Our WHY

“Leaders imagine a world that they would like to be a part of, a world worth fighting for.�

- Seth Godin

What’s the world that you want to fight for?

Let’s explore the world that AIESEC wants to fight for

AIESEC is becoming 10 times bigger than ever before.

Let’s explore the world that AIESEC wants to fight for

Imagine that world as a puzzle.

“It’s been 64 years, is this still relevant?”

What kind of puzzle it is right now?

The Davos Agenda in 2013We live in the most complex, interdependent and interconnected era in human history – a reality we know as the hyperconnected world. This reality presents a new leadership context, shaped by adaptive challenges as well as transformational opportunities

“What is the role of a youth organization?�

There are always different challenges in the puzzle and the world always needs different things.

We believe the solution can be fundamental.

The world needs Leadership.

“Significant demographic and societal changes, fundamental technological advances and continuous globalization, as well as complex multi-stakeholder issues and resource scarcity define this emerging context. These changing parameters require new type of LEADERSHIP�

- At Davos 2013

We believe Leadership can be developed.

Our Impact:

Are we developing the kind of leadership that is needed?

The world needs ew Models of Leadership. “Significant demographic and societal changes, fundamental technological advances and continuous globalization, as well as complex multi-stakeholder issues and resource scarcity define this emerging context. These changing parameters require new type of leadership�

- At Davos 2013

“Three essentials for leaders in the new context of the world: business frameworks, conceptual skills and human skills.

Business frameworks are the knowledge to understand complex management through viewpoints such as strategy, marketing and operations.

Conceptual skills are the ability to analyze the multi-stakeholder situation and decide what needs to be done.

Human skills are the ability to be who you are to get people involved and lead them.

But most importantly in the center of those 3 essentials, a personal resolve - Kokorizashi - a mission of your life.”

- Yoshito Hori Chairman of Globis University

Developing these frontier competencies would require an inner and outer journey

The outer Journey of leadership

The inner Journey of leadership

“Sounds Familiar?”

AIESEC is not an exchange organization, we develop the kind of needed leadership through our exchange experience

AIESEC’s volunteering model allows us to develop the kind of needed leadership through creating experiences for others

We Build to Last.

Our Impact Model:

Our Clarity of the “Why”

1. The world we envision 4. Our fundamental contribution is to develop leadership

5. What kind of leadership is needed now?

2. The world it is now Yes/No? 6. Is our model developing this kind of leadership?

3. What can be our contribution?

Yes/No? The world we envision

1. The world we envision 4. Our fundamental contribution is to develop leadership

5. What kind of leadership is needed now?

2. The world it is now Yes/No? 6. Is our model developing this kind of leadership?

3. What can be our contribution?

Yes/No?

Step

?

7.

8. The world we envision

Why AIESEC 2015?

AIESEC AIESEC 2015 2015 || Appreciative Appreciative Inquiry* Inquiry*

What We Envision:Peace & Fulfillment of Human Kind’s Potential

AIESEC 2015

Our Impact Model

Develop Leadership by providing Experiential Leadership Development Opportunities for Young People

What We Envision:Peace & Fulfillment of Human Kind’s Potential

AIESEC 2015

Our Impact Model

Develop Leadership by providing Experiential Leadership Development Opportunities for Young People

Step

?

7.

AIESEC 2015

Create more and better of those experiences.

AIESEC 2015

How?

2015 2014 Our promise of providing young people worldwide nearly

ONE MILLION

leadership development experiences till 2015

1948

2013 2012 2011

2015 2014 Our promise of providing young people worldwide nearly

ONE MILLION

leadership development experiences till 2015

Unique.

1948

2013 2012 2011

2015

600,000

Unique Experiences

1948

2014 2013 2012 2011

Are we afraid of talking about numbers?

The Clarity and Belief behind the numbers.

But we should not be satisfied.

What We Envision:Peace & Fulfillment of Human Kind’s Potential

AIESEC 2015 MoS

Our Model OurImpact Impact Model

Develop Change Agents providing Develop Leadership byby providing Experiential Experiential Leadership Leadership Development Development Opportunities for Young Opportunities for Young People People

BHAG: Our Aspiration in the Market us forward

to push

Engage and Develop Every Young Person in the World

1. The world we envision 4. Our fundamental contribution is to develop leadership?

5. What kind of leadership is needed now?

2. The world it is now Yes/No? 6. Is our model developing this kind of leadership?

7. AIESEC 2015

3. What can be our contribution?

Yes/No? 8. The world we envision

This Our Organization.

1. The world we envision 2. The world it is now 3. What can be our contribution?

4. Our fundamental contribution is to Yes/No? develop leadership 5. What kind of leadership is needed now?

6. Is our model developing this kind of leadership?

Yes/No?

7. AIESEC 2015 8. The world we envision

AIESEC wants it that way.

What does the essence of AIESEC mean for me, my AIESEC entity and my society?

The “why” of AIESEC is the individual leadership transformation (internal and external).

“What are the stories you created?...”

Next Steps:

What is AIESEC doing to fulfill its mission through your entity by extension in your country?

Tips on how to Communicate* Share your story: The Clarity of the Why for AIESEC is about each individual’s perspective, share it!

Back it up: Use current trends and relevant global data (example DAVOS agenda) to ground the presentation Make it everywhere: The why should be present in every session in some way or another.

Tailor to your audience: Combination of surveying the membership on knowledge gaps and focusing on integration to their specific area of operations.