The Story of Gen2015
Quarter 2, 2014
WHAT WAS LIMITING US? OUR MEMBERS WERE SCARED, CYNICAL OR INDIFFERENT TOWARDS 2015 ACHEIVEMENT.
AI WAS DRIVING STRATEGIES WITHOUT THE PEOPLE ELEMENT
OUR MCPs COULD NOT DRIVE THEIR ENTITIES ON THEIR OWN
!
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Ownership and commitment! was Low
We weren’t leading culture or behaviour in people
We needed to empower our leaders with tools and support
We didn’t OWN 2015 achievement
We didn’t BELIEVE in 2015 achievement
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We didn’t have the ability to MAKE 2015 HAPPEN
We needed to become a generation of AIESECers who would lead the achievement of 2015 through making GIP happen and delivering high-quality experiences
OUR PURPOSE
BUILDING GEN2015 PURPOSE
SPECIFIC OBJECTIVES
CONTRIBUTION TO 2015 MoS
To inspire a movement in our membership to make 2015 happen
AIESEC’s 2015 midterm ambition is something we celebrate and ! excites our membership
We have a global culture shift to have the behaviours needed to achieve such a big ambition
We invest into our leaders to enable them to lead 2015 achievement
Shifting the focus of the organisation to achieve all 2015 MoS, with special focus on bridging the gap in GIP and Quality. Creating an organisation culture to support 2015 performance and providing our leaders the tools and support they need to lead it.
OBJECTIVE: 2015 is something we celebrate and excites our membership ACTIVITIES: ‣ Leadership Development Model Wiki designed and released which provides clarity of how GIP and GCDP develops leadership in young people. ‣ Script for “How we do what we do” video completed, video design pending. ‣ Regularly showcased GCPs of MCs running their own Gen2015 initiatives in the MCP internal communications - MCP videos. !
SUCCESSES: ‣ #gen2015 and the communications around it remained viral. Over 15,000 views now on the Gen2015 master wiki, and continued conversations happening on social media using #gen2015. ‣ In synergy with marketing, we have been able to motivate our members more around the leaders we develop. This is seen in the content coming out of the Design Summit to be integrated into marketing. ‣ Public recognition through scoreboards and MCP newsletters drove ownership. !
CHALLENGES: ‣ Wider ongoing integration across all internal communication channels still lacking, particularly in the Global Newsletter and LCP Newsletter, due to limited HR.
OBJECTIVE: We have a culture shift to have the behaviours needed for 2015 achievement !
ACTIVITIES: ‣ Development of internal campaign to connect GIP achievement directly to the Gen2015 cultures: “Make GIP Happen.” - Purposeful: Stories Worth Sharing from NPS promoter comments - Collaborative: Partnerships Showing high growth - Driven: GCPs from “Top Achievers” entities and IXP campaign ‣ Developed parallel internal campaign to connect Quality to Gen2015 - Purposeful: Stories Worth Sharing for top Promoter Issues, and “Above & Beyond” - Driven: Stories from entities able to grow in Quality & Quantity !
SUCCESSES: ‣ The first time we ran a content-based internal campaign, with good level of engagement from the network. We hope this was a first step in role-modelling content-driven internal communications. ‣ Entities named in these campaigns were very proud and shared the content themselves. !
CHALLENGES: ‣ Limited HR internally to keep the campaign running and at the same time provide education to the network on doing a campaign similar themselves. ‣ Slow pace of content collection and preparation due to timelines
OBJECTIVE: We invest into our leaders to enable them to lead 2015 achievement !
ACTIVITIES: ‣ Create and deliver LEAD for MCPs at every at MCP Summit: Portugal, Colombia, Thailand, South Africa, Cote D’Ivoire, Uganda and Lebanon. ‣ Create descriptive versions of LEAD that can be used for MC teams and for their LCPs. ‣ Finalise the externals for IC Taiwan and contract details for LEAD in 14-15 with the next team SUCCESSES: ‣ ‣ ‣ ‣ ‣ !
60% MCPs rated LEAD excellent and 25% rated it very good from MCP meetings Continuity in LEAD themes and messages from IPM Used content, assessment tests etc. that can be used by MCPs even after LEAD Connection of MCP LEAD to context of the year and outer journey of the MCP Created a concrete content calendar with touch points and connected messages for 2014 for MCP LEAD and MC teams.
CHALLENGES:
‣ Long process for finalising externals for IC Taiwan and 2014 Calendar
Gen2015 IMPACT UPON AIESEC FIRST SUCCESS The organisation sees the 2015 MoS as the main target and the whole network has ownership towards it, especially on MC level.
OUR FIRST LESSON AI learnt that the role we can play in thought leadership is powerful and through having consistent messages from AI, we could drive conversations which challenged our MCPs. We realised that if AI doesn’t lead ownership of 2015, then no one will.
SECOND SUCCESS GEN2015 was deeply connected to the key SUCCESS: .. organisational growth strategies, so the cultures became fully connected to our plan.
OUR SECOND LESSON AI learnt how culture driving and communication is something we can do very well and must. We were able to connect all our channels - from IPM to Xpro to Facebook to Newsletters to ensure streamlined messages connected to operations.
THIRD SUCCESS The leadership capacity of 14.15 MCPs is SUCCESS: .. growing and we sense they are more ready to lead 2015 achievement than ever before.
OUR THIRD LESSON Given AIESEC’s current stage of development, the need to invest in our leadership to drive the scale and speed of change we desire is really needed, we need to invest into leadership capacity to see the next stage of org dev.
AND WE ARE DOING IT