Innovation Team Report Leadership Model Quarter 2 Report
Leadership Development Model PURPOSE
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
SPECIFIC OBJECTIVES
CONTRIBUTION TO 2015
• • •
Define how AIESEC develops leadership
Define way to measure individual development and its connection to organizational results
Brings clarity and belief that AIESEC develops leadership and how it does it Helps to keep the network aligned – purposeful GEN2015. Supports PR and Sales as ‘Youth Leadership Provider’
Leadership Development Model • •
CONTRIBUTION BEYOND 2015
• •
• •
Increased performance in RA due to clear message Increased retention rate of members because they understand and are able to track their development in AIESEC Increased satisfaction with personal development of ELD participants Product development based on 3 elements and IOJ: EwA, LLC, ELD, more? Clarity on ‘Engage and Develop every young person in the world’ Starting point of next mid-term ambition creation
Planned Activity report What we said we would do and what we actually did
Last Quarter
Overall during the year 1. 2.
3. 4. 5. 6. 7. 8.
Internal research ‘what leadership AIESEC develops and how it does it’ – GCA and Alumni Study (appr. 2000 responses) External research: leadership needed for the world, youth role in it, essential elements of leadership, other youth leadership development organizations, practices for LD, LD models Innovation meeting in Poland: model 1.0 Consultancy with companies’ experts and LD professors, WEF Feedback from the network Model 2.0 designed Launched at IPM Launched at XPROs
Using the model 1. 2. 3.
Finished report on alumni study, launched to the network and promoting externally Created education materials for the network and uploaded it on wiki Using model for video, website content and BD sales
Further Research Created assessment flow for ELD participants: when what should be assessed, which test can be used for it and what results should it show
Successes 1. 2. 3. 4.
Simple model based on high quality research: 3 elements and IOJ Solid support with data – from studies and external experts Positive feedback from the network and externals Designed assessment flow, education, wiki, external materials – to be used by next team
Challenges
1. 2. 3.
Making model simple and easy to understand, base it on research but balance with network involvement Change management Organizational focus on 2015 only
Impact on the organisation 1.
Clarity and belief in leadership development internally and externally 2. Great content for PR, Sales, Product Development, Operational implementation, etc. 3. First step of mid-term ambition creation Everything else depends on further implementation
Learnings About Leadership: • The difference of ‘developing leadership’ and ‘enabling leadership development’, and what role AIESEC can play in it • To enable leadership development there are 2 essential elements: exposure to something new and assisted reflection (bam, IOJ :) • How simple Leadership can be: we try to overcomplicate it, but in the end there are simple things needed to be a leader, and if we focus on those simple things we can accomplish so much more
Innovation Team Report New GCDP Model Quarter 2 Report
New GCDP model PURPOSE
Come up with a new way of doing GCDP that will lead to high scale and high quality.
SPECIFIC OBJECTIVES
CONTRIBUTION TO 2015
Product Development
• •
XXX Realizations in 2014 XXXX Realizations in 2015
Piloting
Evaluation and next steps
New GCDP model
CONTRIBUTION BEYOND 2015
AIESEC becomes product leader in something that no one else yet does. • Significant growth in results • New market: new TN-takers and new pool of students going for Exchange • Cooperation with Universities – to send students during their studies – growth in off-peaks • Higher customer satisfaction and significant leadership development of EPs • Sustainable long-term impact on the communities
Planned Activity report What we said we would do and what we actually did
Overall during the year • Internal research of successes and challenges in GCDP • External research about community development, benchmarking, global service learning • Consultancy with experts on how to improve our programme • Designed a new concept of doing community development programme in AIESEC • Selected and educated piloting entities • Developed all materials for piloting – together with piloting entities
Last Quarter • Weekly coaching of piloting entities • Developed materials for ‘reflection’ and ‘structured preparation’ • Prepared framework for evaluation of different stages • Did evaluation of RA, MA together with piloting entities • Prepared education materials about the model and its pilot • Transition delivered
Successes WHAT HAS BEEN ACCOMPLISHED?
Challenges What organisational limits did we have to break through?
• First new product developed in AIESEC – new • No experience of piloting new products before – concept of doing community development a lot of mistakes at Piloting stage, which resulted • All materials developed for it from scratch in low results of the pilot (education, materials • Framework for product development, piloting, design, timeline planned) evaluation – a lot of knowledge about it for next • Not enough time allocated for piloting and not team good enough preparation, which resulted in low • Positive reaction of the market both from ICX and #RA OGX side, based on piloting evaluation. • Changing mindset Customers feedback positively product and its • Organizational focus on 2015 only value proposition, but need improvements of piloting process Results of piloting: • 23 applications and 4 EPs Raised; 25 TNs raised • 4 Matches • 10 NPS score for MA survey from all EPs
Impact on the organisation • • •
Knowledge gained from experience for Innovation overall: product development, piloting, planning, etc. Developed product and its evaluation, based on which it can be run much better next time Commitment of piloting LCs and their entities to continue running this product, because they are all such fans of it now
Learnings About GCDP: 1. Difference of ‘assets-based’ and ‘needsbased’ approaches 2. How much more potential is there in community development programmes, and how different it can be from what everyone else does 3. Piloting of Innovation projects: step-bystep process, synergies involved
Learnings about Innovations
1. Change Management is a daily job 2. Innovation does take a lot of time, organization should be ready for it and willing to invest into it, support it 3. Leading innovation is very different from leading other FA in AIESEC: it requires different performance management, culture, etc.
Market Place Project Product Innovation !
Quarter 2 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
Planned Activity Report What we said we would do and what we actually did
• Project is 100% developed: 90% developed • AI OD model 13-15 driven from the same because of adequate data on the portal: Done and transition to Camila • Ensuring all exchange goal planning is on MP for 14-15: Done via MCP Summits • Partnership Planning till December 2014: Done via MCP Summits
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 OD management tool for AI Exchange planning tool combined with the planning framework for MC 14-15 planning
CHALLENGES WHAT WAS CHALLENGING ON UNFINISHED? • • • •
The project is not 100% complete because of delay from developer All entities using the tool consistently Myaiesec.net connection for tracking LC’s not a part of the ecosystem
Impact on the organisation What we said we would do and what we actually did • • • • •
More scientific exchange planning attached with partnership planning Focus on partnerships for growth in GIP & make quality in partnerships a focus in GCDP Tracking tool in terms of achievement of the goals Global S&D understanding of supply and demand based on goals Global planning concept success
Learnings What are the key three learnings? • The concept/strategy and not the system is a success factor • Peer knowledge enable ambition and collaboration • Diversity of the network and strategy to tackle the diversity
GIP Project Product Innovation !
Quarter 2 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
Planned Activity Report What we said we would do and what we actually did
• Education material created: http://www.myaiesec.net/content/ viewwiki.do?contentid=10304054 • Pilot entities finalized and educated: Was done • Support from associations in pilot entities fixed: Only contacted • Company database for the product created for pilot LC’s: Was done • Raises (150) by June and matching initiated: Not done
SUCCESSES WHAT HAS BEEN ACCOMPLISHED OR STARTED? • GIP Rotational Product is designed and aligned with marketing and TM activities • Project based on external reality via BD team and network understanding • Transition to Ana to introduce as a possible GIP product in WENA
CHALLENGES WHAT WAS CHALLENGING ON UNFINISHED? • • • •
Time possible to work on the project Slow response from association’s MC timeline as MC were in transition because project was delayed MC and LC interaction to pilot with LC’s for companies
Impact on the organisation What we said we would do and what we actually did • Nothing notable as such • A new product in the GIP basket of products
Learnings What are the key three learnings? • Awareness of MC timeline when wanting to pilot • LC and MC tracking and how to enable the same when AI wants to work with LC’s • Better planning of project based on AI timeline
Process Optimization Product Innovation !
Over all report
Process Optimization Increased matching rate and decreased matching time
PURPOSE
Over all report
• • • • •
Launch of OP myAIESEC.net and OP training specific to portfolio. Business Intelligence Meeting output created. Education Material released to pilot entities Analysis done from data on OP, myAIESEC.net and NPS between country partnerships to enable Market Place formula to partner • 80,000 viewers of Opportunity portal and 30,000 sign up’s. • Changes conceptualized for Net Promoters Score to enable a flow from sign up to completed