The Very Last General Assembly

Dance with us for the last time!

Agenda Flow

Our

AIESEC

in Poland

Program-

BasedPresentations

FunctionalPresentations

Q&A Q&A

Discussions

The stories we tell are the stories we live.

byOur

AIESEC

in Poland

1. MC Role2. Our context

3. „Go beyond and enjoy the growth” & the purpose4. Plans of AIESEC in Poland & other accomplishments

5. Organizational structure6. Our results

MC Role

1. Ensuring alignment with the AIESEC Way.

2. Ensuring alignment with global direction and strategies.

3. Ensuring MoS realization.

4. Ensuring accountability, legality and sustainability of the organization.

5. Representation of AIESEC in Poland in the networkand external environment.

Role vs. Approach?

It is always the same, regardless the MC focus it never changes.

It is final responsibility of theNational Team.

.It is connected with execution of

the role.Can change depending on

strategy and initiative.

It is concious decision.

MC Spark is here to…

…to go beyond and enjoy the growth in Poland by:

1. Activating entrepreneurial youth.

2. Achieving MoS together as a network.

3. Striving for and showcasing the relevanceof AIESEC

Our Context

Our ContextUnderstanding of AIESEC 2015 mostly connected to the goalsRe-Branding of OGX GCDP & Platform creationBeginning of Global Talents re-brandingProcess Optimization in OGX programsSub-products implementation in GIPStrong iGCDPPoor MoS achievement (1% of growth, drop in 3 out of 4 programs)5 years of no audit, therefore – no membership criteria met –

motions for disbanment of AIESEC in PolandQuite good financial stability on averageMC fully dependable on national ER revenuesBoA is back in the governance structures…yet governance is still not a strong side of ours ;)

1948

2012

2011

2013

2014

2015

Going beyond, enjoying the growth

AIESEC EXISTS IN POLAND TO

ACTIVATE CONSCIOUS AND

COURAGEOUS

LEADERSHIP THAT

EMPOWERS YOUTH TO

CREATE A DESIRED FUTURE

OF THE COUNTRY.

National Strategic Direction

It is a direction that weneed and want to take

as an entity in this term in order to realize ourMoS

and bring us closer to aiesec 2015 achievement

Customer OrientationIncreasing Capacity

Brand Positioning

going beyond,

enjoying the growth

Our Purpose


connections with aiesec 2015IncreasingCapacity

Brand Positioning

CustomerOrientation

1. Increasing Capacity

Talent Capacitydriving GIP

& GCDP

Our TM processes are

aligned in a smart way

with GIP&GCDP

strategies; we begin to

bring technical talents to

the organization.

We are focused in delivering

integrated XP's to both

members and returnees in

order to boost our

performance and improve

the quality of our

experiences.

Business Intelligence Usage

For S&D understanding

improvement, through

useful information for our

core business, among

platforms as AMS,

CustomerGauge and

Opportunities Portal.

Integrated XPs for Q3 enhancement

1. Increasing Capacity

…

Talent Capacitydriving GIP

& GCDP

Our TM processes are


with GIP&GCDP

strategies; we begin to

bring technical talents to

the organization.

tm & ogx

synergy

Tmp re-

allocation

tmp

product

packaging

tmp/tlp

audit

further

implemen-

tation

2. Customer Orientation: leadership in every experience

Overall Strategies: For TMP/TLP: For EPs:For other stakeholders

Ongoing quality

management in all of

the ELD Programs

CEM Challenge

Poland Going

Global ChallengeExternal LEAD for

LCPs

Next step

conference

Members

development

programs

implementation

EP LEAD in GCDP

Customer Channel

AIESEC University

development

oGIP Selection

Process Revision

NCB stability

iGIP TN Takers:

100 Days

Challenge

Career Days New

Website

Delivery Standards

in ER

3. Brand Positioning

BOOSTING THE MRKT KNOWLEDGE IN THE

NETWORK

The network is

engaged and

empowered to position

our organization

externally properly and

in a coherent way.

Structuring mrkt, comm & pr

We create tools for the

marketing area for it to

be in order and to be

managed properly so

we can fully use the

capacity that we have

in our network.

EuroXPRO

We position our

organization both

externally and

internally within the

network; we present

our culture and boost

Q3 potential.

Focus on ogx& tm

Our Mrkt processes are


with OGX and TM

strategies to bring clear

results and increase

conversion rate


Brand Positioning

going beyond,

enjoying the growth

Our Purpose


Financial model

MC-LC COOPERATION

CUSTOMIZATION

Term shiftmgmt

Goals: Financial model

Reallocation and redistribution of costs/sales

Incentive to increase performance

Risk reserver building

Supporting expansions & Investments

Growth in operations and impact

Financial sustainability mindset boosting

Goals: To be able to generate more ELD experiences

thanks to answering to the higher extent to the Local

Committees’ needs through:

Conference cycles

Coaching Strategies

Local Committee Planning

Internal Communication Improvements

MC-LC COOPERATION

CUSTOMIZATION

Goals: Optimizing timeline of organizational general processes

towards external, internal & network realities to boost

ELD long term performance while maintaining

members’ high quality AIESEC experience.

Term shiftmgmt


Brand Positioning

going beyond,

enjoying the growth

Our Purpose


Financial model

MC-LC COOPERATION

CUSTOMIZATION

Term shiftmgmt

But.. Is that all?We went beyond National Strategic Direction and Strategic Projects

Unqualified

ExternalAudit

Fulfilingthe

Membership

Criteria

CreatingGovernance

Structures

Significantchanges in

ourcompendium

Applyingfor Global

Award

NST Implementation

Representationin Global Network

Building moretransparency(e.g. MC Wiki)

Organizational Structure

MC 13/14 vol.1:11 MCVPs

(Fin, OD, OP, ER, Comm, oGIP, oGCDP, iGIP, iGCDP, TM, PR)

5 Managers

(2xER, 2xOD, IM)

MC 13/14 vol. 2:Same, but with new VP Comm and without OD (Expansion) Manager.

So far…

2136 unique exchange leadership experiences provided

13% of growth

840 unique team leader experiences provided (12% of growth)

&

2624 team member experiences provided (50% of growth)

gip plan realization (22.06.2014)GIP RE OGX ICX

Planned484

(29% of growth)322

(29% of growth)

Realized282

(23% of drop)218

(12% of growth)

Plan Realization 58% 68%

Missing Realization 202 104

Pipeline

Available Forms 329 62

Matched Forms 50 56

gcdp plan realization (22.06.2014)GCDP RE OGX ICX

Planned701

(35% of growth)1400

(29% of growth)

Realized506

(23% of growth)1130

(19% of growth)

Plan Realization 72% 81%

Missing Realization 195 270

Pipeline

Available Forms 301 281

Matched Forms 203 177

~ 3 lessons to take forward ~

1

2

3

If you know something should be changed for better, change it despite all your fears, despite potential resistance, because being afraid and not taking action over it would not only not make things any easier, but even make things worse.

The best and worst moments of my „P” experience are connected with honesty, or lack of it. Always be honest. And don’t be afraid to show vulnerability.

Track outcomes, not only tasks. Track to contribute, to appreciate, to support, not only to manage risk of something not being done. Trackingshouldn’t mean you don’t trust someone.

Processcreation

<3

Finding my passion

Everythinghappens

for a reason

Power of honesty

Somefriends, for

life

Public Speaking

MY TAKE AWAY FROM THE EXPERIENCE, PERSONAL GOALS EXCHIEVEMENT

MY MOMENT OF AIESEC IN POLAND 13.14

WHAT’S NEXT? ;)Last week in AIESEC Incredible, last weekend in WarsawWrocław! <3REST, REST, RESTFriends, family, travelingAnd in 2 months…

Moving to London to start new journey as Education Consultant at Bryanston SquareConsultancy; And hopefully starting my master program within the next 15 months

1. Direction2. Plan & Plan Realization

3. MoS & MoS Realization4. Key Learning Points5. Plans for the future

Program-

BasedPresentations

Context of term when taking overNo productfor oGIP in AIESEC in

Poland (hugefocus on

GCDP becouse of

Global Citizen

implementation)

No supply & demand

management (AIESEC in Poland islackingreliablecoutry

partners)

Constantdrop in RA-MA-

RE in last 3 years.

My contribution to strategic projects

Term Shift# inputs to

Steering Team Meeting

# inputs to shift creationbased on RA-MA-RE of GIP

peaks

Financial Model

# feedback

to financialmodel

proposal

MC – LC Cooperati

onCustomiz

ation

My contribution to National Strategic Direction

INCREASING CAPACITY

TM-OGX Synery

Framework

IT off-peakrecruitment

CUSTOMER ORIENTATIO

NGlobal Talents

brandimplementation

BRAND POSITIONING

GIP Internship Programmerecognized externally as

Global Talents

AREA DIRECTION

1. Working on specific segments - Global Talents subproduct implementation

2. Growth networks – working closely with some LCs

3. oGIP culture among membership in our entity ( personel fulfillment, better

understanding of area, value proposition for members)

4. Off peaks in segments – supply & demand management

5. International Relations support MC MoS realzation

7. Selling culture in oGIP area

8. Capitalizing on SU

Area ProjectsNAME & GOALS

KEY SUCCESSES (1 -

3)

TO FURTHER DEVELOP (1 -

2)

Global Talenst product implementation• Creation and implementation

of GT Brand in AIESEC in

Poland

• Refreshment of brand based

on external market research

and supply & demand

GloBal Talents platform implementation• Platform fully implemented in

each lc

• New features & reports in GT

• How to connect GT platform

with GIS?

IT off-peak recruitment

• First time IT recruitment in

AIESEC in Poland

• Whole framework ready (both

TM and oGIP side)

• Run IT off-peak only in LCs

which has capacity for that

• Supply & Demand

management for off-peak is

crucial.

EP Conference with EY• „If you don’t try you’ll never

know” - new initiative in

AIESEC in Poland

• Huge potential for National

OPS!

OGX Relevance and education

• Delivered 1 functional meeting

and 5 national conferences

(PEC)

• Think how to highligh „Why”

of GIP for members and

MoS Execution

TARGET REALIZATION

RA 860 697

MA 460 289

RE 440 282

MA Rate 75% 42%

Matching Time 60 days 88 days

NPS 48 45

1

3

2

3

3 lessons from the area to take away:

More tracking from MC to LC side, driving resultsorientations and performance mindset.

We’re lacking understanding of value proposition of GIP and awarness that as organization we’re developing leadership by ELD Programmes so exchange as well.

Supply & Demand is crucial, need to be downscaled

from MC level to LC. It’s the only chance for us as

AIESEC in Poland to grow.

Project management

PublicSpeaking

Don’t giveup

relations with people

Vision for futur

e

FriendshipPower of attitude

My take away from experience:


What next?

If you want to be happy, be.

oGCDP

CONTEXT OF THE AREA WHEN TAKING OVER

Global Citizen brand

implemented but not positioned

Low level of education and

relevance in OGX GCDP

Dependance in only Summer

Peak, no knowledge of on-going strategies

AREA DIRECTION

Bring OGX Relevance to AIESEC in Poland

RA = MA mindset

LC2LC Cooperation Management

Customer orientation focus

EP LEAD Implementation / Co-Delivery Strategies

Introduction of off peak

International Positioning

Process Optimization

AREA PROJECTSNAME & GOALS KEY SUCCESSES (1 - 3) TO FURTHER DEVELOP (1 - 2)

OGX Relevance and Education• Education Cycle (more than 5 national conferences)

• WHY of GC in Poland

• Continue with the relevance

• On-going Education

Off Peak Recruitments

• Framework Creation and Materials

• Product Packaging

• Strategy Education

• Capitalizing on university partnerships

• Piloting in LC’s with capacity

Global Citizen 2.0, brand refreshment for Summer Peak 2014

• Product Packaging

• Launch with new materials, message and national

direction

• National Postcard Events

• Use the returnee videos for future promotion

and showcasing

• More tracking in national and local level

LC2LC Cooperation & International Relations

• Education on LC2LC Cooperation

• Managing country partnerships for off peak and

summer peak

• Better use of matching tools and

communication

• Focus promotion efficiently on for country

partners

Innovation Fund, for raising EP’s with disabilities to go on

exchange to India

• Cooperation with India in new project

• AI Support

• Research the relevance and EP supply before

starting the project

EP LEAD Framework

• Creation of EP LEAD framework

• National standardized materials, embedded in GC

platform

• LC’s piloting new flow

• Follow-up Implementation for all LC’’s

• Ensure good flow in LC processes and GC

platform management

TM – OGX Project Development

• Creation of the Project Development Framework

• Creation of Projects to adapt in LC’s

• Education and Implementation in local level

• Support LC’s to customize according to their

needs

MOS EXECUTION

TARGET REALIZATION

Raises 1100 673

Matches 980 419

Realizations 701 507

AVI EP’s (pipeline) 301

MA EP’s (pipeline) 202

Matching Rate 89% 63%

1

3

2

3

3 LESSONS FOR THE AREA TO TAKE FORWARD (from at least 1 mistake)

LC’s need more tracking and result-orientation

Off Peaks are only for LC’s with capacity as pilots

It’s necessary to do a basic market research for product packaging before executing new project recruitments

Project and Teams

Management

Independence and Self

Awareness

Public Speaking Skills (I <3 Chairing!)

Being a Thought Leader

and Role Modelling the right attitudes

and behaviours

Being creative and solution-

oriented!

MY TAKE AWAY FROM THE EXPERIENCE, PERSONAL GOALS ACHIEVEMENT


Chairing LCC’s for

6 LC’s!

Applying for MCP

Falling in love

with Poland

<3

My amazing family –Sparkies

!

Finding the success in your failures and having the strength the share them with others is a simply way of inspiring to always be a better version of yourself!

WHAT’S NEXT? ;)


Resultsdominiation of

AIESEC University

Low salesintensity and matching rate

Differentundestandingof GT producton local level

AREA DIRECTION

iGIP in Poland is delivering one coherent and marketrelevant Global Talents product basing on national subproducts and local segments. Our internal processesoptimization and know-how implementation together withexternal outlook makes us reliable business partner forcompanies in different segments across Poland.

AREA PROJECTS

NAME & GOALS KEY SUCCESSES (1 - 3) TO FURTHER DEVELOP (1 - 2)

Global Talents – product standarization on

local level with focus on IT sub product

• Global Talents product framework

development

• National subprodcuts usage

• Growth in products sales (with IT

focus)

• Constant product conciousness

building

• Product communication

Regions implementation for better sales

tracking and management

• Implementation of 3 regions with 3

regional coordinators

• Conducting selling mania among

regions

• Growth in sales of LCs within the

regions

• 4th region implementation

• Criteria for division creation

AIESEC University – product

standarization and quality enhancement

• Cooperation with external knowledge

partner

• Languages standarization

• Timeline standarization

• Bold decision about product future

Marketing support - Government

cooperation & Online presence

• Basis for further government

cooperation

• Basis for online presence

• B2B marketing strategy creation and

implementation

NST implementation for better delivery

• 8 different people working on NST

positions

• Summer peak strategy based on

NST

• Long term NST strategy creation

GIP Summit – CEE countries meeting for

common products creation• New product creation

• CEE cooperation start

• Further cooperation within the

region

MOS EXECUTIONTARGET REALIZATION

Raising 436 399

Matching 363 233

Realization 322 243 / 250*

Matching rate 70% 58%

Realizations growth 60% 22% / 25%*

AIESEC Universityrealization share

40% 47%

No. of Sales Regions 4 3

Pipeline

Available TNs 56

Matched TNS 31

1

3

2

3


Make sure that number focus is not limiting yourinnovativeness

Give more creation power to the people in the Local Committees

B2B Marketing strategy is needed for furtherproducts development and growth

Time management

+ selforganization

ConnectionsBusiness know how

for the future

Selfdiscovery



WHAT’S NEXT? ;)

iGCDP


Basics of IR management

Basic experience in

iGCDP management

30-40 % of growth yearly

AREA PROJECTS

NAME & GOALS KEY SUCCESSES TO FURTHER DEVELOP

National Product Portfolio

Refreshment

the whole product refreshment

process delivered and piloted

deliver the process one more time

basing on knowledge and

experience gathered

International Cooperation

Optimization

three different strategies tested

experience and knowledge aquired

further IR process optimization

creating sth very easy to manage

Global Host Product

Developmentproduct developed in theory

implement tangible product to the

market and manage it

NGO product development

market research delivered

experience and knowledge

gathered

do not focus on NGO segment on

local level, consider national

cooperation with big NGO’s

Innovation Fund experience based on BCP’sconsider Innovation Fund at the

beginning of MC term (planning)

Reception WIKI most of the content is ready finish the rest of the content

EP LEAD frameworkEP LEAD framework WIKI

built awareness among the network

implement customized EP LEAD

for every national and local project

MOS EXECUTION (06.06.2014)

TARGET REALIZATION

Number of Raises 1710 1588

Number of Matches 1579 1029

Number of Realizations 1450 1088

Average Matching Time 45 days ~ 70 days

Matching Rate 85% ~ 65%

1

32

3

LESSONS FOR THE AREA TO TAKE FORWARD(from at least 1 mistake)

Better time management when working in MC. Less functional projects at a time. Finish ones before starting others.

Do not implement any products without assuring it’s market relevance (that someone wants to pay for or at

least participate in it.

Remember about TLP/TMP experience delivery of NST members.

Project/Time Management

Product Management

Personal Awareness

Cooking, Driving & Houshold

Stuff



WHAT’S NEXT? ;)

CONTEXT OF THE AREA

Lack of TM-ELD corner

work both on national and local level

Operational role

and job of local TM

Lack of „product” for

TMP/TLP

Talent Management Direction

TM is driving GIP and GCDP growth bringing impact both to organization

and members.

Organizationa

l value Individual

value

KEY SUCCESSES TO FURTHER DEVELOP

IT Membership Recruitment

Creation of guidelines and direction for

entity for IT TMP recruitment.

• MC follow DDL with branding

materials

• Better selection of LCs to participate

• Results- 50% only

Recruitment management

National Management of Recruitments.

• 79% plan realization in October

• 91% of plan realization in Feb-March

• 94% of internal recuruitment plan

realization

• Continue NST coordination

• More engagament of Comm side

from MC

• Education for Future Leaders

• Introducing flexible, need based

recruitments

TMP/TLP Conference Management

• Additional conference before summer

peak

• Strategic knowledge for TLPs

• Opening additional TLP tracks before

off peak and summer peak

• Amount of delegates for TMP and

TLP track especially before

operational peaks

• Alignment of local and national

education

KEY SUCCESSES TO FURTHER DEVELOP

Members Development Program

• Evolution of Career Paths to bring more

leadership development for TMP and

align ther personal goals to

organizational needs.

• 90% of LCs implementing program

• Alignment to Future Leaders Brand

• Develop version/guideline for

reallocated TMPs or for TLPs

Education Management

• Recommendations for local cycles

refreshment

• Short induction guidelines followed by

most of LCs

• Consider creating more useful tools for

management of education in local

projects to support GIP/GCDP

Product Packaging (Future Leaders

creation)

• Creation of value proposition based on

core of organization

• Program based on needs assessment

and core of organization

• Good implementation from TM side

(refreshed recruitment)

• Better national campaign for October

(more viral)

HR audit

• Building platform/way for TMs to gather

data about allocation of resources, it’s

efficiency

• Engagement of network

• Building performance view in platform

• Training network to work on Business

Intelligence and data

• Continue IM engagement in project

Support for GIP/GCDP

Achievements

• Contribution to EP LEAD

• Framework of TM-OGX Synergy

• Talent Planning Recommendations, trainings, feedbacks and tools (backward planning)

• Introducing BI for HR

• Operational blocks for TLPs on conferences

• Education for EBs focused on Talent Capacity

Non-achievements

• IT TMP Recruitment

• Lack of significant changes in Talent Capacity especially for GIP

• Lack of significant change in OGX talent allocation

0

500

1000

1500

2000

2500

3000

2012-1013 2013-2014

EXPERIENCE DELIVERED

TMP TLP

0 500 1000 1500 2000 2500 3000 3500 4000

Membership

Exchange

Efficiency in RE

1

3

2

3

3 LESSONS

Stronger support and tracking for LCs to change structures and talent allocation.

Bigger focus on developing Business Intelligence or HR.

Continue development of Future Leaders and alignment of Members Development Program.

Leadership skills

development

Self Management

Self discovery

MY PERSONAL TAKE AWAY

MY MOMENT OF TERM 13.14

AFTER THE TERM

Internship

in the Netherlands


Poor awareness of Customer

Orientation

No focus in optimising

strategies and processes

Information Management

disconnected from ELDs

Job Description

ELD Team and IM Management (changed during the term. MCVPs more independent and IM with more

connection with MCVP OP);

Ensure implementation and usage of NPS in National and Local Level (National Control Board created and

message downscaled for the 1st time as a strategy from MC Team);

Product Development (If needed - on demand) - (Example of it was the creation of Future Leaders

Programme - it was a perceived need by MCVPTM, where MCVP OP was consulted in the beginning of

the project. Further, it was 100% responsibility of MCVPTM as a programme runner by this area);

ELD Programmes Processes Optimization and Long Term Evolution (Creation of Poland and India

platform as a smart tool for growth, aiming optimisation and Medium Term Evolution, not long one (which I

consider AI Role);

General Role

Drive ELD Approach assuring goal (numerical) achievement;

Ensure implementation of Customer Gauge platform (NPS) in National and Local Level;

ELD Process Optimization & Long Term Evolution in connection with Information Management;

Facilitating and Coordinating synergies within VPs Operations (Exchange + TM = ELD Team)

AREA DIRECTION

MCVP Operations 13-14 - 1st time this role existed in this Entity

Before (12-13) it was Exchange Development (not responsible for IM and TM)

MCVP Operations 14-15 (different JD - you can consult with MCPe and MCVP OP elect) - Still responsible

for Quality Management and now with Learning & Development

RA = MA mindset for all OGX side (my contribution in planning)

Customer orientation focus

Co-Delivery strategies and contribution for GCDPs specially

Process Optimization

Direction of Operations in 13-14

It consists basically in connect ELDs responsible, to make the work easier, check any flaws in the

processes.

Also, to bring to AIESEC in Poland entities (MC and LC) the idea to become an ELD Generation,

overcoming challenges through a new perspective, using it for Product Development and ‘Re-Design’

across Customer Feedback.

AREA PROJECTS


National Control Board - NCB• Creation and Implementation (most developed NCB

team in the network)

• Engagement of members in national and local

initiatives

Poland Going Global• Started as a Process Optimisation Initiative

• It is a Incentive system• Communication to LCs and way to promote it

POLIND• A package, a tool and an idea for process optimization

• India as partner

• Engagement and respect from Polish side to

our partner, since the tool works

Customer Gauge and NPS Implementation • Usage is clear through BI Summit output • Education to LCs via webnars

Customer Channel • 100% cases assigned solved • Is working 100%

Extra duties

• 1st Europe GIP Meeting (Summit before IC)

• International Congress Chief Delegate

• ELD Summit Agenda Management

• Chairing abroad

• BI Summit in AI

• WinCo & LeadCo Conference Management

• Husqvarna Best Case Practice (twice) with focus in Quality and Customer Orientation

& Optimization of processes

• Follow up of Europe Summit

• Downscalling properly global strategies after

summits

1

3

2

3


Focus on Local Committees which will bring you results

Do not be responsible for Conference Management if you are an International MC Member

Local Committees have already their innovations. Ask them before thinking you are creating something for the 1st time.

Project

ManagementSelf-Reflection

That I am a

very

individualistic

person and I

need my space

That culture

differences

make a huge

difference in

your work and

home

That I am the

best Doctor

Love you will

meet in your

AIESEC

Career

MY TAKE AWAY FROM THE EXPERIENCE, PERSONAL GOALS ACHIEVEMENT

MY MOMENT OF AIESECIN POLAND 13.14

Suruba is downscaled in @PLAD!

WHAT’S NEXT? ;)

I don’t know yet!

But see you in Wrocław!

I can still be your chair :)

1. Direction2. Plan & Plan Realization

3. MoS & MoS Realization4. Key Learning Points5. Plans for the future

FunctionalPresentations


Unclear areadirection

Old-fashionedsystems with very wrong

logic

SuccessfulLCP

Commissionmanagement

MY CONTRIBUTION TO NATIONAL STRATEGIC PROJECTS

Term ShiftFinancial

Model

MC – LC Cooperation

Customization

MY CONTRIBUTION TO NATIONAL STRATEGIC DIRECTION

INCREASING CAPACITY

Talent Capacity drivingGIP & GCDP growth

GCDP off-peakenhancement

Expansions for OGX Reach

CUSTOMER ORIENTATION

Poland Going Global

Market RelevantProducts Packaging

LEAD implementation in ELDs

Embeding NPS intodaily operation

BRAND POSITIONING

External Brand Positioning

National ValuesAssessment

EuroXpro

Standarizationandcoherency of operations

AREA DIRECTION

Driving organizational EFFECTIVENESS

• Thanks to the created growth-friendly environment focus LCs have significantly enhanced their performance.

Increasing ELD’s REACH

• ELD experiences are being delivered in the territories they have never been before.

Ensuring organizational SUSTAINABILITY & HEALTH

• Every entity in our association is on a long-term growing path.

Ensuring COHERENCY of organizational direction at all levels

• Essential part of LCs growth has been generated due to capitalizing on national strategies.

AREA PROJECTS - Rubi

NAME KEY SUCCESSES TO FURTHER DEVELOP

SONA-Automatization of the process

-Creation of Health Model

-Delivery Time

-Plattform continuity

PBC coaching strategy

-Maximization of LCs potential

-Customized approach for focus-area growth.

-Innovative approach

-Adaptation of the strategy according to

new Growht model.

GDC coaching strategy

-Creating methodology to be used as catalyst of

growth for the entity.

-Structured approach to develop LCs with low

performance/health.

-Innovative approach

-Adaptation of the strategy according to

new Growht model.

Transition Management

-Structured flow of EB2EB transition with the

usage an easy and effective tool

-Education of the relevance of it at local level

-LCP involvement

-Adapatation of the tool according to

new MC needs.

-Continuity of having all area

information organized

AREA PROJECTS - Iza

NAME KEY SUCCESSES TO FURTHER DEVELOP

Term Shift

- Creation of new operational timeline for the

organization (01.02)

- Smooth implementation of 1st phase (01.04)

- LCP & EB election revision

- Adapting education system

Planning

- Creation of brand new planning logic

- Automatization of collecting & reviewing LC plans

- MC consultancy for every area

- Adapting system towards growth model

- Reduction of time spent on planning in LCs

- Reduction of time spent on feedback by MC

Conference Cycle

- Providing more touchpoints

- Reaching more target groups

- Ensuring clear, customized, strategic role of every

platfom

- Cycle adaptation towards 14.15 needs

- Reduction of conferences costs

- Reduction of MC involvement

- LEAD creation & implementation

LC Existence Criteria

- Redefining criteria itself, building common base

- Redefining system of cooperation with LCs in their

recovery

- Higher stress on financial aspect among

criterias

- Piloting subcommittees concept

Rewards & Recognition

- Redefinition of quaterly awards system

- Updating annual awards to drive behaviours &

directions

- Adapting system towards growth model

- Automatizing the system calculation

- Conducting day 2 day challenges for LCs

MOS EXECUTION

OD MoS

RA | MA | RE in programmes

LCs growth, individually or in groups

Project’s realization

No of LCs fullfilling existance criteria

No of SUs in AIESEC in Poland

No of GIP / GCDP generated by SU

Reach of MC Team to AIESEC in Poland

1130

507

243283

1002

460

230

347

IGCDP OGCDP IGIP OGIP

Total Performance per program - MC term

13.14 12.13Growth

IGCDP 12,8%

OGCDP 10,2%

IGIP 5,7%

OGIP -18,4%

BIALYSTOK

GDANSK UG

KATOWICE

AEKIELCE

KRAKOW

LODZLUBLINUMCS

NOWYSACZ

OLSZTYN

POZNAN

RZESZOW

SZCZECIN

TORUNUMK

WARSAW

UNIVERSITIE

S

WARSZAWASGH

WROCLAWUE

WROCLAWUT

12.13 70 83 126 28 329 107 102 24 47 250 115 71 85 190 131 194 70

13.14 79 95 113 27 336 103 144 18 45 220 138 65 75 229 151 212 97

0

50

100

150

200

250

300

350

400

Total exchanges per LC

GR 12,9% 14,5% -10,3% -3,6% 2,1% -3,7% 41,2% -25,0% -4,3% -12,0% 20,0% -8,5% -11,8% 20,5% 15,3% 9,3% 38,6%

4354 53

14

190

65 62

1631

99 97

3245

116

6991

5342 33

64

9

202

5948

16 22

93 84

4632

77

46

92

35

iGCDP Total performance - MC term

13.14 12.13

7

19

32

3

83

31

49

210

48

9

2014

4855 54

2011

17

27

6

57

2631

4

14

81

13 10

21

4653

31

11

oGCDP Total performance - MC term

13.14 12.13

21

4 36

23

0

19

0 2

1824

6 7

29

14

50

118

139 9

19

2

11

3 3

1712

4

12

29

12

48

11

iGIP total performance - MC term

13.14 12.13

8

18

25

4

40

7

14

0 2

55

8 7 9

36

1317

139

2026

4

51

20

12

1

8

59

611

20

38

2023

13

oGIP total performance - MC term

13.14 12.13

1

3

2

3

3 LESSONS FOR THE AREA TO TAKE FORWARD

Successful implementation requires pilots & physical touchpoints

Your work-life balance depends on planning

There are no synergies, there are synergeticprojects

Personal Awareness

Project Managment

Personal Relations

International Experience

Clearer vision of my

future



Chairing 5 LCs

10 conferences

(sumco, multito, nfs)

Coaching visits

Pink house life

Sparkies <3

WHAT’S NEXT? ;)

I see possibilities in everything. For everything that's taken away, something of greater value has been given.Michael J. Fox

?


Personal Efficiency

ChangeManagement

Personal Relations

Fulfillment Life Purpose


WHAT’S NEXT? ;)


Good structuring of how to deal with

MyAIESEC.net and other platforms on

issues of knowledge management.

Little experimentation on the constant

research for stronger and definitive ways to

solve recurring problems.

Information tended to be diffused and widely

spread in various platforms and

systems.


MC – LC Cooperation Customization

AMS

Assure quality on gettinginformation from network for

LC Plans HR allocation

Tracking

LC Performance

SONA + Health

Every othersingle need.



Poland Going Global

POL-IND Initiative

AREA DIRECTION

AMS

GIS

AMS

It has the clear goal to offer functionalities that

we don’t have and those whose are needed to

enable the MC to PLAN growth based in high

quality information and TRACK every single

resource.

Ensure that we will have the same

functionalities that we keep needing plus give

us freedom to develop whatever we

want/need.

Adapted to our costumers and few more

functionalities.

AREA PROJECTS


Poland Going Global

• Boost operations from Polish network;

• Bring the idea of daily operations for the

network and healthy competition;

• Platform and tracking tools;

• Good branding and packaging

support;

Better ways to engage

network at national incentive

systems;

POL-IND

• Boost operations between @PLAD and

other Tier-1 performer.

• Strong relations with India;

• Key-learnings on matching

process challenges;

Figure out how to connect

GIS and our systems with

the outcomes we had with

the project;

Network Planning

• Provide MC and LCs ways for them to

plan their year month-by-month goals;

• Understand the bigger Picture of

our network energy allocation;Connect with GIS;

Network Tracking (SONA)

• To track network plans realization;

• It’s a good input for coaching;

• Effective way to track Project and

product development;

Make the analysis available

for the network;

TM Audit (Human Resources Tool):

• Audit: to entities track their HR

allocation and recruitment results;

• TM most forgotten area by AI and

probably will keep slow focus;

• Enable critic review

Make the analysis available

for the network;

MOS EXECUTIONTARGET REALIZATION

Decrease of Matching Time -25%

-12,9% +0,8% -25,4% +1,7%

Growth in Realizations +25% 6% (2012-2013 = 2039 2013-2014 = 2164)

48,4142,70

64,29

92,32

56,8250,97

74,88

97,63

49,47 51,3655,86

99,28

iGCDP oGCDP iGIP oGIP

2011 2012 2013

1

3

2

3


Plan a stronger synergy and keep it to the end.

≠ Areas ≠ Needs ≠ Perspectives

Every investment in management of the information is always more than worth.

Professional

Experience

SelfManagement

Rabbits are not alwaysthe answer

Love whatyou do



WHAT’S NEXT?


Area was not taken care of

for few months

Information thatwe will for sure

get qualifiedexternal audit

Low amount of money on bank account due to poor nationalvindication


Financial ModelCreation and Implementation

AREA DIRECTION

Enclosing external audit and ensuring governmental changes

Creation of Financial Model for the wholeAIESEC in Poland

Ensuring financial stability of @PLAD to create credibility into doing IC 2016

AREA PROJECTS


Unqualified Audit 12/13 Association

• Created Financial Statement

for 12/13

• Audit of Financial Statement

• Get audit every year

Unqualified Audit 12/13 Ltd.

• Created Financial Statement

for 12/13

• Audit of Financial Statement

• Get audit every year

Financial Model

• WG for Financial Model

• Analysis of AIESEC Poland

Finances

• Possibly add „funds”

• Flex it every year

Changing Method of metod of tracking and planing

finances of LC from project/EB to Area/project

• Creation of new budget tool

• Every LC is working on this

new tool

Changing Bank

• Finding the best offer

• Signing contract with Mbank

• Closure of accounts in

Citibank

MOS EXECUTION

TARGET REALIZATION

Budget Realization >100 % 92 %

Financial Sustainability of MC 12 5,5

1

3

2

3


Work with ASC/FU and delegate daily tasks to them

Work only on your focuses and the most crucialthings in terms of legality, rest can wait or be

delegated

Remember that even when you are facingclosure of organization you can still fix it



Most of partnerships

with companiesare good and

stable

Low level of vindication

(less then 30%)

Lack of deliverystandards

ER AREA DIRECTION

Products innovations

Products quality

ER products support ELD


INCREASING CAPACITY

Talent Capacity drivingGIP & GCDP growth

GCDP off-peakenhancement

Expansions for OGX Reach


Poland Going Global

Market RelevantProducts Packaging

LEAD implementation in ELDs

Embeding NPS intodaily operation

BRAND POSITIONING

External Brand Positioning

National ValuesAssessment

EuroXpro

Standarization and coherency of operations

ER AREA PROJECTS

PROJECT KEY SUCCESSES TO FURTHER DEVELOP

Career Days Innovation

• Autumn edition changes

• New logging system

• Re-branding

• Registration system

• Brand management under ER

• Online partners activities

• Website for students

Quality Management

• Product delivery standarization: @Week,

Company Day, Dni Kariery, Ambassador

• Account management standards

• Reporting standards & feedback

• Working on quality KPIs

New products creation and

implementation

• oGIP products based on OPS and online

platform

• Next Step conference (H4TF)

• OGX support by insurence company

• oGCDP products

MOS EXECUTION – Revenue per product

TARGET REALIZATION

Revenue before redistribution 99,99%

Revenue after redistribution 89%

Vindication 12.13 100 % 98,16 %

Vindication 13.14 80 % 90,91%

MOS EXECUTION – Revenue per product

TARGET REALIZATION

Dni Kariery 103,5%

Dni Kariery Partner 92%

Youth to Business Forum 92%

Company Day 100%

Program ambassador 78%

Inne (XPRO, OGX, Gala) 101,7%

1

3

2

3


Key to success is proper communication and honesty!

Nothing is impossible!

The biggest bottlenecks are people and time :D

Networking

Communication and

negotiationsskills

Selfawerness

Adaptabilityto changingenvironment

THE BEST TIME IS

„NOW”

TAKE AWAY FROM THE EXPERIENCE, PERSONAL GOALS EXCHIEVEMENT

Project Management

skillsimprovement

Adaptabilityto differrentterms of life

and work

Friendships

Working under stress

and timepressure

Eventmanagment

skillsimprovement

Selfmotivation


WHAT’S NEXT? ;)

Comm


No MC VP COMM

Almost no MC support

to LCs

Campaignsoutdatedand no

coherency


Term Shift Financial Model


Customization

Joined after the main realizations of those projects. And no allignment with COMM priorities.


BRAND POSITIONING

External Brand Positioning – Refreshed campaigns for Global Citizen, Global Talents, Implementation of Future Leaders and starting operations in AIESEC in Poland fanpage.

National Values Assessment – never happened.

EuroXpro – no direct contribution.

Standarizationand coherency of operations – Project of previous MC VP COMM

AREA DIRECTION

Marketing focused on ELDs results (specially OGX and TM)

Building MC – LC relations again

AREA PROJECTS


Future Leaders Packaging• New brand its implementation

• Good acceptance / education

• Internal Branding of FL (MDP,

Re-allocation, etc)

• Analysis of the report

Global Citizen 2.0

• Working Group (creation of

new campaign)

• Implementation in local level

• Better Profiles Applications

• Aligned message with other

products

• National Implementation

• Engagement in local level

Global Talents 2.0

• National Implementation

(Working Group + NST)

• Refreshed Visuals

• Local Implementation

• Alignment with other products

• Aligment with Country

Partners

• Engagement in local level

Conversion Rate Optmization

• Tracking LCs

• Weekly Analysis for Summer

Peak

• More education to the network

• More synergy COMM&OGX

1

3

2

3


Marketing in local level is still seeing as promotion. More education on how strategic marketing shouldbe, specially with support from LCPs.

Big need for regulations for Marketing and PR, ifyou dont have it written in compendium there isno way you can assure coherency in local level

The market is changing every second, we need to be constantly updated with new strategies and trends. Also, have data collection and market research to base ouractions, which are still based on assumptions.

How to workindependently(self-tracking,

prioritization…)

Training Skills(still to develop, but is already a

lot better :P)

Balance life and AIESEC

(finally)Great Friends



First hour in Poland Election Conferences Random Parties

Chairing Travelling COMMs <3 EuroXpro

WHAT’S NEXT? ;)

MC SEXY :P


No focuson PR

activities

Changeof

structure


Term Shift Financial Model


Customization

No allignment with PR priorities. Some guidance and advice in the begening of Financial Model project.


BRAND POSITIONING

External Brand Positioning – very general strategy, a lot of actions a nd project were strivin for that –Y2B, EoY, non-corporate partnerships. PR focus – knowledge gathering and building capacity.

National Values Assessment – never happend. Recomendations, preparations and research done. Lack of financial resources and time to realize the project.

EuroXpro – big amount of time was devoted towards that. Regional coordinator of Europe Y2B, 2 weeksbefore the conference MCVP PR was MC resposible for the conference.

Standarizationand coherency of operations – MCVP COMMs project, not realized

AREA DIRECTION

To position AIESEC in Poland as Youth leadership driven organization, and to have long term

partnerships with institutions and organizations that can help us in realization of our startegic goals.

AREA PROJECTS

NAME & GOALSKEY SUCCESSES (1 -

3)

TO FURTHER DEVELOP (1

- 2)

Poland Youth to Business Forum

• New brand and formula

implementation

• Agenda based

• Focus on delegate experience

• Delivery of the conference

• Network education and

engagement

• Media engagement

Employer of the Year Plan realization

How to engage AIESEC in Poland?

Awareness of the data in the survey

Contracts with Nielsen and other

parties hired to help with the survey

Heading for the Future (Next Step)Conference was organized together

with Multito 2014

Have specific goals connected with

startegies

Plan earlier (sales and agenda) to

prepare network for the timeline

Alumni Data Base Creation Project canceled

Develop alumni strategy, key points

of cooperation, showcasing impact,

resource of knowledge, GIP growth

Positioning of AIESEC in the external environment New contacts and prospects, events

particpation

PR Plan is necessairy, all the PR

actions should reflect strategy and

plan as well as the messages that

we want to send to the world

EuroXpro and Europe Youth to Business ForumGoog agenda & Speakers

Successfull delivery

Financial sustainability

How to work with AI? Clear division

of resposibilities among MC AI and

CC. How to use this events better

for media intrest?

1

3

2

3


It is crucial to have a clear PR Plan alligned with the strategy of the team and marketing sub-team. PR plan should reflect organizational strategy.

Plan your NST structure according to your needs. It isbetter to wait and think and analize the needs instead of

recruitng only beaucse of the timeline framework.

Priotization is a key to success. If I had chosen a fewprojects in the begening istead of focusing on many I probably would have been more successful in all of them. Which 20% of your actions bring 80% of results?

Self -awarness

Transifrmationand personaldevelopment

Met greatfriends

Proffessionaldevelopment

– AI!



My Birthday :D

NFS with Lawyn <3

Partners Gala – First Day of MC Spark

Random trip to Wilanów

Team Days in Zielona

Góra

WHAT’S NEXT? ;)

Special Thank You for:

The Board

of AdvisorsMember Committee

of AIESEC in Poland 2013/2014


The Board

of ControlMember Committee



Sharne van der Burgh

Member Committeeof AIESEC in Poland

2013/2014


National Support

Team MembersMember Committee



Local Committees’ Executive Bodies


2013/2014


Local CommitteeMembers


2013/2014


Member Committee2013/2014


Member Committee2014/2015

Celebrate with us tonight!