AIESEC Almaty perspective
Leadershiip is a journey, n ot a d destination ‌
LC Almaty, Kazakhstan 09-10
Leadership is a journey, not a destination …
Foreword
Dear AIESEC Almaty, The following document is output based on external trends, AI and CEE materials and Local Planning Meeting’09. You will find main things for every functional area, SWOT analysis, main focuses and vision of AIESEC Almaty for the year 2009 2009-2010.
A historical moment This year AIESEC Almaty celebrates 20th anniversary. We can stake out how AIESEC during twenty years activates es youth leadership in Almaty. AIESEC is becoming more relevant, adding more value every day in young people and in relationships with our stakeholders. Our members and people around us is our greatest strength and we all together contributing and performing to the AIESEC success success. It’s all about people! Now more than ever it is necessary for us to be aware of the market and to consistently be one or two steps ahead of the trend. However aare we being enough with ambitious?? What defines our potential? And who defines that for us? We are doing incredible things, but we have a lo long ng road to go to became Great! We are performing great results, but we need to perform more…enjoying process. It is not experience destination. Leadership for us is a life life-changing journey!
Truly yours, Executive Board 09/10 AIESEC Almaty, Kazakhstan Leadership is journey, not a destination…
Leadership is a journey, not a destination …
Global trends
Here you may find main global updates in Exchange area. Based on global trends trends, itss helps us to stay in relevant progress according to supply & demand X management.
Returning challenges into opportunities
There is a global trend according to total (both ICX and OGX) exchange numbers from 2000 to 2008 years. You can see traceable constant cons growth with highest result in 2008 – 5558 Xs. However we should keep in mind that X goal for the 2010 year is 8000.
According to the Global pool distribution almost half of the X realized is MT (46%), one third is DT (32%), TT and ET are almost the same (12% & 10%).
Rank LC
Country
1
AIESEC UIBE
CHINA
2
AIESEC PKU
CHINA
3
AIESEC RUC
CHINA
4
AIESEC Tbilisi
GEORGIA
5
AIESEC KRAKOW
POLAND
6
AIESEC DELHI IIT
INDIA
7
AIESEC ISTANBUL
TURKEY
8
AIESEC DELHI
INDIA
9
AIESEC ALMATY
KAZAKHSTAN
10
AIESEC MUMBAI
INDIA
11
AIESEC LEGON
GHANA
12
AIESEC BURSA
TURKEY
13
AIESEC WROCLAW
POLAND
13
AIESEC POZNAN
POLAND
15
AIESEC IZMIR
TURKEY
15
AIESEC BANGALORE
INDIA
17
AIESEC UON
KENYA
18
AIESEC SJTU
CHINA
19
AIESEC BANDUNG
INDONESIA
20
AIESEC BARODA
INDIA
TN 24 1 1 2 22 26 28 31 2 18 26 28 10 19 20 20 24 10 14 22
EP 59 55 49 42 17 10 7 4 28 12 4 2 19 9 7 6 2 15 10 2
Total 83 56 50 44 39 36 35 35 30 30 30 30 29 28 27 26 26 25 24 24
There is a Top twenty LCs around the Globe. Thereafter AIESEC Almaty is on 9th place according total Exchange realized. But as you can see it was happen due to OGX area (28 EPs). And only 2 TNs during that period.
CEE Focuses
CEE as separate eparate growth network has its own trends, realities and focuses. This year 09-10 09 CEE has focuses that you can see above: Exchange is planning to growth by DT and TT regional exchange umbrella projects, Regional Tracking and reporting of performance performance, LC2LC cooperation. Also as a pioneering region for growth in CEE Central entral Asia and Caucasus, CEУ will realize more Exchange with CAC. Finance – financial model implementation and resource management. Local Committees development by eeducation about LC2LC cooperation ion, education about LC coaching/LC expansion Positioning through online p presence and relationship-building building with universities and organizations
Following the pack Navigating your own path
AIESEC Almaty Planning outputs
Functional Areas SWOT Here we are presenting you Local Committee Functional Areas’ SWOT to analyze all successes that enabled the results and things that hold back the potential.
Functional Areas SWOT
Functional Areas SWOT
Coloring the processes
Coloring. Why?
One interesting thing about BSC is that it is a very visual tool. Just looking into the map you can see how the organizations performing taking in consideration colors, that are based on the critical success factors. It’s very simple: Green: Excellent Performance Yellow: Medium Performance Red: Low Performance
Coloring CSFs
Coloring. Why? After all processes coloring into BSC, we are able to put in more vision way CSF’s map. Based on that we can see our excellence performance in: Recruitment & Induction, External Positioning for students and organizations, financial health & sustainability. On the other hand we should put in “green” way such CSF’s like: Relationships management with partners & alumni (mostly due to alumni management) and IT structure, which are red at this moment.
The colored map represents your performance; it is an input for future plan’s revision and decision making.
Local Focus Areas Navigating your own path Since we defined successes that enabled the results and things that hold back the potential, we identified our local priorities and focuses for the year 2009 2009-10. According to the colored BSC’ CSFs, which we are perform not so good, we commit to follow the things which we set as year focuses.
Local Focus Areas In order to customize our plan, we identified 3/4 big strategy for each CSF we are going to drive. It is about customizing our Strategy Map following the cause-and-effect logic. The main question for that is: “What are the most important points that, if we focus, will generate the most results for this priority?�
Increasing exchange experiences
Strategies
EP recruitment Tracking
LC to LC cooperation TN providers research Find all needed contacts Partnerships agreement
search tool update create XRM Buddy management tracking Delegate OC based on country
X projects Countries agreements
Market research and analysis
Task force (internal analysis) Stakeholders' envolvement in MR Projects Branding
Define potential countries Find all needed contacts Tracking relationaships with countries raising matching
Matching knowledge Give all theory
From theory to practice
give all needed information define gaps Coaching of Team leaders will be started
Matching practice Pre-matching periods- raising matchable TNs Create motivation system for raising Allocate new members Coaching of Team leaders
Local Focus Areas
Generating LS experiences
Implementing Learning environment Coaching
Issue based induction Define number of coachers Give specific knowledge External stakeholders involvement Launch a campaign of coacher/coachee in the LC Tracking of coachers and coachees invite LP into coaching education
define activitis education (MEC) LE creation withink the team
Learning Circle
Organize leadership position promotion campaign - sharing meetings with current and ex EBs and OCPs Define structure of learning circles Define frequency and themes Define responsibilities and date
Knowledge and competency management
Education cycle for TLs
Competency assessment
Provide members with all needed education materials Assesment center after induction Cover edu needs Define projects' responsible from EB for each project
Education of OCPs during Summer Conferences for TLs promotion (list at the office) Supportive meeting with EB/LCP Educate OCPs on how to create JDs Educate OCPs on how to define interests of people
Knowledge and competency management Offering positions process
Planning leadership opportunities Application release OCPs Assessment activities of OCPs Elections procedure Applications EB release Assessment activities Elections
Accountability system
Define accountability according to the LC strucutre Define criteria for each position + JDs Define structure of teams (matrix, PBOX, mixed) choosing OCP, giving the right coaching to him/her
Local Focus Areas
Relationship management with partners and alumni
Product development Define needs of partners
Make partners survey Meeting with Partners
Offer right products for each partner
Create all projects description Provide full description of products Taskforce Tracking of ER side in each projects
Build value-based relations with our partners & alumni by building understanding of AIESEC among them Create internal year event cycle
Define all activities in LC, research ways of partners participation in them Create networking events portfolio
Im an Aiesec Partner
Annual report collect the data and content design and prinitng organize the event promotion among stakeholders, inviting them
Alumni management
Campaign explanation Gathering all required content Design creation Award ceremony Placement into right cannels Endorcement
I'm an AIESEC ALUMNI awards on Annual report creating the history tree information about all events, ivitation birthdays congratulations actively innvolved in recruitment involving in edu activities
Build partners & alumni awareness of our activities Reports and news system Periodically news letter to stakeholder
Report partner after each event they were involved, letter of gratitude Create activity year plan for each partner database of partners and alumni contacts CRM Refresh the info ab. Companies and add to the database (CRM)
Local Focus Areas
Managing information
Increase usage of virtual spaces myaiesec.net
Stimulating members to use virtuale space
wiki creation of Aiesec almaty wiki creation of each project corporate email for LR Teams, groups, tools usage Partnership tool
Uploading all docs in my@net Tracking all OCPs and Coachers recognition Provide necessary knowledge
Update Aiesec KZ Web Site
Uploading all info about organization Info about projects Pics gallery Create a googlegroup AIESEC Today with link on aiesec.kz
Knowledge Management Transition
internal knowledge
build a structured transition and transition's tools Transition Delivery define required skills, knowledge, contacts and attitiudes
involving existing partners to be learning partners product development for LP MEC XRM Competency assesment for members Status system
EB management
EB Planning EB tracking Regular update of EB knowledge (assessment)
Internal communcation internal & external Communication channels
Hey, AIESEC admin of google group mid year report annual report report for MC outputs
AIESEC Almaty Vision
Leadership is a journey, not a destination‌
AIESEC Almaty Š 2009 Dmitry.dmitriev@aiesec.net