global Top 7

15%

TLP: 2250 14%

43%

66%

IGCDP: 1000 OGCDP: 1300 66%

Program Goals 92%

IGIP: 277

TMP: N/A

27%

OGIP: 354

Global Top 4 TLP: N/A

40%

IGCDP: 925 OGCDP: 1095 39%

Total Performance

Total X Goal: 3000 Total X Executed: 2651

89%Achieved

Main Achievments • • • • •

• •

•

We grew globally from TOP 7 to TOP 4 in total X realizations. The biggest financial growth of history Redefinition of the MC administrative Staff: The visas manager change from Yenny to Julieth and we add a new accountability person (Sonia)  Representation of AIESEC in Colombia in the external market: BoA, Colombia Jóven, Sistema Nacional de Voluntariado, ICETEX, Embassies, IAVE, etc… Recognitions for the entity inside and out of AIESEC: Global GCP of GIP growth and IAVE recognition as the best youth volunteer organization of the country. Internal Auditing process supervising the finances of the national office in the first semester MC Team management towards a National Network management united in the organizational purpose together: Peace & fulfilment of humankind`s potential Delivery of the biggest national iGIP project of the network, making a global innovation GCP and influencing the global supply and demand on the GIP teaching sub-product.

• • • • • • • • •

Global Responsabilites successfully achievied: Finance Subcomite with the new financial model and the global legislative calendar + Global FULLMEMBERSHIP BID Application to host IC 2015 and IPM 2016, positioning the brand and the talent capacity of AIESEC in Colombia in the global network. Presentation of the formal proposal of the Israel initiative in the global plenary Awarded with Global Achievement Award during IPM China 2014 Internal Auditor research, proposal creation and consolidation of In-Kind partnership with Crowe-Horwath ICETEX Agreement renewal for unlimited free courtesy visas and AIESEC Trainee NAT direct communication, education and consolidation in the national network. Host of IGN MCP Summit 2014 and IGN Summit 2014  PAI country visit with external connection for Global Youth Voice

Operations + Innovation

Strategic FrameWork

Customer Focus  CEM Challenge Achieved! AIESEC In Colombia certified as a Customer Centric Organization at IC Egypt!  +50 Cases Closed.  We created the CSI Team. A special task force for Firefighting and LC education on quality.  Together with the NAT, we evaluated the main bottenecks in each entity and gave back recommendations for process improvement.  We developed the sense of ownership around quality in AIESEC in Colombia. Now it matters and it´s included within our MoS.  Together with Marketing developed the Promoters Management Strategy.  Pioneered Zendesk implementation! A platform for customer solutions, now implemented by Customer Gauge.

Track

Methodology

Product Innovation Reports

Process Improvement

Education Plan

Timeline

CSI Creation + Consolidation Purpose: 1. For OGX EPs: To get direct help from MC which is faster and more effective. 2. For trainees: To handle conflicts with LCs in Colombia. 3. Communications & Updating. 4. Process Improvement & Innovation. 5. For any stakeholder to consult about XPP. 6. Structure and HR: How to make sure everyone’s committed and fast responding? 7. Making sure everyone knows about this tool.

Cata Medina

CSI Chair

Edu Florez CSI oGIP

Pedro Pabón

CSI oGCDP

Lucho Medina

CSI iGIP

Sonia Sutta

CSI iGCDP

Firefighting Guide  Global GCP Step 1 Internal Level

Step 2 Local Level

Step 3 National Level

Step 4 International Level

The intern or the TN organization should inform each other and try to solve the issue privately. NOTE: TN manager or EP manager MUST support this process.

If step 1 has been tried and failed, the intern or the TN manager should inform the Home & Hosting Local Entity in order to get the issue solved. NOTE: Hosting & Home entities’ VPs, Local CSI Teams, EP manager and TN manager MUST support this process. If step 2 has been tried and failed, the TN manager or the EP manager should send request to CSI in order to get this case solved. NOTE: Hosting & Home entities’ MC, LCPs and EP/TN manager should support this process. CSI will ONLY accept a case when it’s proved that Step 2 has failed.

If step 3 fails at MC to MC level. CSI, together with the MCVP Responsible, is in charge of taking the case to ICB for international arbitrage. NOTE: Let´s try to keep our cases within the previous three levels. Reaching ICB is

CSI & NAT ď&#x192; Quality MoS Monthly Reporting about Self Selected Issues together with clear next steps and follow up.

Process Improvement Tool in PODIO in order to assign responsibilities within the local entities.

Local Entities could lose full membership if this procedures are skipped.

NPS per Month

National 13-14 NPS

National 13-14 Promoters

National 13-14 Detractors

National 13-14 Response Rate

Operational Excellence  International Cooperation Plan for AIESEC in Colombia. Executed since IC Egypt 2013.  Backwards Planning improvement & VPM download.  Master Track platform for LCs. Platform downloaded.  The LAST Stand challenge promotion & strategy creation.  Planning Process development together with OD.  Champions League, commercial strategy creation and follow up.  Operations Team Management.  Both commercial strategies raised the urgency on the membership for Raising and Matching.

Empowered Network  7 OES Delivered!  Specific Knowledge about each region.  Profile analysis.  Download functional content for MM & TMPs.  Clear next steps.  Understand specific bottlenecks.  Innovate in Content Delivery.  Connection & Motivation.

iGCDP

MC THRIVE iGCDP Total Achievement Status Raises Matches Realizations

MC Thrive GOAL 1225 1070 1000

Total MC term Achieved 1384 1003 927

GAP 159 -67 -73

% Total Goal Achievement 113% 94% 93%

MC Boost Achievement 1048 755 659

1400 1200 1000 800

MC Thrive GOAL Total MC term Achieved

600

MC Boost Achievement

400 200 0 Raises

Matches

Realizations

Growth % 14% 29% 34%

iGCDP NPS Score

Promoters

59%

Detractors

15%

Responses

1168

Detractors Self Selected Issues AIESECâ&#x20AC;&#x2122; support during the experience

12%

Job-description clarity and alignment

18%

AIESEC Support

16%

Promoters Self Selected Issues Communication effectivity during acceptance procedure

11%

Cross Cultural Understanding

10%

Information provided about the GCDP programme

10%

Strategic FrameWork

Main Achievements iGCDP Projects consolidation & evolution

Matching & International Cooperation

Integral & sustainable growth

Talent development

Customer Focus iGCDP PROJECTS CONSOLIDATION & EVOLUTION • Global Citizen evolution and national Portfolio: 9 National products well structured • 8 LCs participating in our National Project ALFABETA with 240 raises. • Discover Colombia project Summit: Creation & Consolidation -> 60 TNs for December. (@Cartagena & @Uninorte)

Operational Excellence MATCHING & INTERNATIONAL COOPERATION • International cooperation Portfolio creation.

•

The Answer is Colombia macro strategy – MC in Colombia investing in some partnerships to accelerate matching processes: Peru, USA, Venezuela, Mexico.

Main Objective TAC: 1.Invest in the cooperation between OGCDP in IGN and iGCDP in Colombia. 2. Encourage volume in operations. 3. Encourage the recruitment of profiles for Colombia’s Projects •

MC and NSTs working in micromanaging matching in winter peak was one of the most accurate decision.

Operational Excellence MATCHING & INTERNATIONAL COOPERATION • CEEDers: – –

•

Focused in Quality: We received: Two from Germany / Two from USA Fucused in Match: We sent: 1 for Brazil / 1 for Peru / 1 for Germany / 1 for USA / 1 for Mexico

IC , IGN Summit, ILC Participation – – – – – –

Strengthening of old Partnerships Alignment of timelines in oGCDP EP recruitment / iGCDP TN raising Establishment of Co-Delivery strategies, Goals, In IC Approach to potential big suppliers: IGN small countries, Taiwan, Hong Kong, Indonesia, Australia, Poland, Russia, Italy. In IGN Summit approach to Big players like: Chile, Perú, Mexico, Argentina & Brazil. Positioning of AIESEC in Colombiaand reinforcement of Partnerships with Canadá, USA and IGN countries.

PROCESS OPTIMIZATION & STANDARDIZATION • iGCDP flow definition step by step. • Raising, Matching, Delivery & Quality materials & tutorials. • Delivery & Quality Products evolution INTEGRAL & SUSTAINABLE GROWTH • Relative growth in raises: 113%, matches: 91%, realizations: 93%. • 20 Days Challenge strategy (Synergy with F&LM) • Sustainability culture: iGCDP Projects structuration Model. • Quality Management Improvement: Fire fighting improved in iGCDP in Winter delivery.

Empowered Network TALENT DEVELOPMENT • 2 VPMs versions + 2 OES versions preparation & delivery in 4 zones • Education cycle structuration & execution – –

• • • • • • •

NST meetings, well work distribution and performance: NST structure was very well designed and is responding accurately to the network needs. Weekly news to VPs with directions, learning points, motivational stuff and monthly meetings with them. The network is answering faster to national directions and NSTs requests. Functional Visits in 18 local entities: ECI, EAN, Central, UGC, Rosario, Javeriana, Cartagena, Santa Marta, Tolima, Eafit, EIA, UN, UdeA, Javeriana Cali, Manizales, Cali, Pereira, Andes. Nomads in Cartagena, Uninorte, Santa Marta, Monteria, Cali, Pereira, EIA, Eafit, UdeA. In general, most of the expansion entities are incredibly empowered (Due to NST Expansion performance, VPs attitude, Attendance to OES) 3 Task forces – – –

•

Online trainings delivered by the NST Functional coaching (virtual)

Operations & Innovation summit: new products structured Alfabeta project Estructuration The answer is Colombia Strategy structuration (Matching Focus)/Reloaded matching tools for LCs

GCDP Value proposition is clear for all iGCDP corners and LCPs at local level: GCDP Army culture.

oGCDP

MC THRIVE

oGCDP Total Achievement

oGCDP NPS Score

Promoters

58%

Detractors

14%

Responses

1276

Detractors Self Selected Issues Logistical support

16%

Job-description clarity and alignment

13%

AIESEC Support During X

15%

Promoters Self Selected Issues Communication effectivity during acceptance procedure

11%

Cross-cultural understanding & awareness

10%

Information provided about the GCDP programme

Customer Focus • oGCDP Product Evolution: Cultural, Gestion, Development, Multiplica. • COOMEVA Partnerships Consolidation (new market segment) • Innovation Projects: – Call Center for oGCDP – Empaque y Vámonos a Ecuador – MRB Virtual + oGCDP Legalization process – National Publication in ADN Newsletter (May) (PR) – Ensure Assist Card Partnership in oGCDP Network for EPs

Financial Investments for IGN Collaboration Strategies Gen2015 Behaviours! Words  Action

Empaque & Vámonos Ecuador

National Publication in ADN Newsletter

COOMEVA Partnerships Consolidation (new market segment)

Operational Excellence • Process Standardization at national Level: refreshment PODIO Space; MRB Virtual, oGCDP Legalization process. • 90% Growth in oGCDP Matching Rate. • Development of Conversion Rate Strategy for oGCDP. • EPIC Implementation from National to Local level.

Empowered Network • IXP Culture at national Level: Sinergy with TM + # Goals. • Create National Trends: Organizational Culture “BIG SUMMER” + GCDP Army • 7 OES Trainings Execution + 2 VPM Delivered • Functional Visits to All LCs: Envoys, MCVP + Ceeders • Summits by Cluster, according to LC reality. • Virtual Education Cycle: 2 Big cycles • IGNite Ceeders: Pasto, Santa Marta, Montería, Tulúa • IGNite Ceeders for IXP = 12 Ceeders from Colombia to IGN

Main Improvements Points • Consolidation the Sinergy with IM & Expansion • oGCDP needs focus on Showcasing of OUR EPs! • The internal process & sinergies between oGCDP Corner at LC level is not efficient at all and there is a clear weakness in team management, tracking & delegation • Work together with the CSI Team in order to have a fast responding management to Quality Cases.

• We need to Consolidate the leadership body of oGCDP. • OD + oGCDP working together in order to support Growth in the programm. • Is necessary to improve the“ Sense of Urgency” of the LCs. ( Slow RA rate). • Working with projects with the Goverment : DPS: (Slow working process and answer) • International Cooperations: Ensure Tracking, Execution & Quality in Exchanges (NPS).

oGIP

MC THRIVE

oGIP Total Achievement

oGIP NPS Score

Promoters

59%

Detractors

14%

Responses

502

Detractors Self Selected Issues

Integration by the hosting entity

13%

Job-description clarity and alignment

12%

Logistical Support

16%

Promoters Self Selected Issues Information provided about the GIP programme

10%

Matching support

10%

Communication effectivity during acceptance procedure

10%

Main Achievements • Growth of 20% in MA Rate due to better alignment of Sales and Raising (MA Rate: 64%). • 27% of growth in experiences delivered (Absolute: 75 RE). • 16% of growth in Match. • Top 2 globally.

Strategic Framework

Customer Focus • • • • •

EPIC – restructuration of OPS for OGX EPs. Why GIP understanding in the network. Frequently meetings and reports to the Indian Embassy to solve Visa issues. Definition of new Match criteria with India. India CEEDer – supporting Colombian EPs inside the country

Operational Excellence • • • • • •

• •

Product Innovation Summit at the beginning of the term – presence of 6 LCVPs to revise booklets revision, oGIP flow and creation of National Sales Portfolio. Creation and implementation of standard National Sales Portfolio and Cooperation Portfolio. oGIP Flow – more structured and optimized. Podio oGIP Management space – restructured and closer tracking of opeoration and audit. EDUacTIng strategy – MC paying for each raise of Teaching and IT during the month of march. Achieved total of 13 RA (8 IT and 5 Teaching). The Answer is Colombia macro strategy – MC in Colombia paying for each match with the countries: Chile, Peru, Panama and Mexico, during the months of march and april. Matches achieved in march: 2 with Chile and 3 with Panama. Fast Matching Strategy – paying for each Match of our local entities. Matching Task Force – presence of 6 local entities.

Empowered Network • • • •

• •

2 OES – delivered in each zone, focus in Why GIP understanding and Functional training. NST strength – weekly meeting managed by the NST Manager LEC – training in Sales, Match, International Cooperation, IT, and EPIC Functional Visits – delivered by the MCVP in 12 entities (Popayan, Javeriana Cali, Cali, Manizales, Pereira, Andes, Javeriana, EIA, EAFIT, UdeA, Santa Marta and Uninorte). Nomadas – in 2 entities focused in implementation of RA and MA (Bucaramanga and Uniatlantico). Talent Capacity – trainings to the LCVPs oGIP and revision of structures, JDs, minimum, backwards planning, tracking and team management strategies.

iGIP

MC THRIVE iGIP Total Achievement MC GOAL

TOTAL ACHIEVED

GAP

MC Term % Goal Achievement

397

631

-234

159%

345

351

-6

102%

300

277

92%

Local goal

Local Achieved

Local GAP

Local % achieved

261

236

90%

195

157

81%

200

143

72%

iGIP

NPS Score

Promoters

58%

Detractors

14%

Responses

362

Detractors Self Selected Issues AIESECâ&#x20AC;&#x2122; support during the experience

15%

Visa documents and information

13%

Comm effectivity during acceptance procedure

13%

Promoters Self Selected Issues Comm effectivity during acceptance procedure

12%

Information provided about the GIP programme

11%

Matching Support

Customer Focus  Transition from a product centric organization to a market/customer centric organization by:       

Breaking mindsets for product packaging in iGIP Price flexibilization according to local market trends Take advantage of new market opportunities such as BPOs Find the real value proposal for our segments Define the right name for the Macro-products Local structures definition according to the market B2B strategy delivered in synergy with marketing

 Industrial and services sector analysis development in Bogota and Medellin.  Sales pilot projects to develop different segments:  6 sales pilots in the IT Market (Manizales, EIA, EAFIT, UN, Andes, Rosario)  4 sales pilot in the hotel market (Rosario, EAFIT, Bucaramanga, Santa Marta)  4 sales pilots in other segments different to IT and ET (Jave, Cucuta, EIA, Valledupar)

 CLO Summit and CLO strategy delivered along with BD  B2B strategy implementation along with marketing

Operational Excellence  Process standardization to improve in conversion rates:      

Payment policy flexibilization: 100% CUA payment at the match Pricing tool implementation according to market, internship duration and sub-products New JD delivery and implementation TN Form standardization to achieve effective matching and to avoid legal and quality issues Standardization tool for deadlines between the TN Taker and AIESEC New visa procedure application – TP6

 Quality oriented structures and tools for a better CEM performance:    

Implementation of NPS and TN Taker survey as quality measures New WIKI for trainee legal procedures development and implementation CSI implementation and cases tracking Amazing Account Manager and EP Colossal experience booklets delivery

Operational Excellence  Strategies implemented to increase matching efficiency:              

Establish relationships successfully with country partners TN Micromanagement tool for weekly matching tracking Egypt and India cooperation and matching-manias Matching games release with customized coaching in matching strategies and tools National matching team consolidation to support promotion and selection Re-negotiation with TN Takers for increase matching rate Ceeders to drive cooperation with US and Russia The Answer is Colombia Portal for promoting iGIP TN opportunities New sub-products implementation to align demand with supply International representation in IC and Euroexpro for the teaching supply Investment in Venezuela to match TNs IT International cooperation with Argentina and Mexico to match IT New National Searchtool constant actualization New PODIO applications for matching tracking

Empowered Network  Tools to engage and develop iGIP and its corner membership      

Sales Development Program development in synergy with TM iGIP purpose and identity definition and implementation: GIP Wings! New R&R tool for front and back office in iGIP to be implemented by LCs NST support to local entities and MC duties Two challenges implemented to empower the network FB and iGIP newsletters communication channels

 Generating talent capacity to increase exchange performance:      

20 functional visits to local entities 20 national trainings with more than 250 assistants PODIO application changes to track easily sellers and matching rates 7 OES and 2 VPMs delivery 5 nomads for local entities 9 LCs implementing local SDP

Main Learning Points In terms of talent Capacity:  OES implementation is a good strategy but just when we ensure assistance and follow up.  Functional visits are very important to empower the network but slower strategies which must be implemented virtually in the office.  Nomads program has been very effective and it must continue for iGIP.  Implementation of effective communications internal channels reinforce GIP culture, sense of affiliation, interdependence and purposed focused.  Something that must happen next MC term is rewards by sellers categorization.  The network is implementing SDP customized to their reality including iGIP Seminars, nevertheless it would be more effective an earlier implementation for all operations.  iGIP members recruitment must align even more to the profile required (time availability and desire to work with external relations)  LCVPs without results in raising cannot go to international events because they need to focus on deliver sales supporting their team physically.

In terms of market Approach:  Synergy within BD and iGIP to approach national segmentation must continue but could be improved to not delay processes and be more fast responding.  Sales pilots projects must continue but could be more tracked to give better results sooner.  There are still sales meetings not registered in podio but yet they have grown in 50%  This semester we have a big growth in expansion entities such as Cucuta and Sincelejo.  Sales are meetings are effective, but legal procedures delay the raising process.

Main Learning Points In terms of Customer Loyalty Organizations:  CLO Summit and CLO strategy must continue for next year along with BD and iGIP, but should be reviewed because there is still a lack of knowledge within the membership.  Standardization of the TNs will avoid quality issues for the following periods.  Avoid long visa procedures timelines and continue the diversification in visa types.  Quality issues with trainees gave us a lot of insights for the next term.  Lack of effective communication to the network in terms of administrative procedures changes. Expl: type of visa.

Matching productivity:  MC2MC cooperations are a lot more effective when they are driven by local committees or the MC recruits the Eps by their own.  Assistance to international events is important for positioning Colombia more than establishing big international cooperations plan.  Market Place has changed the way of doing international cooperations and is a great tool to track national entities results.  Intensive tracking to matching rates KPIs and local matchers team is essential.  Human Resources empowerment must continue for the local network matchers.

BD + iGIP Synergy 1

New national accounts approach

Customer Loyalty Organizations

External Relations policies

Organizational

Development

Strategic FrameWork

Empowered Network • New OD Model to enable specialized growth  Aligned with global growth model • New membership criteria to enable specialized growth. • Delivery of 4 rounds of visits for local entities to support the local management. • Adaptation of MC services to new región-based model for AIESEC in Colombia. • Coordination of NOMADS program to increase the operability capacity of some entities. • Development of Local OD Corner concept and its implementation. • Support the TM area in the development and implementation of IXP and Talent Capacity strategies. • Support the education area in the delivery of national conferences cycle.

X PROGRAMS PERFORMANCE

CLUSTER MODEL for Organizational Growth + Health

Global Competitor s

Integral Growth

Specialized Growth

Start-Up

Low Growth

BACK OFFICE: TALENT CAPACITY + FINANCIAL HEALTH

Expansion

Strategic FrameWork

Number of Entities

#Entities

(Last Update to be done in NatCo 2014) 18 16 14 12 10 8 6 4 2 0 Op. Units (IGs before NatCo) Extensions LCs

LDC 2013*

NatCo 2013

NPS 2 2013

NPM 2013

6 17

7 16

10 13

Main Achievements 1. PROCESS STANDARDIZATION

2. NETWORK’S EMPOWEREMENT & COACHING STRATEGY

5. SPECIAL PROJECTS / OTHERS

4. OD MODEL EVOLUTION

3. MARKET’S SEGMENTATION

New Regional Model

New @COLB regionalization strategy: https://mapsengine.google.com/map/edit?mid =zyRNhqwL2HKU.kRvRHd7oGNqQ ;

Operational Excellence PROCESS STANDARDIZATION • • • •

New Expansion model implementation (overall entities criteria refreshment and status actualization); Godfather LC criteria development; Expansion and Regional coaching strategy development; Expansion information system standardization (Expansion Wiki and Tracking Tool development) –http://www.myaiesec.net/content/viewwiki.do?contentid=10277376 and https://docs.google.com/spreadsheet/ccc?key=0As5DT6PDtBNXdEhBSWF6MzlqcmZoSEF0QXAydDd4 aFE&usp=sharing

• • •

3 New Extensions: AIESEC Cúcuta, AIESEC Tuluá, AIESEC UdeA 1 New Operational Entity: AIESEC UdeA 6 New Specialized Units: Yopal, Villavicencio, El Espinal, Girardot, Unilibre, CUC

•

IGNite Project development – IXP cooperation project realized among 10+ IGN countries under the regional coordination of AIESEC in Colombia - 14 IXP RE (GCDP + CEEDership); 7 TNs, 7 EPs

•

International Expansion – Expansion fund criteria strategic revision (allowing @COLB to support International Expansion through the macroproject “The Answer is Colombia” i.e. Israel Expansion Initiative);

•

IXP (GCDP + CEED) Cooperation Project between expansion entities of Brazil and LCs of AIESEC in Colombia;

Empowered Network • • •

3 New Extensions: AIESEC Cúcuta, AIESEC Tuluá, AIESEC UdeA 1 New Operational Entity: AIESEC UdeA 6 New Specialized Units: Yopal, Villavicencio, El Espinal, Girardot, Unilibre, CUC

•

180 TNs financed through the Expansion Fund in Specialized Units

•

Collaboration Initiatives between Godfather LCs and Expansion entities financed by the Expansion Fund

MARKET’S SEGMENTATION

•

New Universities portfolio development;

•

National training cycle: selling for Universities;

• Specialized Units strategy and criteria development:

http://www.myaiesec.net/content/viewwiki.do?contentid=10280735

Main Learning Points 1. To develop a faster operations tracking tool for expansion entities; 2. To deliver all marketâ&#x20AC;&#x2122;s segmentation improvements (SUs implementation + tracking; national Universities and municipalities segmentation review);

3. To track more intensely membership criteria fulfillment; 4. Follow up of godfatherâ&#x20AC;&#x2122;s LCs criteria achievement.

Talent

Management

Strategic FrameWork

Customer Focus •

Lider Global Product Evolution Created a brand for the evolution of “Talento Joven” that reflects to the external market the opportunity to take a leadership opportunity + an exchange experience, recruiting young people to be IXP and improving our synergy with oGCDP.

• Develop TMP TLP minimum standards: Members are our main customers  Tracking System for TMP/TLP

Operational Excellence â&#x20AC;˘ Integrated Experience! We created a culture of going on exchange in our membership, through our conferences, coaching and communication channels. AIESEC in Colombia now has a membership that believes that having a leadership experience + an exchange experience is what develop young people.

400

Empowered Network â&#x20AC;˘ We develop the first version of the Sales development program, believing that the best sellers need to go through a good education program, followed by tracking system and R&R campaigns. â&#x20AC;˘ We had 10 LCs implementing SDP!

Empowered Network Efficiency Indicators for a more empowered network! • Retention rate (measured every month in each local area). • # of active members (measured every month in each local area). • Productivity (measured every quarter for each macro-process: RA/MA/RE). • # IXP executed in the local entity (measured every month for each project). • # of active sellers (measured every quarter according to the sales they did). • TXP/Members (measured every quarter to check the rotation of experiences). • % of members distribution in X and strategic areas (measured every quarter to see the equilibrium of the operability in the local entity).

Education

Strategic FrameWork

Operational Excellence

co.aiesec.org/education We develop a unique and centralized education platform for all of our members can proactively learn and develop their operational leadership skills in all AIESEC functional areas! 

1181 Items Available



1896 Visits from March to June



842 Content Downloads from March To June



Complete Database of Conference Outputs since 2012

LEC View

Empowered Network http://aiesecdevelop.org/efront Development of a unique platform that enables members to take online courses to certify their functional knowledge and ensure the professional delivery of our ELD programs! 

2 Courses Available (Basic Local Trainer & Audit processes)



55 persons certified in May with pilot courses



102 Registrations to platform during May.

NEC View

Empowered Network National Education Cycle Proffesional Delivery!



8 Conferences Delivered.



1397 Delegates trainned in total



17 Sessions delivered by External/Professional Trainners.



Sessions Average Evaluation 4.4/5



RDC Evolution  Delivered by Elected MC!!

MARKETING

Strategic FrameWork

Customer Focus • Convertion Rate from applicant to RA) oGCDP: 27% oGIP: 18% • Convertion Flow Definition of synergy and customer experience follow up at local level

Operational Excellence • Synergy Flow between strategic and operations • Líder Global branding • Empaque y Vamonos Execution • oGIP Promo Timeline generating more aligned applicants • Campus Party brand positioning • B2B Strategy to support iGIP • Review and education on reporting iGCDP Impact • Matching Portal for ICX

Empowered Network • NST pipeline for VPs – 62% became VP or MC in the following term • Challenges and recognition for MKT performance based on sales • OES execution

Aditional Info • • • •

Programs applicants: oGCDP: 5933 oGIP: 3194 The Answer is Colombia – country positioning materials for cooperation and MA (virtual and for conferences) • Start of national website redesign • Doubled the reach of +20k of likes on Facebook (we started with less than 10k) • Youtube channel viewers growth of 43%

Information

Management

Strategic FrameWork

Customer Focus â&#x20AC;˘ Zendesk Implementation, giving us a proper firefighting tool

Operational Excellence • Start update to the current needs of the organization. • Learning center update and Learning platform development • Upgrade and securement of our IT platform in order to provide the proper support to our operations .

Public

Relations

Strategic FrameWork

Customer Focus â&#x20AC;˘ BRAND RECOGNITION 1. 2. 3. 4. 5.

Events Partners Awards Media Appareance PR activities

1. Events AIESEC in Colombia had presence in 13 events, which posicionated the brand throughout different activies in each of them (stand, speakers, promotion networking)

Events / Outcome • Promotion • 1 speaker • 91 IT-OGIP applicants

• Stand • 5 contacts for BD

• • • •

Promotion 7 contacts for BD and PR 1 workshop 1 panel

• 4 events • More than 600 applicants for OGCDP

• Expansion strategy • 3 contacts with (universities, government, chamber of commerce)

• Networking-Lobby • More than 10 contacts for BD and PR

Internal Events • Closing of 100 TNs project • Positioning • 2 leads for national teaching project

• National Education cycle • Loyalty with partners • Positioning as Global Youth Voice

2. Partners

National Partners AIESEC in Colombia got new partners that help the organization to position it in different markets and publics in order to push the exchanges programs. The way that AIESEC in Colombia Worked with them was: • • • • •

Events participation Products Promotion Support in projects Referrals Institutional Support

PR Partners

PR Partners/Results •

• •

Promotion in social network Support in national projects Referrals

• Promotion in internal bulletins • Participation in national events • 1000 AIESEC notebooks • Donation: Paper

PR Partners /Results • Promotion in social networks • Support in national projects and events (Bilinguism event) • Referrals

• 1 Publication about AIESEC • 35.000 flyers of OGCDP delivered with ADN

• Proffesional videos of AIESEC for free

PR Partners/Results • Support national igcdp projects • Referrals

• Free spaces for events

• Promotions of programmees • Participation in events • English test for TMP and OGX

3. Awards

AIESEC in Colombia apply to Portafolio Awards getting nominated in the Category Comunity Service.

AIESEC Colombia was awarded as the best Youth Volunteering Association of the country in 2013 by IAVE (International Association for Volunteer Effort) , Colombia Joven (Presidential Programme for the National System of Youth) and Alianza Social Uniandina . The awards Vida y Voluntaria Plena were held at December 5th of 2013, in the International Volunteer Day and is directed to formal or informal volunteering associations that has excelled in their efforts to solve problems of exclusion and inequality.

Global Youth Voice

4. Media + Social Networks AIESEC in Colombia had publications and promotion about the impact of the exchanges programs and the organizations in differents channels, through their national partners. The publications were: PARTNER

Colombia Joven

Marca País

El Tiempo

Alcaldía de Bogotá

RESULT/TYPE OF ALLIANCE

3 publications in facebook and twitter about OGCDP and OGIP 1 publication in their web page about MCDP , 1 publication in facebook about SED project, 1 publication in twitter about bilingualism event, 2 publications in twitter about global citizen program, 1 publication of the launching the partnership 1 publication about AIESEC, 1 activity giving 35000 flyers of global citizen with ADN 1 publication in their web page about 100 TN’s project

5. PR Activities AIESEC in Colombia made different PR activities in order to get more brand presence, push exchange programs and support national activities of leadership and education: These activities were:

Support the national iniciative Todos por la Educaci贸n Public Relations Agenda for PAI麓s visit in Colombia Support the global iniciative of UN

Operational Excellence • Process Standartization     

Creation of LLC flow Creation the CRM process of LLC flow in podio Creation the CRM and KM process of PR flow Creation of National PR Wiki Get the donation of EF platform of english text for members and EPs

Operational Excellence • Finacial Sustanibility  Open channels for BD to sell: 100 TNs project with SED (sell the first round of the project), contact with Aviatur, Terpel, IBM, Colombina, Pepsico.  In-kind incomes worht of 108 millions of pesos (money that we did not waste with different partners: Corferias (free venues), Publik (freepromotion) , Marca País (IC promotion material), Frisby (meals) , Aviatur (1 ticket), Carvajal Papeles ( 1000 notebooks), Wo ( corporate videos of AIESEC), ADN ( free activity of global citizen program)

Empowered Network â&#x20AC;˘ Expanding Fronteries Participation in Expobecas Casanare 2014 in Yopal. Results: Contact with Chamber of Commerce, Government, Unitropico University interested in have AIESEC

LLC Strategy -LLC strategy launched -Alumni Network CRM in podio implemented -KM of local reports -First national newsletter sent -Standardization of national database -NPS support through 2 alumnus as speakers -LLC wiki ready -New brand of LLC in Colombia -National PR plan with alumni network

Internal Events

• National Sustainability (profit in the 3 national events) • Conference Manager for National Education cycle (3 national events, support 5 regional events) • Standardization for a more structured conference delivery • New partners an speakers in national events

Internal applications to awards and BID events - BID for IC 2015 - BID for IPM 2016 - Application to IGN awards.

MC THRIVE BD Annual Report c

Strategic FrameWork

Global Report

Goal

Achieved

Gap

Growth %

Achieved %

$367,788,583

$430,997,248

-$63.208.664

269.37%

117.19%

BD Team Global Report BD Member

Goal

Achieved

Gap

Natalia Farfán

$83,647,234.67

$38,983,738.50

-$44.663.496

Ana María Vela

$103,511,180.00

$56,935,025.00

-$46,576,155.00

Diego Tibamoso

$200,000,000.00

$282,604,069.00

+$82,604,069.00

30 National partners PLATINUM

GOLD

PLATINUM

SILVER

30 National partners

PLATINUM

GOLD

SILVER

30 National partners

Customer Focus • Segments specialization • Products Strengthening – Improving our 4 main products with new subproducts that were adapted for the customer » RSC Projects » Sales Agent Product (ASSIST CARD & ISIC) » IGN BD Summit participation • Channels Standing – Improving distribution channels in terms of diversicating our contact process with the customer » PR connection Project with BOA contacts

Operational Excellence • Processes Standardization – BD KM in Podio and BD Webside – Physic and virtual material

• Professional Alliances – Customer Loyalty organization strategy with IGIP in terms of increasing the sales and guarantee the sale process with national segmentation – More profesional Global youth to business, with new agenda and multinational partners

• Loyal clients – Customer Loyalty organization strategy with IGIP

Empowered Network • Expansion Agents – NST empowerment with Y2B sellers and Assist Card Director and ISIC Director • Sellers Trainning – BD and IGIP making CLO startegy to guarantee local sales. Holcim and Gobernacion Uniatlantico were part of the result of the strategy • Global Sales GCP – Overcome the BD goal and break paradigms in terms of sales with new partnerships and big partnership, as the Secretary of Education Project allowed BD to be a reference and example to the AIESEC network

FINANCE & MANAGEMENT MC 13.14 REPORT

Strategic Framework

OGIP Raising subtotal 2013

June

July

August

Septem Octobe Novem Decem subtotal Februar ber r ber ber 2014 January y March

April

May

MC 13.14

Budget Goal

$111.877 $12.337. $9.813. $12.617. $21.029. $25.235. $19.627. $11.215. $68.366. $7.976.1 $10.710. $16.635. $17.091. $15.952. $180.244 .874,33 409,70 848,63 805,38 675,63 610,75 697,25 827,00 760,00 22,00 792,40 911,60 690,00 244,00 .634,33

Exec. Goal % Of Excec

$78.066. $15.702. $7.227. $5.608.0 $13.989. $13.866. $19.429. $2.243.1 $56.763. $11.151. $12.534. $13.087. $8.796.4 $11.193. $134.829 250,63 158 978 19 826 098 006 65 498,95 481,95 664,80 567,20 80,00 305,00 .749,58

GAP Incom

70%

127% 74% 44% 67% 55% 99% 20% 83% 140% 117% 79% 51% 70% 75% $$$$33.811. 3.364.74 $2.585. $7.009.7 $7.039.8 $11.369. $198.69 $8.972.6 $11.603. 3.175.35 1.823.87 $3.548.3 $8.295.2 $4.758.9 $45.414. 623,70 8,53 870,63 86,38 49,63 512,75 1,25 61,60 261,05 9,95 2,40 44,40 10,00 39,00 884,75

OGCDP Raising subtotal 2013

June

July

August

Septem Novemb Decemb subotal ber October er er 2014 January February March

April

May

MC 13.14

Budget Goal

$117.419. $20.653. $4.332.8 $7.943.5 $12.276. $28.163. $31.774. $12.276. $135.828. $8.085.00 $21.021.0 $32.340.0 $33.957.0 $40.425.00 $253.247. 557,50 132,50 25,00 12,50 337,50 362,50 050,00 337,50 000,00 557,50 0,00 00,00 00,00 00,00 0,00

Exec. Goal % Of Excec

$103.486. $19.664. $6.798.4 $7.872.1 $15.329. $24.457. $25.142. $4.221.4 $126.771. $14.286.9 $17.748.2 $21.054.2 $13.663.4 $60.018.52 $230.258. 849,00 967 71 42 948 766 146 10 467,06 316,06 61,50 73,20 76,36 35,00 1,00

GAP Incom

88%

95%

157% 99% 125% 87% 79% 34% 93% 177% 84% 65% 40% 148% 91% $$$$$13.932.7 $988.166 2.465.64 $71.370, 3.053.61 $3.705.5 $6.631.9 $8.054.9 $9.056.53 6.201.96 $3.272.7 $11.285. $20.293. 19.593.52 $22.989.2 08,50 ,00 6,00 50 0,50 96,50 04,00 28,00 2,94 1,50 26,80 723,64 565,00 1,00 41,44

IGIP GOAL subtotal 2013

June

July

August

Septem Octobe Novem Decem subotal Januar Februar ber r ber ber 2014 y y March

April

May

MC 13.14

Budget Goal

$34.411. $7.042.5 $2.278. $3.904.0 $732.51 $9.903.6 $8.597.2 $1.952.4 $22.410. $3.822. $4.712.4 $4.869.4 $4.869.4 $4.136.4 $56.821. 336,20 18,00 996,20 20,00 0,00 00,00 68,00 24,00 080,00 280,00 00,00 80,00 80,00 40,00 416,20

Exec. Goal % Of Excec

$36.367. $6.836.1 $3.028. $3.049.2 $732.51 $8.771.7 $9.492.0 $4.456.6 $14.780. $786.00 $3.463.7 $3.980.1 $1.768.5 $4.781.8 $51.147. 186,20 93 840 45 0 60 18 20 295,20 0,00 32,00 64,80 22,40 76,00 481,40

GAP Incom

106% 97% 133% 78% $$1.955.85 $206.32 749.844 $854.77 0,00 5,00 ,00 5,00

100%

89%

110% 228% 66% 21% 74% 82% 36% 116% 90% $$$$1.131.8 894.750, 2.504.19 $7.629.7 $3.036. $1.248.6 $889.31 $3.100.9 645.436, $5.673.9 $40,00 00 6,00 84,80 280,00 68,00 5,20 57,60 00 34,80

IGCDP Raising subtotal 2013

June

July

August

Septem Octobe Novem Decem subotal Januar Februar ber r ber ber 2014 y y March

Budget Goal

$41.038. $2.758.8 $3.448. $6.207.4 $9.656.0 $11.725. $5.517.7 $1.724.2 $39.177. 042,50 60,00 575,00 35,00 10,00 155,00 20,00 87,50 600,00

Exec. Goal % Of Excec

$44.279. 398,41

GAP Incom

April

May

MC 13.14

$1.478.4 $25.872. $7.096.3 $4.730.8 $80.215. 00,00 000,00 20,00 80,00 642,50

$5.783. $1.485.5 $5.311.1 $9.658.3 $8.568.9 $13.472. $63.193. $4.865. $5.520.2 $25.282. $15.005. $12.520. $107.473 175 40 19 72 68 224 995,00 000,00 85,00 672,00 766,00 272,00 .393,41 #ยกDIV/0 108% 0% 168% 24% 55% 82% 155% 781% 161% ! 373% 98% 211% 265% 134% $$$$$$$$$$3.241.35 $2.758.8 2.334.6 $4.721.8 $4.344.8 $2.066.7 3.051.24 11.747.9 24.016.3 4.865.0 4.041.88 $589.32 7.909.44 7.789.39 27.257.7 5,91 60,00 00,00 95,00 91,00 83,00 8,41 36,50 95,00 00,00 5,00 8,00 6,00 2,00 50,91 $-

BD subtotal 2013

June

July

Septem Octobe Novem Decem subotal Februar ber r ber ber 2014 January y March

August

April

May

MC 13.14

Budget $194.347. $11.774. $14.005. $44.729. $54.712. $29.260. $20.555. $19.310. $101.653. $20.560. $22.933. $24.033.4 $15.819. $18.306. $296.000.9 886,68 742,00 636,33 024,10 642,58 466,67 241,67 133,33 099,99 100,00 433,33 33,33 733,33 400,00 86,67 Goal Exec. Goal % Of Excec GAP Incom

$120.330. $8.996.3 $8.823.4 $17.991. $34.474. $10.542. $8.621.4 $30.880. $310.667. $55.188. $18.798. $217.148. $14.494. $5.037.0 $430.997.2 132,00 26,00 25,00 906,00 090,00 595,00 77,00 313,00 116,00 094 471 824 631 96 48,00 62%

76%

63%

40%

63%

36%

42%

160% 306% 268% 82% 904% 92% 28% 146% $$$$$$74.017.7 $2.778.4 $5.182.2 $26.737. $20.238. $18.717. $11.933. 11.570.1 209.014.0 34.627.9 $4.134.9 193.115.3 $1.325.1 $13.269. 134.996.26 54,68 16,00 11,33 118,10 552,58 871,67 764,67 79,67 16,01 94,00 62,33 90,67 02,33 304,00 1,33

ENTITIES' CONTRIBUTION subtotal 2013

Budge $189.000.0 t Goal 00,00

June

July $119.000.0 00,00

August

Septemb Novemb Decemb subotal er October er er 2014

$70.000.00 0,00

January February

$254.000. $20.000.00 $114.000.0 000,00 0,00 00,00

Exec. $194.097.0 $7.719.486 $60.821.57 $6.088.187 $11.670.99 $89.728.59 $16.631.71 $1.436.52 $206.167. Goal 65,26 474,00 ,00 0,00 ,00 8,00 1,22 1,05 2,00 % Of Excec 103% #¡DIV/0! 51% #¡DIV/0! #¡DIV/0! 128% #¡DIV/0! #¡DIV/0! 81%

March

April

$120.000.0 00,00

May

MC 13.14

$443.000.00 0,00

$93.655.576 $18.593.09 $93.918.80 $400.264.53 9,26 ,00 6,00 2,00

0% 0% #¡DIV/0! 15% #¡DIV/0! 90% $$$$$$$$$GAP 5.097.065,2 7.719.48 $58.178. 6.088.18 11.670.99 19.728.59 16.631.71 1.436.52 $47.832.5 $20.000.0 $114.000. 93.655.57 $101.406. 93.918.80 $42.735.460, Incom 6 6,00 430,00 7,00 8,00 1,22 1,05 2,00 26,00 00,00 000,00 6,00 904,00 2,00 74

Executed incomes in 2013 25%

29%

ENTITIES CONTRIBUTION BUSINESS DEVELOPMENT OUTGOING EXCHANGE INCOMING EXCHANGE

28%

18%

Executed incomes in 2014 10% 26% Entities' contribution

24%

Business Development Outgoing Exchanges

Incoming Exchanges

40%

Final Fund Balance BD Incomes Xs Incomes Operative Fund Reserves Fund National Fund Expansion Fund TOTAL

31/05/13

31/05/14

% Growth

Growth in $

$168.592.142

$430.997.248

256% $262.405.106

$473.565.978

$523.708.940

111% $50.142.962

$113.080.385

$390.201.546

345% $277.121.161

$122.807.204

$198.926.886

162% $76.119.682

$51.372.512

$91.428.591

178% $40.056.079

$16.202.674

$127.458.395

787% $111.255.721

$945.662.320 $1.762.763.396

186% $817.101.076

INGRESOS vs. EGRESOS IN 2013 $ 190.000.000 $ 180.000.000

Total incomes in budget

$ 170.000.000 $ 160.000.000

Total outcomes in budget

$ 150.000.000

MILLONES DE PESOS

$ 140.000.000 $ 130.000.000

Total executed incomes from budget

$ 120.000.000 $ 110.000.000 $ 100.000.000

Total executed outcomes from budget

$ 90.000.000 $ 80.000.000 $ 70.000.000 $ 60.000.000 $ 50.000.000 $ 40.000.000

MESES DE GESTIĂ&#x201C;N

INGRESOS vs. EGRESOS PRESUPUESTADOS vs. EJECUTADOS EN 2014 $ 440.000.000

Total incomes in budget

$ 390.000.000

Total outcomes in budget

MILLONES DE PESOS

$ 340.000.000

$ 290.000.000

Total executed incomes

$ 240.000.000

Total executed outcomes

$ 190.000.000

$ 140.000.000

$ 90.000.000

$ 40.000.000

MESES DE GESTIÓN

OUTCOMES PARTICIPATION IN 2013 MCP Plan

F&M Plan

PR Plan

O&I Plan

IGIP Plan

IGCDP Plan

OGIP Plan

OGDCP Plan

TM Plan

MKT Plan

IM&COMM Plan

OD Plan

OD Expansion Plan

OD Education Plan

BD Plan

MC Services

Other MC Dutties

Imprevistos

0% 7%

7% 1%

1% 1% 4%

1% 0% 1%

2% 2%

62%

INCOMES PARTICIPATION IN 2014 Other MC Dutties 6%

MCP Plan 10%

F&M Plan 3% PR Plan 0% O&I Plan 2% IGIP Plan 2% IGCDP Plan 3% OGIP Plan 2%

OGDCP Plan 3%

TM Plan 1%

MKT Plan 5% MC Services 51%

IM&COMM Plan OD Plan 1% OD Expansion Plan 6%

OD Education Plan BD Plan 0% 2%

Customer Focus •

•

We managed to use our brand and positioning to get the biggest bank in our country to be our financial ally. Bancolombia allows us to have faster and more secure transactions within the organization and evolving IT Tools to identify our payments and offer more options for our costumers to pay. We improved the ICX programme efficiency and the experience of our costumers both the TN Takers and the trainees by implementing a migration policy with in AIESEC and by using new visas in IGIP. Additionally, this brings new possibilities for IGCDP in order to get the supply from more countries.

TP1: Sponsored by ICETEX, Free but takes up to 2 months on issuance, allows to take the professional internship and study. – TP6 and TP7: Have a $250USD Fee and is issued within a week; allows to take the professional internship. – Mercosur: for the Country Partners in the Americas, with a duration of 2 years; allows to take the professional internship and study. –

•

We had a strong Legal representation of the organization regarding Tax Authorities, the Ministry of Foreign Affairs and with Revisor Fiscal

Operational Excellence • • •

• • • •

•

This year Colombia was recognized as a legal entity by AIESEC’s Global Finance and Legal Board Colombia was one of the ten entities globally awarded with the Sustainability Certification by AIESEC’s Global Finance and Legal Board We ensured the full-membership status both in IC EGYPT ’13 and IPM CHINA ’14. Back office was completely aligned with the Front office, by working in synergy with exchange areas and Business Development team. For the very first time, the national office has an execution of more than 90% of the budgeted incomes. One of our main investments this term was an aggressive international cooperation strategy to promote Colombia as an opportunity and it’s talent. Standardization of legal, financial and administrative processes was a focus as well on having knowledge management in all RA-MA-RE stages within the exchange programmes. This term we worked hard to ensure liquidity of our entities by: amendments in the national policies and fast legalization processes and transfers. We had a legal review on our day-to-day and macro projects., we also started with the approach on case-scenario methodology and risk assessment.

Empowered Network • •

• • • • • • • • • •

We built the financial national identity. We implemented de BIG FINANCE FOR A BIG AIESEC Mindset which connects the need for a more legal, transparent and financially sustainable organization in order to ensure responsible leadership and organizational growth. We are very proud of the financial network in Colombia as we ensured that all our members have the Clarity of Why in Finance giving that we provided 5 MCVP Finance 14.15 to the global network: CONGRATULATIONS TO ALL! We prepared the network to grow like never before teaching how the financial goal follows the exchange results and how we are key roles in the MoS achievement. Finance ensured Operational leverage and enhancement by successfully investing, for this term as we grew more than 230% and implemented cash-flow management rather than fixed reviews. We delivered the first IGN MCVP Finance preparation summit. We worked on providing accurate and transparent information to the General Assembly by submitting the plan and budget in both semesters and passing the internal audit regarding financial management. We focused on training our membership on GCDP sustainability and project structuration. We created the POWER CORNER to improve the communication and decision-making in the EBs (President and VP Finance). We guaranteed membership efficiency by having clear indicators on the finance area and the structure locally to respond to core support, finance reporting and management and legal requests We enhanced a collaborative network by delivering 2 VPMs in July and December, 7 Operational Excellence Summits in July, August, January and February, functional visits and nomads and trainings to the LCPs. The National Finance Team has over 18 MEMBERS and was structured to ensure customized coaching for all entities having a clear education strategy, functional coach and NFT Weekends as well as Finance weekends with more than 85 assistants.