AIESEC Leadership Development Model Innovation Project !
Quarter 1 Report
AIESEC Leadership Development Model PURPOSE
SPECIFIC OBJECTIVES
CONTRIBUTION TO 2015
Have common definition of ‘AIESEC Leadership Development’ and way to communicate it externally, as well as have clear measurement tools for it. Define what type of leadership AIESEC should be developing
Define how AIESEC develops leadership
Define way to measure individual development and its connection to organizational results
Keeps the network clear on its ‘Why’ – purposeful GEN2015, as well as allows us to sell AIESEC externally for students and companies as ‘Youth Leadership Provider’.
REPORT FOR Q1 WHAT HAS BEEN ACCOMPLISHED OR STARTED?
WHAT IS PLANNED FOR THE NEXT 3 MONTHS?
Using the model
Finalized the model After research and validation with the network, external experts, the model has been finalized: simple and clear.
Launch at IPM, XPROs • • •
Positive feedback from the network Clarity the model brings to the network Entities already started using the model externally – to promote AIESEC, for sales, for TM processes improvement, etc.
1. 2. 3. 4.
Finish the report on alumni study, launch it to the network, promote internally and externally Synergy with TM evolution: induction, LEAD Create education materials for the network and upload it on wiki Use LD model for external stakeholders: promotion of AIESEC and sales
Further Research 1. 2.
Define how to measure the development of 3 elements and create tools for it Define connection of individuals development with organizational results
New GCDP model Innovation Project !
Quarter 1 Report
New GCDP model PURPOSE
SPECIFIC OBJECTIVES
CONTRIBUTION TO 2015
Come up with a new way of doing GCDP that will lead to high scale and high quality.
Product Development
Piloting
Evaluation and next steps
GSL has higher customer satisfaction and significant leadership development of EPs • AIESEC makes sustainable long-term impact on the communities by realizing this programme • Growth in results due to a) new target of stakeholders for OGX and ICX sides b) higher quality and sustainability of the programme •
SUCCESSES WHAT HAS BEEN ACCOMPLISHED OR STARTED?
Product Development • • • •
Finished research" Met with organization in the Netherlands running Assets-based community development" Met with a community that actually does this" Created clear explanation of the product"
Piloting • • • •
Selected piloting entities – specific LCs (Italy and Poland – OGX, Russia and Austria – ICX)" Hosted a summit in Rotterdam to educate piloting entities LC VPs and create all the materials to run the project (proposal, promotion, etc.)" Piloting entities recruited teams to run the project, gave education to them" Promotion has started, sales for ICX started as well"
Positive feedback we have received from external stakeholders: • •
In first 2 weeks ICX LCs had appr. 15 meetings with different communities and their reaction is very positive." From OGX side with beginning of promotion already got a positive reaction from students to go on GSL that looks more attractive than GCDP even"
NEXT STEPS WHAT IS PLANNED FOR THE NEXT 3 MONTHS?
Piloting and its Evaluation • • • •
Support piloting entities Develop materials for ‘reflection’ and ‘structured preparation’ Prepare framework for evaluation of different stages Do evaluation together with piloting entities
Education and Transition • •
Prepare education materials about the model" Transition to the next team based on evaluation of the piloting results
Market Place Project Product Innovation !
Quarter 1 Report
Market Place PURPOSE
SPECIFIC OBJECTIVES
CONTRIBUTION TO 2015 MoS
Growth in GIP & GCDP due to increased supply and demand alignment via internal and external connections leading to faster raising, matching for the network and higher conversion in country partnerships
Higher conversion in partnerships
Increased match rate
Decreased match time
Short Term: Global planning for 2015 achievement, increased focus on GIP, 2015 goal achievement via country partnerships Long Term: Exchange planning, delivery and tracking to achieve GIP & GCDP goals via partnerships
SUCCESSES WHAT HAS BEEN ACCOMPLISHED OR STARTED? • 95% of network has used the portal to enter goals and 90 to plan exchange in partnerships • Around 70% of the network is active on the same for partnership management and delivery • Iterations and development has continued and the project is 85% complete from what it was imagined to do • OD management tool for AI to enable consultancy and 2015 goal achievement and hence usage by AI • Supply and demand management by AI done via the tool in terms of products and alignment
CHALLENGES WHAT WAS CHALLENGING ON UNFINISHED? • All entities using the too consistently • The project is not 100% complete because of additions to the project
NEXT STEPS WHAT IS PLANNED FOR THE NEXT 3 MONTHS?
• Project is 100% developed • Used by all key entities in GIP to enable GIP summer peak • AI OD model driven from the same because of adequate data on the portal • Ensuring all exchange goal planning is on MP
GIP Project Product Innovation !
Quarter 1 Report
GIP Project PURPOSE
SPECIFIC OBJECTIVES
CONTRIBUTION TO 2015 MoS
High scale and long term growth in GIP via product innovation
Identify high scale product
Pilot raise and match with WENA entities
Absolute growth in GIP in the product identified
Network launch
SUCCESSES WHAT HAS BEEN ACCOMPLISHED OR STARTED? • • • •
GIP Rotational Product is designed and aligned with marketing and TM activities Pilot entities pool has been asked and are aware of a possible pilot In touch with EU SME association but nothing is finalized Project based on external reality via BD team and network understanding
CHALLENGES WHAT WAS CHALLENGING ON UNFINISHED? • Time possible to work on the project • Difficulty in finding additional resource to help with the project • Slow response from EU SME association
NEXT STEPS WHAT IS PLANNED FOR THE NEXT 3 MONTHS?
• Pilot entities finalized and educated • Support from associations in pilot entities fixed • Company database for the product created for pilot LC’s • Raises (150) by June and matching initiated