AIESEC in Sweden
Quarter 1 report 2016/2017
Content Message from the MCP
1
About AIESEC
2
Our Global Impact
3
AIESEC in Sweden Network
4
MEet the national team
5
AIESEC in Sweden 16/17
6
B2C report
9
B2B report
13
ICX report
18
TM&OD report
20
F&GPM report
30
Other events
32
Advisory Board of AIESEC in Sweden
34
contact us
36
Message from the national president It is a great pleasure for me as the MCP of AIESEC in Sweden for the term 16/17 to present you the Quarterly 1 Report that entails months of June, July, August and September 2016. Since the beginning of the term my team and I, together with the local enHHes of AIESEC in Sweden have been working very hard on driving exchange growth in AIESEC in Sweden and conHnuing the legacy of the previous term. We are extremely proud that we can showcase the success of AIESEC in Sweden in the first Quarter and express our hopes for the upcoming Quarter and to achieve even bigger exchange growth. Being acHvely involved with AIESEC in Sweden since the term 14/15, I am extremely happy to see how the enHty is progressing in the right direcHon, aligning itself with global strategies in a very open and agile way, keeping up with the global and local trends, and puQng effort to shape its operaHons according what the world around us needs. Since the moment I was elected to be responsible for AIESEC in Sweden in front of Global plenary and external world, I had high hopes from us and a belief that AIESEC in Sweden can grow disrupHvely, despite our past performance and forecasts for the future. In the end I would to thank my team, MC Mjölner for their infinite devoHon to AIESEC in Sweden and every sleepless night in the 4 months, to my LCPs and their hard work in their local enHHes that is both challenging and rewarding in the same Hme, to our Advisory Board for their immense help in any given moment, and all the Partners and stakeholders that support us every day. I hope you will enjoy reading this Quarterly Report as much as we enjoyed the growth of AIESEC in Sweden in the past few months.
Klara PeiC MCP of AIESEC in Sweden 2016/2017
1
About AIESEC We are an internaHonal plaWorm for young people to explore and develop their leadership poten0al through cross-‐cultural exchanges in order to achieve a posi0ve impact in society. Through our globally-‐minded organisaHon, we develop students on a worldwide scale into responsible and entrepreneurial leaders. With the issues that we are facing on a global scale today, a call for self-‐aware, solu0on oriented leaders that can empower others and are global ci0zens is more and more noHceable. We aim to achieve Peace and fulfilment of humankind’s potenHal by placing confidence in youth because we believe they are the key to unlock a beZer future.
As AIESEC we believe that leadership is the fundamental solution, and it can be developed in everybody.
2
our global impact 0 0 0 1000 Alumni
122 countries and territories
2600 universities
25000
800+ loc al office
volunteering internships
s
80 000 members
8000 partner organisaHons
0 0 0 5 nal internships
ssio e f o r p
3
AIESEC in Sweden network AIESEC in Sweden is one of the founding enHHes of the organisaHon with 68 years of experience in developing leaders by engaging university students in running their own local office and operaHons across 8 universiHes throughout Sweden. Currently AIESEC is present at: Stockholm University, Stockholm School of Economics, Umeå University, Jönköping University, Linköping University, Gothenburg University, Lund University and Uppsala University.
Local committee Presidents: AIESEC in Uppsala: Evelina Edström AIESEC in Lund: Anna Wangen AIESEC in Gothenburg: Clara Nordin AIESEC in Linköping: Sofia Ragnhammar AIESEC in Umeå: Marie Schellenberger AIESEC in Stockholm: Frans Astala Official expansion presidents: AIESEC in SSE: Fabian Gaußler AIESEC in Jönköping: Alex Stoica 4
Meet the national team
MCVP ICX Mina Petrovic
MCP Klara Peic
MCVP B2B Liza Dobrovoljc
MCVP B2C Malin Håkansson
MCVP F&GPM Mikael åström
MCVP TM&OD Vuk Kosic
“Believe in the purpose, break the limits.”
5
AIESEC in Sweden 2016/2017 •
It is our commitment to be/er communicate our purpose in order for us to understand each other and work as one.
•
Only then can we achieve a posi<ve impact on Swedish society and shape the future of the world.
•
•
we believe in the purpose of AIESEC we believe we can achieve posi<ve impact for Sweden we have to understand be/er each other, to work be/er together we can change the world
our stand
•
Believe in the purpose, break the limits.
our goal
•
667 exchanges un<l 31st July 2017
Our ambition
Our why
• •
Our stand
6
definition of terms • • • • • • • • • • • • • •
GV -‐ Global Volunteer -‐ short term volunteering internships abroad star<ng from 6 weeks. GT -‐ Global Talent -‐ long term professional internships abroad up to 18 months GE -‐ Global Entrepreneur -‐ short term professional internships in a start up like environment star<ng from 6 weeks to 12 weeks LV -‐ Local Volunteer -‐ short term volunteering experience within the country of project working together with GV EPs EP -‐ exchange par<cipant SDGs -‐ Sustainable Development Goals (O) -‐ Outgoing (I) -‐ Incoming B2C -‐ Business to Customer (in our case, marke<ng for students and OGX opera<ons) B2B -‐ Business to Business (in our case, marke<ng for companies and Business Development) GPM -‐ Global Partnership Management (delivery for Electrolux and Husqvarna) S&S -‐ Standards and Sa<sfac<on (measures AIESEC has to fulfil to facilitate leadership development in EPs) CXS -‐ customer experience strategy CF -‐ Customer flow
7
Our measure of success 1 national project
12
100%
months in reserves
Customer flow implementation
400 YouthSPeak attendees
10
100
new universities engaged
oGT
30
2
high schools engaged
additional institutions
400
Our stand
oGV
20
62
20
oGE
iGT
iGV
20
45
iGE
GP
3.0 member efficiency 8
B2c report Functional summary This past quarter has mainly been in the name of case management. Most LCs who had EPs abroad experienced issues. The situa<ons has had different levels of severity, varying from illegal visas, unsafe accommoda<on, inequivalent JDs etc. On the bright side, we took the opportunity to see this period as highly educa<onal for the OGX and LCP network. Besides the actual cases we have had educa<onal sessions on fire figh<ng, case management and preven<on strategies. Within the Comm network we had educa<ons on the new brand, the GTCM model and lead nurturing.
Main bottlenecks •
Pending Facebook merge (Facebook merge was ordered as soon as all LCs fulfilled the required steps. The request has been pending since. )
•
Fire Figh<ng (We have had several cases regarding EPs abroad and both break realisa<ons and break approvals. Case management is very <me consuming.)
•
Delayed branding guidelines (The blue book (brand guide) arrived late and delayed our delivery of material as well.)
Next quarter focus •
University, High School and PR partnerships
•
100 % Customer Flow Implementa<on
•
Virtual EP LEAD launch
•
Winter Peak Campaign
9
B2c report Initiatives S&S
GetResponse
As part of the CXP strategy (read further under OD) the ECB of AIESEC in Sweden are running a SnS based project to research and evaluate the current knowledge level of SnS among our members. Based on evalua<on they will deliver educa<onal session to ensure that we by December 2016 know and deliver all 16 standards. First educa<on will be part of the agenda at the na<onal conference, ENGAGE 2016.
GetResponse is a plaeorm to create automated lead nurturing. This has been synchronised with EXPA and imports our sign ups every day at midnight. The account with GetResponse is managed by AI and we are one of many en<<es who decided to invest in a user account. The content strategy for us is focused on providing addi<onal support in the considera<on phase.
Virtual EP LEAD
STEM Project
MCVP B2C (Malin), NST CXP and IR (Camilo) and LCVPB2C (Line, Lund) have started developing a plaeorm for EPs that are not residing near local offices where they can receive EP LEAD online through various ac<vi<es and virtual EP managers.
The STEM project is a collabora<on between AIESEC in Sweden and Electrolux to deliver STEM oriented exchange to other Electrolux offices in Europe.
Customer Flow Implementa0on During the summer we have been working hard to prepare everything needed for fulfilling every single step that is required for facilita<on of the complete Customer flow. We are aspiring to reach 100 % implementa<on by the end of quarter 2. Current state: 20 % (Fulfilled and aspiring to 50%) S<ll missing to reach 100 is: -‐ Centralised digital ecosystem (Facebook merge is pending) -‐ Ac<ve lead nurturing: -‐
1)Lead nurturing educa<on happened for VP Comms
2) GetResponse account was set up to support conversion
-‐ Delivery of all 16 Standards and Sa<sfac<on
1) SnS project for en<ty educa<on
2) SnS integrated in the EP tracker
10
B2c report Strategy goal achievement Opera0onal (En0ty) partners Planned: 6
EP LEAD Development
Achieved: 7 (Czech Republic, Canada, USA,
Extended Tracking process Goal: 70 % Achieved: 50 %
El Salvador, Uganda, Australia, Italy)
Virtual EP LEAD Goal: 70 % Achieved: 50 %
PR Partner Upscaling Re-‐raised partners Goal: 3 Achieved: 2 New partners:
PR partner: StudentMedia AB StudentMedia AB has now granted us more space in every issue of Studentmagasinet, space in two issues of Piraja, postcards twice a year and discussable access to the fairs they a/end
Goal: 1 Achieved: 1
PR partner: Sqore
PR partner: The Local
Sqore has created a backend account for us and we have no restric<ons regarding number of posts. They have offered to explore how to also support ICX
The Local has commi/ed to cover YouthSpeak Forum in November. We are having a long term partnership as well but the terms are not se/led.
State of online channels
Current number of likes: 8143 Goal before 31st of July 2017: 25 000 Subgoal before 31st of December 2016: 19 000
Current number of followers: 1394 Goal before 31st of July 2017: 2000 Subgoal before 31st of December 2016: 150
11
B2c report Recruitment promotion Total reach: 63 527 Total engagements: 1737 Es0mated number of sign ups: 815 Goal number of applicants: 297 Achieved number of applicants: 195 Final plan fulfilment: 65%
OGX operational report
In Progress (Raises)
Achie ved Goal
Approved
Achieve Achi % eved Goal
Gap
oGV
7
10
3
70%
3
oGT
22
0
(+22)
2200%
4
Achie ve %
19
Realised
Achie Gap ved Goal
Achie ve % Gap
16%
16
11
11 100%
0
0 400%
(+4)
5
0 500%
(+5)
12
b2b report Strategic focuses 1. Na<onal partnerships 2. B2B Marke<ng 3. YouthSpeak Forum 4. Alumni Management
1. National partnerships 1. 2. 3. 4. 5. 6. 7. 8.
Flic Stronger Humans Since 1982: RE-‐RA 1 Tinitell: RE 1 -‐ Break RE, RE RA Universal Avenue Alatest: RE 1, Break APP, RE-‐RA G&D: RE-‐RA 1 Navem
SUM TOGETHER: • IP: 2 • APP: 0 • RE: 2 • Break APP: 1 • Break RE: 1
Initiatives - National Partnerships NATIONAL ICX TRACKING TOOL With the strong synergy of MC VP IGIP and MC VP B2B, there was a need for a new tracking tool, ensuring all communication between AIESEC, the interns and partnering companies are as transparent and clear as possible. PERSONAL APPROACH As having only the role of the account manager of national partners, better communication and personal approach to companies proved to show better results. We take intern to the first day of work, clear expectations with the HR company responsible and agree on further communication with the company. NATIONAL PARTNERS UPSCALE National partnership maintenance, quality control and intern satisfaction survey are just some of the actions we take to make our partnering companies satisfied with our services willing to upscale the numbers of positions they are opening with us. 13
b2b report Main Bottlenecks •
Hard reachability during summer due to summer vacations, have tried arrange meetings not successful with all the companies
•
Very specific JDs our companies are searching for, therefore it is harder to find a sufficient match.
•
Administration processes like VISAs and work permits take time therefore our processes are slowed down.
•
We faced some issues with 2 of our interns one breaking a RE the other cancelling the internship a week before RE.
Next Q focus •
Arrange meetings with the rest of the national partners that were not yet conducted
•
Plan and raise up scaling for the next quarter and open the opportunities
•
Realise the IP and APP opportunities.
2. b2b MArketing Initiatives B2B Marketing • Company Opportunities Portal placement on aiesec.se website The idea of B2B marketing is the pull strategy; companies reaching out to us, rather than using the push strategy with cold calling and emailing. We have implemented the Company Opportunities Portal to our companies page, enabled all companies to read about us and contact if interested. • B2B TRACKING TOOL As tracking is the most important indicator of success in marketing, B2B tracking tool was implemented, tracking all our B2B channels, calculating results and reach in each week, conversion to the following weeks and general quarter performance. It is specifically useful in case of COP implementation, since it enables us better tracking and conversion of our leads generated through websites and social media. • COMPANY TESTIMONIALS AND SHOWCASE Using the successful case practices we already have from our global and national partners, we have generated a showcasing initiative of recording company testimonials, which will be used as a part of the pull strategy campaign to attract other potential company leads. • WEBSITE OPTIMIZATION Our website was researched in detail, identifying clear bottlenecks and improvements especially in customer experience, SEO and content. As well review of other entities websites was conducted to find 14 GCPs that could be implemented with us. This was all just the first stage of website optimisation.
b2b report Main bottlenecks •
Slow website optimisation due to old template
•
Slow process to gain company testimonials, it has to go through many people for approval
Goal Achievement •
4244 Traffic on website
•
250% growth in change of traffic on website
•
11 potential new iGT leads from website COP
•
27.5% goal achievement in potential leads from COP
Next Q Focus •
Creating marketing content from partners (writing and video testimonials)
•
Switch to a global template on site
•
Updating websites content aligned with SEO research for better results.
•
Marketing campaign for COP.
3. YouthSpeak Forum Initiatives - YouthSpeak Forum •
alignment to SDGs
•
Topic generated through research of Swedish society and review of the Global Youth Speak Survey report.
•
Government involvement
•
Collaboration with JCI
•
Electrolux STEM project evolving Youth Speak Forum and growing into a full term project.
•
Engagement of STEM profile students
•
High schools engagement-‐ as inviting to the YouthSpeak Forum we begin the collaboration with high schools, implementing frequent contact and projects for their students and creating potential leads in terms of OGX summer peak EPs. 15
b2b report Main bottlenecks •
Sales unsuccessful during summer while everyone is away -‐ limited time
•
Limited resources for external campaigns (example SL)
•
Poor member engagement
•
Very slow company responsiveness
Next Q Focus •
Extreme focus on sales and conformation of the agenda
•
Physical promotions at high schools & universities
•
Event execution
Goal Achievement •
40 prospected companies
•
engagement in 3 cities in Sweden (Stockholm, Uppsala, Gothenburg)
•
1 media partner
•
YSF FB page growth: 190 likes in June -‐ 335 likes in September
•
Electrolux STEM Project: 1 year project, targeting 20X realisations, 2 YSF participation
4. Alumni management Initiatives - Alumni management •
bi-‐monthly Alumni Events
•
Improved Alumni survey&Database
•
Refreshed AIESEC in Sweden Alumni brand
•
Alumni Engagement plan developed 16
b2b report Main Bottlenecks •
Hard reachability to alumni's during summer due to summer vacations
•
Poor alumni database of last terms, no updates, majority of people not present in Sweden or with old contacts
•
Low responsiveness in the Alumni Facebook group
Next Q Focus •
Regular bi-‐monthly alumni meetings
•
Personal reach to each generation responsible, that will be able to promote the engagement events to its piers
•
Realisation of engagement plan, especially with new LC BoA members
•
Improvement of the Alumni Database
17
ICX report Quarterly review
GLOBAL TALENT
GLOBAL ENTREPR.
RE-‐RAISE
GLOBAL P.
JULY
AUGUST
SEPTEMBER
TOTAL
Planned/ Achieved
Planned/ Achieved
Planned/ Achieved
Planned/ Achieved
IP
0
0
0
0
10
10
10
10
AP
2
2
0
0
0
0
2
2
RE
0
0
2
1
0
1
2
2
IP
0
0
0
0
5
2
5
2
AP
0
0
0
0
0
0
0
0
RE
0
0
0
0
0
1
0
1
IP
1
2
0
0
3
0
4
2
AP
0
0
1
0
1
0
2
0
RE
1
1
1
0
2
0
4
1
IP
6
3
8
2
12
9
26
14
AP
5
2
6
3
8
1
19
6
RE
3
3
3
1
3
2
9
6
Entity partners • • • • • • • • • • • •
Czech Republic Slovakia Germany France Italy Switzerland Portugal Romania Hungary India Tunisia Georgia
18
ICX report NEw sales ID24 IT startup head office in Uppsala that brings the latest technology to retailers. Confirmed and raised in the system 2 GT and 2 GE +
• • • • •
5 companies in process Entry Point North (GT) Educations.com Media Group (GT) Wheelys Café International AB (GE) Airinum (GE) Pricelizer (GE)
Initiatives 1CX •
Value delivery • Data Centralisation • Process frame • Quality Standards • Customer Flow • Entity partnerships
•
New Sales • Value proposition • Prospecting • Sales • CRM • FA Tracking
•
FA Coaching • Commission meeting • Individual tracking • Functional Education • Knowledge Hub • Task forces
Main bottlenecks • • • •
slow local performance slow companies lack of supply LEAD for GT
Next Q Focus ● ● ● ● ● ●
Follow up sales in progress New sales -‐ focus period October-‐December, Feb-‐May Local functional coaching Sales force from best performers LEAD, buddy system Showcasing and marketing with B2B 19
TM&OD •
Recruitment Summer-‐Fall 2016
•
JD&Structures
•
Induction Fall 2016
•
Team Standards&Engagement
•
Innovations Winter Peak
Recruitment Summer - Fall 2016 One of the major strategies in TM this term was restructuring the entire recruitment process and updating it in alignment with our organisational purpose and midterm ambition. While we are not in a place yet where we can successfully run ongoing recruitment, partly due to an inadequate IXP (x+t) pipeline, the recruitment process has been holistically reformatted so that it supports our strategy of making membership more exclusive and changing the way AIESEC is perceived as an organisation from the very first touch point with potential candidates. This also included reshaping the on boarding process for new members and automating parts of talent planning so as to make the process both quicker and simpler for our LCs. The implementation of the new recruitment flow has been mostly successful, albeit there was some initial resistance at the local level. In total, 5 out of 8 LCs have started the transition to the new flow and the aim is now to have all of them switch to the new process (after recruitment evaluation) for the next cycle.
TALENT PLANNING STRUCTURE PLANNING
Provided automated tool to calculate required numbers based on recruitment standards. 7/8 LCs utilised the tool. Structure suggestions were provided to all LCs based on growth model and planned cluster movement. LC feedback was taken into account before final structures were implemented. Switched to GTCM model. Planned recruitment as a project
ATTRACTION locally. Emphasised the importance of synergy between PLANNING different functions and role modelled it on MC level. SELECTION PROCESS ALLOCATION PROCESS INDUCTION PROCESS
Switched from Individual Interviews to value based group assessment. High success rate in LCs – helped change the perception of AIESEC by student bodies. Provided all LCs standards and staples for allocation based on pipeline (succession) planning, LC needs, growth model, applicant profiles, talent pools, and talent capacity. Created completely new flow based on flexibility and adaptability. Provided LCs with building blocks & proposed agendas so the process can be customised to their reality.
RECRUITMENT CYCLE
TERM STRUCTURE
INDUCTION CYCLE
TP: by August 1st Attraction: 14.08. – 15.09. Selection: 15.09. – 23.09. Allocation: by 23.09.
Term Start: October 1st Term End: March 1st
From September 23rd culminating with Engage 2016 20
TM&OD State of the membership LC
#SIGNUPs
PLANNED,APP
#APPLICANTS
#SELECTED
#ALLOCATED
STOCKHOLM
NA
35
25
10
10
SSE
20
12
7
?
?
UPPSALA
120
50
38
19
19
LINKOPING
422
39
22
14
14
JONKOPING
20
31
14
9
9
LUND
128
71
54
30
30
GOTHENBURG
85
47
26
14
13
UMEA
20
12
4
5
5
OTHER
NA
0
5
TOTAL
815
297
195
AIESEC in Sweden has ended Q1 with total of 148 members.
MAin bottlenecks Deadlines not met (While the recruitment timeline was fashioned in such a way that it encompassed the appropriate university timelines for each LC, a number of LCs failed to meet the national deadlines due to various factors. ) Attraction and conversion (This recruitment cycle has seen a lower number of signups but a higher number of applicants, thus increasing our conversion rate to almost 30% (from 19%). This was achieved by utilizing more targeted attraction and implementing the new recruitment flow. However, not all LCs had the same level of promotional activity – most relied heavily on “passive” measures such as online marketing and campus posters. These LCs received an accordingly lower number of applicants. Other LCs ran more intense attraction strategies, including welcoming fairs, lecture bashes, info-‐stands, info-‐sessions, head hunting, and so on – and received an accordingly higher number of applicants. )
21
TM&OD MAin bottlenecks Utilising MC Support (Regular commission meetings were held almost every week including two separate webinars with the aim of educating the TM network about the recruitment process and providing ongoing support. However, attendance was low on both channels – commission meetings would typically see 50% of the network attending, while the webinars (open to a broader audience) had even lower attendance. What this means in practice is that a lot of the MC VP’s time went into providing individual support to the network. ) Implementation (Because of running late with the recruitment flow (and not getting the desired number of applicants), some LCs did not proceed with implementing the new recruitment strategy in its entirety. )
JDs and Structure Overview: Changing the organisational structure of AIESEC and evolving it into a more flexible & agile form is an objective in alignment with our new midterm ambition. Considering the global changes in structure are still unclear and certain entities are trying out different formats, we believe AIESEC in Sweden can make a change to a new structure quickly once we define our direction. Current changes: For the current term, the EB structures were already set before the 16/20 MC term began. Therefore, what changes we could implement were changes in middle management & team members. We decided to move forward with interim structures before we initiate more drastic changes – emphasising on middle management creation (to give the LCs better pipelines in terms of team management skills) and emphasising M-‐OGX synergy. LCs were provided with structures – final structures were decided based on LC inputs. JD Evolution: The evolution of the JDs goes hand in hand with structure evolution. A JD change has been planned, however, it was not downscaled – instead, suggested changes were communicated in terms of working hours and Key Performance Indicators in alignment with the national customer experience strategy and planned organizational changes. Exclusive membership: A major strategy is making membership more exclusive. To that end, JDs are one of the starting points. Therefore, a session will be run on Engage 2016 aimed at developing more exclusive membership and what this process means for AIESEC in Sweden. The JDs will therefore evolve together wih the structures as of the next LC term, starting with the EBs.
22
TM&OD Evolutionary Structure Focus on customer centricity MOGX synergy
Fall LC Term 2016
OD model alignment
LEAD
co-‐creation
December 2016
Structure Launch December 2016
Piloting & Feedbacking Implementing agile structures
Induction customisation Considering our LCs have very different realities, needs, and HR at their disposal, the induction process has been standardized in the sense of what should be covered before the induction process was concluded at Engage 2016 – however, how induction itself was going to be structured was left to the LCs to decide. What was provided was a framework of building blocks and a guideline of how the LCs can structure and implement it. Agendas and goals for the different induction blocks were also proposed. The induction blocks followed a certain format, again connected to the notion of changing of how we engage our membership and how they perceive the organization. Induction is at this point still an on-‐going process in the LCs, so it is difficult to measure how successful the implementation of the new model has been. However, the whole idea behind many of the TM strategies this term has been a plug and play approach and giving the LCs the space to create what suited them best. 23
TM&OD Example of Induction modules
TS and Engagement Fusion Last year’s LEAD conference a co-‐creation process between the LCs and the MC, analysing core issues with member performance and setting target areas with defined action steps in an attempt to boost productivity. The output was materialised in the form of the Engagement Plan and the results of the LCs’ efforts can be read in the Engagement report. Last year, however, Team Standard implementation was low and done ad hoc without much plan or coordination and therefore, the major strategy for engagement and productivity growth this year is proper Team Standard implementation across the board. To that end, the Engagement plan will no longer exist this term; instead, it will be absorbed into Team Standards in order to keep things simple and enable the LCs to focus on what is wildly important and not spread their HR too thinly on many different strategies targeting the same bottleneck. For this reason, the Standards have been customised to Sweden’s particular needs and a smart tracking tool is currently underdevelopment and will be launched by the end of this quarter.
24
TM&OD Customization & Fusion
July & August 2016
TS launch & Implementation
October 2016 Tracking & Implementation
Ongoing
Innovations & Winter Peak IGV Launch and Local Volunteer Running Local Volunteer does not make much sense on its own. We believe it needs to be connected to iGV, which is a product that we are launching this term, preferably piloting it this winter peak. Development and Prospecting Currently, we are in the process of structuring iGV and determining pilot entities in AIESEC in Sweden. During IC this year, we have talked to entities which piloted LV in its early stages in order to get a sense of how to structure the product. Once iGV is finalized, we can then start developing LV as a supporting product tied to the Integreat project we aim to run under iGV. Impact The value of running LV is again not in converting EwA participants into members or EPs (although there is certainly a prospect for it), but rather increasing our impact and having a truly valuable and palpable contribution to Swedish society.
25
TM&OD IGV Launch Running Local Volunteer does not make much sense on its own. We believe it needs to be connected to iGV, which is a product that we are launching this term, preferably piloting it this winter peak. Development and Prospecting Currently, we are in the process of structuring iGV and determining pilot entities in AIESEC in Sweden. During IC this year, we have talked to entities which piloted LV in its early stages in order to get a sense of how to structure the product. Once iGV is finalized, we can then start developing LV as a supporting product tied to the Integreat project we aim to run under iGV. Impact The value of running LV is again not in converting EwA participants into members or EPs (although there is certainly a prospect for it), but rather increasing our impact and having a truly valuable and palpable contribution to Swedish society. Timeline The timeline for LV is closely tied to the timeline for iGV. Therefore, we will run it in parallel with the Integreat project. The likely timeline is that product development will start in November, potentially in co-‐creation with the LCs during LEAD (at the very least feedbacking) and the product launch will happen once we have incoming interns confirmed for iGV.
Organisational Development The ODIN A new growth model aligned to our 2020 strategies & national initiatives has been developed early on in the term and is going to be further developed with the release of the new global model by AI. Significant changes in this year’s model compared to the last: clusters reshaped into worlds, removed tier system, embedded SnS and Customer Flow implementation into the model, provided basis for gamified growth system, embedded all strategies under ODin as umbrella strategy. Under ODin, the coaching system has been developed and initiated (Bifrost). The system has a frog-‐leaping system in place to drive entity growth. Since opening expansions is not a priority at the moment, the model does not have a start-‐up development strategy in place. Under ODin, the U4O project has officially been revamped and launched in end of September. Cluster growth for the LCs is still not measurable and will be visible in earnest after winter peak. 26
TM&OD The ODIN A new growth model aligned to our 2020 strategies & national initiatives has been developed early on in the term and is going to be further developed with the release of the new global model by AI. Significant changes in this year’s model compared to the last: clusters reshaped into worlds, removed tier system, embedded SnS and Customer Flow implementation into the model, provided basis for gamified growth system, embedded all strategies under ODin as umbrella strategy. Under ODin, the coaching system has been developed and initiated (Bifrost). The system has a frog-‐leaping system in place to drive entity growth. Since opening expansions is not a priority at the moment, the model does not have a start-‐up development strategy in place. Under ODin, the U4O project has officially been revamped and launched in end of September. Cluster growth for the LCs is still not measurable and will be visible in earnest after winter peak. Coaching: # LCs coached: 4/8 ~ 50% plan fulfillment # follow up meetings: 4/4 Bottlenecks and Solutions: BOTTLENECKS Major bottleneck in coaching delivery was the unavailability of EBs and LCPs during the planned coaching month (July) Inability for MCVP TM&OD to service and coach all 8 LCs due to real time constraints LCs not following through with OD strategies (ie, structure proposals) SOLUTIONS Find a way to make LCs more accountable to coaching visits Find a way to make LCs more accountable to proposed strategies Allocate LCs to entire MC for coaching but have OD responsible for the format & content
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TM&OD ENGAGE CONFERENCE FACIs We planned to have 3 external facis at this year’s Engage. However, due to pipeline issues, we were not able to attract the desired number of applicants and ended up having just one facilitator.
FACI APPS # APPLIED PROMO ACTIVITIES
Opened on August 1st, Closed on August 24th Extended DDL for IC delegates until August 28th Ran second round of applications until September 10th In total, there were 2 applications; one was selected.
Posts in 6 different FB groups were ongoing 28 emails were sent to entities for promotional purposes Prospecting with individual potential applicants
Three potential reasons for a low number of applications: 1) EuroCo was on the same date and a lot of our potential applicants applied either as delegates or facis 2) The application itself was very complex 3) We accepted applicants only from the Europe region (correlates to #1) AGENDA Agenda is entirely aligned to what is happening globally and is downscaling many different initiatives from IC 2016. APPLICATIONS # DELEGATES # TRACKS
Total: 78 Planned: 80 # Delegates: 67 TM track TL Track EB track
Planned number of delegates was not reached due to several LCs being late with the finalization of their recruitment processes, not running Engage promotion, and not recruiting the planned number of members.
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TM&OD MC PAGE # LIKES: 2.7k ~ 5.8% REACH: 2.8k ~ 4.5k 22k in Sept ENGAGEMENT:
200 – 500 3.2k in Sept
RESPONSE RATE:
73% rr
PAGE VIEWS:
~ 100
GLobal CXP Challenge Right after the selection process of the MC, our lovely MVCP TM&OD embark himself on a journey to coach our 2 participating LCs in a global Customer Experience Challenge. Our amazing 2 LCs AIESEC in Uppsala and AIESEC in Lund have had successfully fulfil all the challenges that were put upon them, and during International Congress in Poland we have received a certificate as a leadership centric entity, and our LCs received a special recognition for their achievements.
NEXT Q FOCUS LEAD CONFERENCE AGENDA MANAGEMENT NST & CEED FINALIZATION OD MODEL – FURTHER DEVELOPMENT ENTITY COACHING TEAM STANDARDS NEC -‐ National Educational Cycle
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FINANCE&GPM Finance Overall The financial situa<on of AIESEC in Sweden during the period of June – September 2016 has been stable. Compared to the same period the previous year there is an overall posi<ve development with a profit of (292,344.80 + LC results) compared to 102 133 SEK in 2015. The increase in the profit is a result of higher intake of interns to our Global Partners and Na<onal Partners during 15/16 and increased exchange results from the LC’s.
MC Results Q1 16/17 Term
15/16 Term
900000
675000 450000 225000
0
Total Income
Total Exchange income
Total Cost
Exchange profit
Total profit
Term
Total Income
Total Exchange Income
Total Cost
Exchange profit
Total Profit
16/17
809522,25
747000
517177,45
229822,55
292344,8
15/16
651148
559099
546481,19
126170,81
104666,81
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FINANCE&GPM Financial forecast for next q A lot of interns coming to Sweden: Most of our GEP opportuni<es are planned to be realized in November, which will mean a large increase of income. Most of the LC’s income should come next quarter because of Winter Peak. Upcoming expenses for MC: increased involvement of LC’s in Value Delivery.
Global Partnership Management
IP
APP
RE
Planned
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19
9
Realised
14
6 (+1 break)
6 (+1 break)
Comments: Numbers are hard to predict with Global Partners since we are not involved in the selecHon process. Electrolux’s change of management halted their progress. However, they are now catching up by opening a lot of opportuniHes.
Initiatives Intern ac0vity calendar was successfully created. More ac0vi0es with interns as a result of it.
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Other events Empower 2016 and NPM June
From 13th <ll 14th of June, AIESEC in Sweden hosted NPM -‐ Na<onal Presidents Mee<ng of AIESEC in Sweden to discuss strategies for the upcoming term, define the culture of AIESEC in Sweden, define yearly <meline and subcommi/ee responsibili<es. We have amazing LCPs, and we have no doubts that they will be the change makers of AIESEC in Sweden. From 10th un<l 12th of June AIESEC in Sweden has hosted Empower 2016 na<onal conference! Conference that was not hosted in recent years due to low engagement, finally came out to the light! We are very grateful that we had all of our LCPs present, and EB members that contributed to the success of this conference and made it amazing!
Nordic Summit 2016 - Finland
From 5th to 7th August 2016 we have a/ended the Nordic Summit organised and hosted by AIESEC in Finland. MC team, together with LCPs of Lund, Stockholm and SSE ac<vely par<cipated in a 3 day event that was ran with purpose of strengthening collabora<on among Nordic en<<es and crea<ng common Nordic exchange collabora<on. 32
Other events International Congress 2016 Poland
This year’s Interna<onal Congress was hosted by AIESEC in Poland in the last 2 weeks of August. AIESEC in Sweden was represented by MCP, MCVP TM&OD, MCVP ICX and LCPs of Lund, Stockholm and Gothenburg. Purpose of this year’s Interna<onal Congress was to revise the Roadmap that was created on IC 2015 in India, as a regular check point of the organisa<onal direc<on.
OST visit (Operational Support team)
From 16th to 19th September AIESEC in Sweden was delighted to host our OST responsible, Miron Lukac. This year’s OST network is very developed, and Miron is handling the en<re Nordic and Bal<c region on our way to increase our exchange performance. We had amazing few days with Miron with a very useful and customised agenda that truly has impacted us as a team. 33
Advisory board of AIESEC in Sweden
We would also like to thank once again to our amazing Advisory Board of AIESEC in Sweden (ABAS) for their passion and pa<ence in working with us, and for pumng tremendous effort into understanding current global changes and how AIESEC in Sweden is aligning with them. In the past 4 months we have had 2 mee<ng with our ABAS, and the next one’s due date is in the end of November 2016. Current members of the Advisory Board are: 1. Leo Hansson, Chair 2. Emma Gärvert 3. Mari Teneberg 4. Enoch Marfo
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Our quarter in pictures
“Believe in the purpose, break the limits.”
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Contact us national office Tegelviksgatan 40, 1tr, 116 41 stockholm Email: info@aiesec.se Tel: +46 (0) 76 048 34 76 Web: www.aiesec.se
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