GLOBAL FOCUS AREAS 2008-2009

„becoming and legenday organization”

This guide will provide you will all the information you need for the Global Focus Areas in the 2008 – 2009 term. Here you will find:

• What is a Global Focus Area?

• How was the selection process done?

• What are the benefits of including the Global Focus Areas in my plan?

• So what are the Global Focus Areas?

What is a Global Focus Area?

GFA = Global Focus Area ☺

A Global Focus Area contains topics that are globally agreed as relevant for the overall development of the organization. These topics come from the analysis of:

• The opportunities of our external environment.

• The current performance of the organization

• The needs analysing our strategy map

The GFAs are selected in the international presidents meeting, so it is a strategic decision made by the global leadership team. This means that these topics are relevant for the countries and are chosen to support the overall development of countries in both performance and health.

How was this selection process?

• We had the following Input papers before the conference started: External environment

assessment (compilation from countries and AI), GN inputs coming from GN premeetings,

LCs input.

• There was a general collection of information throughout the conference in the “Global

Focus Area wall”: delegates had a place where they could write down the ideas for the

global focus areas during the first 4 days of the conference. We were also providedwith

learning logs for us to capture their ideas keep them with us and also post them in the

wall.

• Global focus areas selection at IPM (for the process please refer to the session outline

here):

• Then in the GN conferences we created actions steps for countries and LCs to contribute

to the execution of the Global Focus Areas

What are the benefits of including the Global Focus Areas in my plan?

• You will have more countries cooperating under the same frame

• You will have global and regional support.

• You have part of your planning process done already with the contribution of the entire global network (the actions steps created during Xpros)

So what are the global Focus Areas?

Evolving to increase our impact Enabling diverse experiences

Managing resources to drive growth Being a thriving network

Managing resources to drive growthManaging resources to drive growthManaging resources to drive growthManaging resources to drive growth

We have increased the sustainability of revenue generation activities at all levels of the organization through creating brand strengthening products supporting all stages of the AIESEC experience, smart pricing policies, and diversifying our partners base.

A stronger financial management culture, established through building external and internal accountability structures and implementing long and short term financial planning and tools, ensuring that all entities are effectively utilizing their incomes to enhance their performance.

Activities contributing to this GFA

• Pricing policies

• Brand experience toolkit

• Account Management

• Financial management policies

• Accountability structures

• Investment policies

CSFs related:

Retention rate of supporters

Increase in Revenue

Number of entities that review their quarterly surplus in their yearly plan and budget

EvolvingEvolvingEvolvingEvolving to increase our to increase our to increase our to increase our impactimpactimpactimpact

Our structures and processes have evolved allowing us to better capitalize on external trends which enables sustainable growth in the volume and quality of AIESEC experiences.

By enhancing our positioning through profiling the contribution of our alumni, we have strengthened the external relevance of our impact.

Activities contributing to this GFA

• External analysis as part of planning processes

• Alumni management (tracking and communication)

• Structure review

• Issue based activities

• Media and public relations

CSFs related

Absolute and relative growth in TN takers and learning partners

TN re-raising

Number of partners who directly recruit AIESEC alumni (in the last 6 months)

Growth in Realizations

Number of raised and realized EPs and raised and realized TNs

Number and growth in people taking a leadership role

Enabling diverse experiencesEnabling diverse experiencesEnabling diverse experiencesEnabling diverse experiences

Our understanding of supply and demand management supports the diversification of our members and TNs and allows us to leverage on country to country and sub-regional cooperation, enabling us to effectively deliver a higher volume and quality of AIESEC experiences.

The internal positioning and promotion of our exchange opportunities to members ensures more complete AIESEC experiences are lived.

Activities contributing to this GFA

• Supply and demand management based on:

o Backgrounds, duration, types, languages of TNs and

EPs

o Aligning high potential markets for TN raising with

recruitment activities

• Diversification of members backgrounds

• External trends analysis

• Country to country cooperation

• Sub-regional cooperation

• Positioning activities and targeting our key markets

• Utilizing and capitalizing on I am an AIESECer campaign

CSFs related

Members applying for Exchange and Members applying for LR: Members planned for exchange/leadership

No. of members that go on exchange after leadership

Number of members wanting to have an X and/or LR and actually get it

Number of members versus X and LR realized

Growth in realizations

Number of raised and realized EPs and raised and realized TNs

BeiBeiBeiBeing a tng a tng a tng a thriving hriving hriving hriving networknetworknetworknetwork

Every country in the network contributes to the development of LCs and countries through international cooperation based on external trends.

All countries and territories have grown in a sustainable way by improving the efficiency and effectiveness of our exchange and talent management processes.

Activities contributing to this GFA

• Country to country cooperation

• Sustainable LC development approaches linking LC growth to the potential in their

market

• External analysis to foster more diversified cooperation between the entire network

• Exchange and Talent Management process improvement

CSFs related

Now that you are planning for next year you can easily incorporate the global and regional plans. If from the current state analysis you have noticed that certain external trends match with your country and if you have noticed that you need to focus in certain CSFs that are addressed by the GFAs and / or regional plans, you can automatically take the suggested actions under the global / regional focus area. You will have more countries cooperating under the same frame and you will have global and regional support.

Number of members that on exchange after leadership

Average quality rating of introduction to AIESEC stage

Number and growth in exchange and leadership realizations based on issues

Number of raised and realized EPs and raised and realized TNs