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OPERATIONS TEAM Q4 REPORT
Operations team DESCRIPTION
AIESEC International Q4 2014 Report
Operations Team Bottomline Operations team has the main responsible of: VP Operations: guarantee of S&D alignment and Operations growth in the region VP OD: work with the leadership development of the region for a sustainable growth All our activities are measured by the Operations goals and delivery of main activities in the region. In the subteam we also have the role of TM guarantee the team minimuns strategies, productivity and good TM processes implementation for operations growth.
PEOPLE INVOLVED Camila Serpa Soares. VP OD; Team Leader of Operations team. Laura Law. VP OP AP; Responsible for AP region growth and leadership pipeline. Shayo Tinuoye. VP OP Africa; Responsible for Africa region growth and leadership pipeline. Aleksa Nikolic. VP OP CEE; Responsible for CEE region growth and leadership pipeline. Ana Saldarriaga. VP OP WENA; Responsible for WENA region growth and leadership pipeline Lucia Taboada. VP OP IGN; Responsible for IGN region growth and leadership pipeline Karim Suelim. VP OP MENA; Responsible for MENA region growth and leadership pipeline Anasofia Espejo. VP TM; Responsible TM bottomline implementation
efforts
AIESEC International Q4 2014 Report
GENERAL COMMENT Q4 was a quarter of a still a lot of direct contact with the network and a moment to get their inputs. Most of our efforts were in mainly touchpoints, including visits, conferences, summits that were made in the region and also in TM.
INDIVIDUAL EFFORTS Camila Serpa Soares. Team management (50%), MCP Summit preparation and delivery (20%), EXPA Core team (20%), MCP Magic Box (10%) Laura Law. Entity Visits (35%), AP MCP (15%), APLS (20%), Coaching Calls (10%), OST Management (10%), Regional Management (10%) Shayo Tinuoye. Sub-regional conferences(30), Entity Visits(30%), MCP Summit (20%), Coaching Calls (10%) Regional Management (10%) OST management (10%) Aleksa Nikolic. EuroCo (15%), Entity Visits (45%), MCP Coaching (10%), OST Management (10%), MCP+GIP Summit (10%) , Network Support (5%), Crimea case consultany and research (5%) Ana Saldarriaga. EuroCo (10%), Entity Visits (50%), OST Management (10%), MCP+GIP Summit (10%) , Network Support (10%), S&S (10%) Lucia Taboada. Internal Comms (10%), Entity Visits (40%), OST Leadership (15%), IGN Crew Management (5%), MCP Meeting (20%) Karim Suelim. Entity Visits (50 %), Regional Projects (15%). MCP Coaching (10 %). MENA MCP Summit (15 %). MENACO (10%) Anasofia Espejo. LEAD Summit (10%), Regional Conferences Preparation & Delivery (20%), Global LEAD Conference (20%), MCP Summits Preparation & Delivery (20%), EXPA (20%), Others (10%)
Disclamer
AIESEC International Q4 2014 Report
Data for this Report Due to challenges with our new information system, EXPA, this report will have data from October 2014 on RA, MA and RE – from the former system, MyAIESEC.net – and RE data from EXPA in november and december. For november and december we are only putting RE data because that is the most accurate data we can get from the new system so far. The data for December is until the 16° (last data we got from Ranking report). Other forms will be sent to the network to get more accurate data for AI Replanning and for next Quarter Report we will already have it with data from EXPA also for MA and Open.
AP REGION Q4 REPORT
OUTCOMES
AIESEC International Q4 2014 Report
Q4 ACTIVITIES CHECK
Entity Visits AP MCP APLS MoC Replanning
Visits delivered to Japan, MoC, Indonesia and Hong Kong with the main objective of aligning the MC
plan (inc OD modell, HR plan) to their goals.
Summit objectives were achieved as well as creation of regional vision and projects for 2015.
Output released.
Output released. Microsoft partnership delivered. Follow up is to
open up regional funds to LCs to allow implementation of Hackathon output
and innovation projects.
MC replanning for team projects and focus. HR changes for
remainder of 1415 and new structure for 1516.
Coaching Calls
Calls with several entities from all clusters with regards to MC
management and plan, conference planning as well as program
management.
OST Management
OST replanning and projects until end of 2014. Replanning for 2015 needed
given region’s focus and projects.
Regional Management
Alignment with regional board. Sourcing of a GST for AP’s internal
comms.
RESULTS MONITORING - IGCDP
AIESEC International Q4 2014 Report
OCTOBER – RA, MA, RE
NOVEMBER AND DECEMBER - RE
123 179
1078
114
304
1110
0
200
400
600
800
1000
1200
RE MA RA
iGCDP
2013 2014
745
68
0
100
200
300
400
500
600
700
800
iGCDP
2013 2014
RESULTS MONITORING - OGCDP
AIESEC International Q4 2014 Report
OCTOBER – RA, MA, RE
NOVEMBER AND DECEMBER - RE
63
292
1116
86
374
1650
0
200
400
600
800
1000
1200
1400
1600
1800
RE MA RA
oGCDP
2013 2014
950
87
0
100
200
300
400
500
600
700
800
900
1000
oGCDP
2013 2014
RESULTS MONITORING - IGIP
AIESEC International Q4 2014 Report
OCTOBER – RA, MA, RE
NOVEMBER AND DECEMBER - RE
156 148
314
196 173
391
0
50
100
150
200
250
300
350
400
450
RE MA RA
iGIP
2013 2014
254
24
0
50
100
150
200
250
300
iGIP
2013 2014
RESULTS MONITORING - OGIP
AIESEC International Q4 2014 Report
OCTOBER – RA, MA, RE
NOVEMBER AND DECEMBER – RE
58 45
161
71 81
247
0
50
100
150
200
250
300
RE MA RA
oGIP
2013 2014
81
14
0
10
20
30
40
50
60
70
80
90
oGIP
2013 2014
RESULTS MONITORING – 1415 AP Progress
AIESEC International Q4 2014 Report
3367
10354
0
2000
4000
6000
8000
10000
12000
iGCDP
Achieved Planned
3158
10020
0
2000
4000
6000
8000
10000
12000
oGCDP
Achieved Planned
859
3145
0
500
1000
1500
2000
2500
3000
3500
iGIP
Achieved Planned
331
1615
0
200
400
600
800
1000
1200
1400
1600
1800
oGIP
Achieved Planned
challenges
AIESEC International Q4 2014 Report
• Creation of regional vision and projects. • Regional projects are aligned to our internal program focuses and market reality. • Hackathon/ Innovation Challenge output from APLS. • Chindia Partnership and Collaboration. • Clear responsibilities amongst regional plenary, regional board and AI VP Operations. • Collaboration within AP is stronger than ever. • Regional mindset in AP has been downloaded to LCPs. • GIP Innovation Success in South East Asia. • BD and Operations synergy in AP.
• Lack of HR in the region to fufill all regional duties and projects. • Co-operation with other regions has been weaker than previous years due to regional focus. • Lack of an overall picture for the region as there are many stakeholders involved on the AI team (inc GST). • Alignment between operations and regional plenary is clear but alignment of other subteams (BXP and BD) with regional
plenary needs to be strengthened • Lack of IT EP Supply. • Cluster 3 and 4 aren’t benefiting from AI plan or regional projects as much as Cluster 1 and 2 entities.
successes
EVOLUTION OF OPERATIONS ROLE
AIESEC International Q4 2014 Report
- Clarity about the role that operations subteam has on the global level and its unique contribution to the network needed.
- Regional strategies aren’t relevant as cluster 1 and cluster 2 entities need more strategic (MC management, synergy, OD support) coaching rather than operational/ program coaching.
MENA REGION Q4 REPORT
OUTCOMES
AIESEC International Q4 2014 Report
Q4 ACTIVITIES CHECK
En:ty Visits MENACO Regional Projects MENA Evolu:on Team
MENA MCP Summit
Learning about & suppor:ng
different reali:es
Drive Gen 2015 Behaviors with
LCs
Collabora:on & Ac:on!
Launch Internal Comm. System
for 2015
Vision Crea:on and Launch of implementa:on
Plan
RESULTS MONITORING - IGCDP
AIESEC International Q4 2014 Report
OCTOBER – RA, MA, RE
NOVEMBER AND DECEMBER - RE
486
40 14
276
42 71
0
100
200
300
400
500
600
Ra Ma Re
1314 1415 Achievement
168
18
0 20 40 60 80 100 120 140 160 180
Re
1314 1415 Achievement
RESULTS MONITORING - OGCDP
AIESEC International Q4 2014 Report
OCTOBER – RA, MA, RE
NOVEMBER AND DECEMBER - RE
95
31 41
97
46 49
0
20
40
60
80
100
120
Ra Ma Re
1314 1415 Achievement
124
8
0
20
40
60
80
100
120
140
Re
1314 1415 Achievement
RESULTS MONITORING - IGIP ;
AIESEC International Q4 2014 Report
OCTOBER – RA, MA, RE
NOVEMBER AND DECEMBER - RE
43
9 10
63
35
17
0
10
20
30
40
50
60
70
Ra Ma Re
1314 1415 Achievement
26
6
0
5
10
15
20
25
30
Re
1314 1415 Achievement
RESULTS MONITORING - OGIP
AIESEC International Q4 2014 Report
OCTOBER – RA, MA, RE
NOVEMBER AND DECEMBER - RE
32 24
129
104
53
35
0
20
40
60
80
100
120
140
Ra Ma Re
1314 1415 Achievement
56
15
0
10
20
30
40
50
60
Re
1314 1415 Achievement
RESULTS MONITORING – 1415 MENA Progress
Find below the progress so far in comparisson to the annual goal. In the middle of Q4, the AIVP OP MENA decided to change his plans to make the region more ambitious and challenged.
AIESEC International Q4 2014 Report
1321
2843
3574
iGCDP Achieved Planned New Plan
77
166
736
IGIP Achieved Planned New Plan
275
2000
4855
oGCDP
Achieved Planned New Plan
178
408
1120
OGIP Achieved Planned New Plan
challenges
AIESEC International Q4 2014 Report
Launch of 2 regional pilot innovation projects in preparation for the fruit peak from 8 entities. Launch of internal communication strategy for 2015 through the MENA evolution Team which consists of LCPs to create bottom up ownership to the region. Creation & Launch of MENA 2015 vision. Creation & Launch of MENA 2015 implementation plan and projects. The region has become incredibly proactive and dependent on each other. Egypt taking a proactive role in supporting the region.
Lack of recruitment of needed profiles in both in Membership & Exchange. Poor Engagement and empowerment of team members which creates more followers rather than leadership pipeline. Lack of creativity and innovation in functions on LC level, so growth becomes limited due to the same small scale of resources.
successes
WENA REGION Q4 REPORT
WENA OUTCOMES
AIESEC International Q4 2014 Report
Q4 ACTIVITIES CHECK EuroCo
200 LCPs current and elected
63% WENA delegates
Entity Visits 10: Greece-Italy-UK-Germany-
Spain-Canada Norway-Portugal-Denmark-Sweden
OSTs 1 OST team leader and 4
OSTs for OGIP, IGIP, OGCDP and IGCDP
S&S Strategy Standards Implementation, NPS
Achievement and GST mgmt -LCPs empowerment towards a more ambitious WENA. Less fixed mindset. -1st time MCVPs as Facis. (Expertise X or LCD) -Pipeline: LCPs applying for MCVPs or MCPs
-The most important strategy of this semester. Understanding of the REAL bottleneecks of the entities and providing customized support in the national strategies
-Selection of team and physical plan creation -Supply and Demand Management -MCVP Specialized operational coaching -MCP Operational trackers + Entity Visits
-GST Re-selection, Team Leader + Regionals -NPS Survey review w/ GST (Pending final vs) -Local Structures suggestions w/ new customer for Standards Fullfilment
MCP Summit (14/20 MCP attended)
-Launch of the Leadership Dev. Model -Replanning Framewok (S&S +TXP Evolution) -Current State of the region (S&D + GCPs) -Team + Netowork Management Trainning
ICB Full report will be sent by
ICB directly t the netowork and AI Perfomance of ICB members,
Priorities or this semester, Motions report with the global plenary,
Budget excecution, Communication Policies and
Network Inputs
GIP Summit 3 WENA entites: Italy,
Netherlands and Canada -S&S structures for massive delivery -Global subproducts defnition (MKT, IT, TCH) -S&D: Creation of tool for implementation of LCs and Entities partnerships in GIP
Network Support (Virtual and Physical)
-MCP Coaching calls, chats and O2O -Chair national conferences of 5 WENA entities (Italy, Spain, Portugal, Sweden, Denk) -MCP/MCVP Applicants support and guidance
RESULTS MONITORING – WENA OGIP
AIESEC International Q4 2014 Report
OCTOBER – RA, MA, RE
NOVEMBER AND DECEMBER – RE
118
84
214
164
111
237
0
50
100
150
200
250
RE MA RA
oGIP
2013 2014
13
117
14
0
0
20
40
60
80
100
120
140
2014 2013
oGIP
MyAIESEC EXPA
RESULTS MONITORING - WENA IGIP
AIESEC International Q4 2014 Report
OCTOBER – RA, MA, RE
NOVEMBER AND DECEMBER - RE
128
82
144 129
116
176
0
20
40
60
80
100
120
140
160
180
200
RE MA RA
iGIP
2013 2014
15
135
5
0
0
20
40
60
80
100
120
140
160
2014 2013
iGIP
MyAIESEC EXPA
RESULTS MONITORING – WENA OGCDP
AIESEC International Q4 2014 Report
OCTOBER – RA, MA, RE
NOVEMBER AND DECEMBER - RE
160
127
180
157
140
187
0
20
40
60
80
100
120
140
160
180
200
RE MA RA
oGCDP
2013 2014
38
195
10
0
0
50
100
150
200
250
2014 2013
oGCDP
MyAIESEC EXPA
RESULTS MONITORING - IGCDP
AIESEC International Q4 2014 Report
OCTOBER – RA, MA, RE
NOVEMBER AND DECEMBER - RE
139
114
60
125
63 56
0
20
40
60
80
100
120
140
160
RE MA RA
iGCDP
2013 2014
24
143
19
0
0
20
40
60
80
100
120
140
160
2014 2013
iGCDP
MyAIESEC EXPA
RESULTS MONITORING – 1415 WENA Progress
AIESEC International Q4 2014 Report
342
1173
0
200
400
600
800
1000
1200
1400
iGCDP
Achieved Planned
2301
5444
0
1000
2000
3000
4000
5000
6000
oGCDP
Achieved Planned
533
1440
0
200
400
600
800
1000
1200
1400
1600
iGIP
Achieved Planned
718
1523
0
200
400
600
800
1000
1200
1400
1600
oGIP
Achieved Planned
CHALLENGES
AIESEC International Q4 2014 Report
• Clear focus program: OGIP focused 100% on Teaching and Marketing, making the partnerships easier to establish and fulfill EPs expectations.
• BIG AMBITION GIP: Raising massive projects in IT as AIESEC in Sweden (100) and in Teaching as AIESEC in Spain (200). • OST Team creation and consolidation • First time 70% of WENA Entities have received an AI entity visit, (the goal is 100%) enabling AI to get to know in first hand what are the real
challenges and provide customized support. • Inter-regional S&D: Germany+USA (MKT GIP), Italy+Malta (GCDP), Italy+Greece (GCDP), Sweden+Portugal (IT GIP), Spain+Canada (TCH GIP) • Implementation of the global strategies: OD-Growth-Cluster Model, GIP Focus, Standards and Satisfaction, TXP Evolution and EXPA
• MCs downscaling strategies to LCs: Communication of current state, ambition to be better, focus program, specific partnerships • Aligment of global and regional supply and demand: IT subproduct in IGIP is growing faster than OGIP and with no clear partners, MKT
subproduct is unclear with BA, HR, Finance, etc, and the visa requirements for WENA are very demanding, TEACHING subproduct is having a lot difficult to be match with entity partners and the raising period and the duration of the TNs is becoming a huge problem for attraction.
• Decision making power 100% or 80% centralized in the BoD which doesn’t enable MCs implement strategies on time or not at all. • The MCs have problems stablishing a clear OD Model and most important, how to track it. This leads to lack of separation of roles in GIP
and GCDP at a national and local level, clear focus programs and LCs goals, Financial Model aligment and clear BO/FO synergy.
SUCCESSES
EVOLUTION OF OPERATIONS ROLE
AIESEC International Q4 2014 Report
• Delivery clear strategies for X programs and make an intense tracking with the Operational Support Team • Clear alignment of global S&D among regions, (specially about subproducts in GIP) in which there is a more
clear understanding of the suppliers in each subproduct. • Deeper implementation of the GIP Summit in terms of subproducts understanding and partnerships
management • Coaching MCVPs directly (through AI or OST) to enable fast and speciallized support on each program
AFRICA REGION Q4 REPORT
OUTCOMES
AIESEC International Q4 2014 Report
Q4 ACTIVITIES CHECK
West Africa Connecting Seminar
East Africa Pioneers Conference
OST Support Regional Newsletter
Sub regional plan for IGCDP and OGCDP upscale. Collaboration
plan between entities within the sub-region was also defined. IXP
was launched
MC summit where sub-regional initiative ‘Grow East Africa’ was
launched. IXP was launched and there was a finance summit delivered by
FLB and AIVP Finance.
OST focus on tier 4 and tracking sub-regional plans but was not too successful due to lack of clarity of role. JD has been redefined and more support to tier 4 entities in
the region.
Only 1 regional newsletter was sent in this quarter but after MCP summit, it
was identified as a major implementatiomn channel and as such
a key priority in next quarter
Entity Visits
Entitiy Visits delivered to Ghana, Cote Divoire, Kenya and Ethiopia. MC plans and
strategies were reviewed in most of the entities for achievement of quarter 4
goals. Meetings were also held with LCPs in these entities to align them with MC
plan.
Coaching Calls
Coaching call with all focus entities (Tanzania now included) and calls with 3 non-focus entities (Uganda,
Togo,
MCP summit
Regional Plan and focus for next semester. Implementation plan
and channel defined. Global strategies downscaled to MCPs
that were present.
RESULTS MONITORING - IGCDP
AIESEC International Q4 2014 Report
OCTOBER – RA, MA, RE
NOVEMBER AND DECEMBER - RE
44
100
504
37
103
410
0
100
200
300
400
500
600
RE MA RA
iGCDP
2013 2014
339
71
0
50
100
150
200
250
300
350
400
iGCDP
2013 2014
RESULTS MONITORING - OGCDP
AIESEC International Q4 2014 Report
OCTOBER – RA, MA, RE
NOVEMBER AND DECEMBER - RE
17
36
142
26
64
147
0
20
40
60
80
100
120
140
160
RE MA RA
oGCDP
2013 2014
218
70
0
50
100
150
200
250
oGCDP
2013 2014
RESULTS MONITORING - IGIP
AIESEC International Q4 2014 Report
OCTOBER – RA, MA, RE
NOVEMBER AND DECEMBER - RE
10 8
22
18
13
19
0
5
10
15
20
25
RE MA RA
iGIP
2013 2014
11
4
0
2
4
6
8
10
12
iGiP
2013 2014
RESULTS MONITORING - OGIP
AIESEC International Q4 2014 Report
OCTOBER – RA, MA, RE
NOVEMBER AND DECEMBER - RE
17 11
78
26 19
57
0
10
20
30
40
50
60
70
80
90
RE MA RA
oGIP
2013 2014
29
6
0
5
10
15
20
25
30
35
oGIP
2013
2014
RESULTS MONITORING – 1415 Africa Progress
AIESEC International Q4 2014 Report
1015
4537
0
500
1000
1500
2000
2500
3000
3500
4000
4500
5000
iGCDP
Achieved Planned
373
2269
0
500
1000
1500
2000
2500
oGCDP
Achieved Planned
54
298
0
50
100
150
200
250
300
350
iGIP
Achieved Planned
431
107
0
50
100
150
200
250
300
350
400
450
500
oGIP
Achieved Planned
challenges
AIESEC International Q4 2014 Report
Sub-regional initatives driving collaborative behaviour in the region (Sub-regional based S&D) GCDP upscale/large scale partnership by certain entities (Nigeria, Ghana, Mauritius, Benin, Cote Divoire) Steering team as consultant for entities Coaching calls were very useful in addressing management/leadership issues MCPs were facing Phycial touchpoints were very useful to get a clearer and deeper perspective on how things were going in the region and to downscaling of global strategies and regional initiatives Top entities in the region as support for developing entities MC and LC alignment in most entities
Tier 4/ non focus entities management (OST and I not able to give so much attention and support to them) Supply and demand Misalignment EXPA Implementation (Only ifew entities using) 3 sub-regions collaborating but no common ground as one region Downscaling global strategies to tier 4 entities (Most entities still at the basic level of operations) Management/leadership issues in so many entities High drop in some top performing entities such as Kenya,Tanzania and South Africa in iGCDP .
successes
EVOLUTION OF OPERATIONS ROLE
AIESEC International Q4 2014 Report
The evolu.on of the role of opera.ons in the region in the next semester would be; • Regional supply and demand alignment • Tracking of sub-‐regional ini:a:ves through sub-‐regional coordinators • Work closely with steering team and OST to provide en:ty consultancy not just for focus en::es but also non
focus en::es • Facilitate regional GCP sharing through regional pla\orms (Resource hub, newsle_er and social media groups) • Work with key en::es on regional partnership for GCDP upscale for summer peak growth • More touch points with Key MCVPs
IGN REGION Q4 REPORT
OUTCOMES
AIESEC International Q4 2014 Report
Q4 ACTIVITIES CHECK (please click in the boxes with * to see the outputs and/or further info)
AI Entity Visits (achieved)
GIP OST Visits (achieved)
Mx, Pan, Per, Chi, Arg OD , iGIP & oGCDP Growth Focus
Arg, Bra, Col, Vza, Mx oGIP growth & S&D aligment focus
GCDP OST Visits (achieved)
Virtual MCP coaching (achieved)
Bol, Py, Ecu, Uy OD & oGCDP Summer Peak growth
focus
Monthly calls and/or emails by AI VP for top supplier entities coaching in team mgt, operations mgt, OD and
general entity evolution.
Virtual MCVP Coaching (achieved)
*OST Development & IGN Crew Management
(achieved)
Monthly emails and/or calls to MCVPs operations by OSTs and
AIVP for operations management and S&D aligment
Weekly coaching and direction meetings for OSTs #1 OST teamdays
IGN Crew (BD Latam, PR Latam, S&S, FLB, iGCDP Chair) 2015 aligment
through group and individual meetings
Monthly News (Region & MCPs)
(achieved)
*MCP Summit (achieved)
#3 monthly newsleters to all MCs with general direction
#3 MCP newsletter with education, experience sharing and general direction
#1 conference & agenda management for Dec/Jan webinar delivered
#BRAVEMA Campaign Achieved for EXPA operations
#1 summit delivered #1 regional vision OD Model
created #1 regional plan for 2015
achievemnt
RESULTS MONITORING - IGCDP
AIESEC International Q4 2014 Report
OCTOBER – RA, MA, RE
NOVEMBER AND DECEMBER - RE
1091
447
157
1888
992
162
0
200
400
600
800
1000
1200
1400
1600
1800
2000
RA MA RE
iGCDP
1314 1415 Achievement
624
1113
0
200
400
600
800
1000
1200
RE
iGCDP
2012 2013 2014
130
RESULTS MONITORING - OGCDP
AIESEC International Q4 2014 Report
OCTOBER – RA, MA, RE
NOVEMBER AND DECEMBER - RE
1222
565
138
1583
1075
137
0
200
400
600
800
1000
1200
1400
1600
1800
RA MA RE
oGCDP
1314 1415 Achievement
1394
0
200
400
600
800
1000
1200
1400
1600
RE
oGCDP
2013 2014
156
RESULTS MONITORING - IGIP
AIESEC International Q4 2014 Report
OCTOBER – RA, MA, RE
NOVEMBER AND DECEMBER - RE
149
53 58
372
104 93
0
50
100
150
200
250
300
350
400
RA MA RE
iGIP
1314 1415 Achievement
78
68
0
10
20
30
40
50
60
70
80
90
RE
iGIP
2012 2013 2014
8
RESULTS MONITORING - OGIP
AIESEC International Q4 2014 Report
OCTOBER – RA, MA, RE
NOVEMBER AND DECEMBER - RE
288
86 88
337
126 125
0
50
100
150
200
250
300
350
400
RA MA RE
oGIP
1314 1415 Achievement
136
158
0
20
40
60
80
100
120
140
160
180
RE
oGIP
2012 2013 2014
11
RESULTS MONITORING – 1415 ign Progress
AIESEC International Q4 2014 Report
2288
6700
0
1000
2000
3000
4000
5000
6000
7000
8000
iGCDP
Achieved Planned
1425
6900
0
1000
2000
3000
4000
5000
6000
7000
8000
oGCDP
Achieved Planned
557
1700
0
200
400
600
800
1000
1200
1400
1600
1800
iGIP
Achieved Planned
543
1700
0
200
400
600
800
1000
1200
1400
1600
1800
oGIP
Achieved Planned
challenges
AIESEC International Q4 2014 Report
. Collaboration keeps being the major strenght of the region, not only for S&D but for project generation, GCP creation, budget investment, OST belief and empowerment, and general regional movements as the #BRAVEMA Campaign or BD Latam. . MCPs have proactive participation in the creation and execution of the regional vision, which led to results as having a clear regional growth path for 2015 with and OD model that comprises all levels including the local one. . Growth mindset towards 2015 achievement, and emphasis on the action-oriented behavior have led to continuous growth (absolute and relative significant) during the past years. . Despite being unbalanced, significant growth has been seen of entities as Peru, Mexico, Costa Rica, Guatemala and Bolivia, which has prove succesful the oGCDP focus strategy of the region . IGN keeps having pioneer entities in GIP, that continue to grow develop known SP as Teaching TN (COL) and MKT EP (BRA), but also innovate with new proposals as short term (MX).
. The region continues to be unbalenced having 2 cluster 1 entities, 3 cluster 2, 3 cluster 3 and 11 cluster 4 entities. @BAZI keeps moving the whole GCDP supply, and @BAZI & @COL the GIP one, creating risk because of dependancefrom the region and growth barriers. . The not significant growth or decrease of key players as @COL & @ARG in oGCDP lowered the overall growth of the region in the program that could have been historic, as focus program of the region for 2015 achievement . In spite of significant growth in oGCDP of cluster 4 entities, the need of general OD coaching keeps being the main bottleneck . In terms of S&D, oGCDP is not growing at the pace demanded by iGCDP (the difference keeps getting bigger year by year), and in spite of the efforts the goals to increase MKT TN supply and Teaching EP Supply have not been met, thus continuing the unbalanced operations in GIP without SP aligment within the region. . The inability to measure results has had a negative impact on the region’s motivation and a feeling of being lost, during the biggest peak.
successes
EVOLUTION OF OPERATIONS ROLE
AIESEC International Q4 2014 Report
The IGN Operations role have evolved from program based to general management base, since the region itself has evolved with it synergies, participants and general direction. Currently IGN counts with: 1 full time paid GIP OST – responsible for functional coaching, program strategies and S&D aligment 1 full time paid GCDP OST – responsible for functional coaching, program strategies and S&D aligment BD Latam and PR Latam chairs, responsible for regional sales, PR initiatives and “Day Zero” ILC S&S Regional responsible for education and tracking for S&S strategies 2 FLB people focused in coaching and educating about legality and sustainability in the region. 1 AI VP reponsible for regional OD, MCP Coaching and direction, OST Leadership, GSTs management and overall MoS achievement. Additionally MCPs for the regional board, which foster the collaboration in initiatives and take active decisions in the vision and direction of the region.
CEE REGION Q4 REPORT
CEE OUTCOMES
AIESEC International Q4 2014 Report
Q4 ACTIVITIES CHECK EuroCo
200 LCPs current and elected
Entity Visits OST Management
- Regional S&D alignment and downscaling it to LC level
- Establishing X results as the main MoS of an LC
- LCP empowerment
8: Russia – Ukraine – Poland (+ chairing a confrence 2 months later as a visit
follow up) – Hungary – Czech R. – Romania – Serbia (+ conference
participation one month later as a visit follow up) - Turkey
- Entity visits by OST (Slovakia, Croatia, Bulgaria + CAC & Turkey GCDP summit)
- Monthly chats with MCs and MC VPs of Tier 3 focus entities
- CEE LDS conference managemnt
MCP Summit (13/27 MCPs attended)
-Launch of the Leadership Dev. Model -Replanning Framewok (S&S + TXP Evolution) -Current State of the region (S&D + GCPs) -Team + Netowork Management Trainning
GIP Summit 5 CEE entites: Russia, Czech R.,
Romania, Turkey, Hungary -S&S structures for massive delivery -Global subproducts defnition (MKT, IT, TCH) -S&D: Creation of tool for implementation of LCs and Entities partnerships in GIP
Network Support (Virtual and Physical)
- MC VPs Coaching calls - National confrences (Poland and Serbia) -MCP/MCVP Applicants support and guidance
MCP coaching (Virtual and Physical)
- EXPA support - Visits follow up on output - Term priorites and Monthly priorities - Team management support - Sensing 2015 plans and direction of
entities
Crimea case consultancy
(Virtual and Physical) - Basic internal and external research
made - Reached the initial agreement betwen
AIESEC in Russia and AIESEC in Ukraine - Next steps implementation plan
created - Responsibilities devided
RESULTS MONITORING – CEE OGIP
AIESEC International Q4 2014 Report
OCTOBER – RA, MA, RE
NOVEMBER AND DECEMBER – RE
151 161
234
153 126
271
0
50
100
150
200
250
300
Re Ma Ra
oGIP CEE October
2014
2013
52
206
0
50
100
150
200
250
2014 2013
CEE NOVEMBER AND DECEMBER 2014 VS 2013
RESULTS MONITORING - CEE IGIP
AIESEC International Q4 2014 Report
OCTOBER – RA, MA, RE
NOVEMBER AND DECEMBER - RE
122 109
129
95 85
147
0
20
40
60
80
100
120
140
160
Re Ma Ra
2014 2013
31
147
0
20
40
60
80
100
120
140
160
2014 2013
CEE NOVEMBER AND DECEMBER 2014 VS 2013
RESULTS MONITORING – CEE OGCDP
AIESEC International Q4 2014 Report
OCTOBER – RA, MA, RE
NOVEMBER AND DECEMBER - RE
83 98
201
85 95
152
0
50
100
150
200
250
Re Ma Ra
2014 2013
75
166
0 20 40 60 80 100 120 140 160 180
2014 2013
CEE NOVEMBER AND DECEMBER 2014 VS 2013
RESULTS MONITORING - CEE- IGCDP
AIESEC International Q4 2014 Report
OCTOBER – RA, MA, RE
NOVEMBER AND DECEMBER - RE
124
291
1211
129 266
865
0
200
400
600
800
1000
1200
1400
Re Ma Ra
2014 2013
222
539
0
100
200
300
400
500
600
2014 2013
CEE NOVEMBER AND DECEMBER 2014 VS 2013
RESULTS MONITORING – 1415 CEE Progress
AIESEC International Q4 2014 Report
2125 1700
4096
6634
692 458
2103 2448
0
1000
2000
3000
4000
5000
6000
7000
oGIP iGIP oGCDP iGCDP
Goal
Achieved
CHALLENGES
AIESEC International Q4 2014 Report
• Clear focus program: OGIP focused 100% on Teaching and Marketing, making the partnerships easier to establish and fulfill EPs expectations.
• BIG AMBITION GIP: Huge growth in iGIP both Ra, Ma and Re (Turkey and Hungary); Massive growth in oGIP (Ukraine) • First TNs raised for short-term unpaid GIP in Romania
• MCs downscaling strategies to LCs: Communication of current state, ambition to be better, focus program, specific partnerships • Aligment of global and regional supply and demand: IT subproduct in IGIP is growing faster than OGIP and with no clear partners, MKT
subproduct is unclear with BA, HR, Finance, etc, TEACHING subproduct is having a lot difficulties to be match with entity partners and the raising period and the duration of the TNs is becoming a huge problem for attraction.
• The MCs have problems stablishing a clear OD Model and most important, how to impement it. This leads to lack of separation of roles in GIP and GCDP at a national and local level, clear focus programs and LCs goals,
• TM role in the entities not very cler (VP TMs not clear on their main KPIs and what is the best way to support exchange programmes) • How to provide efficient support to Tier 3 and especially Tier 4 entities since region consists of 27 entities
SUCCESSES