ai 1415 q4 report_operations

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


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


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


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


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




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




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



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


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


•  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


-  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


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





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






95

31 41

97

46 49

0

20

40

60

80

100

120

Ra Ma Re


124

8

0

20

40

60

80

100

120

140

Re


RESULTS MONITORING - IGIP ;




43

9 10

63

35

17

0

10

20

30

40

50

60

70

Ra Ma Re


26

6

0

5

10

15

20

25

30

Re






32 24

129

104

53

35

0

20

40

60

80

100

120

140

Ra Ma Re


56

15

0

10

20

30

40

50

60

Re


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.


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


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


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




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




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




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





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


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


•  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



•  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


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.





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





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





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





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


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


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



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


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





1091

447

157

1888

992

162

0

200

400

600

800

1000

1200

1400

1600

1800

2000

RA MA RE

iGCDP


624

1113

0

200

400

600

800

1000

1200

RE

iGCDP

2012 2013 2014

130





1222

565

138

1583

1075

137

0

200

400

600

800

1000

1200

1400

1600

1800

RA MA RE

oGCDP


1394

0

200

400

600

800

1000

1200

1400

1600

RE

oGCDP

2013 2014

156





149

53 58

372

104 93

0

50

100

150

200

250

300

350

400

RA MA RE

iGIP


78

68

0

10

20

30

40

50

60

70

80

90

RE

iGIP

2012 2013 2014

8





288

86 88

337

126 125

0

50

100

150

200

250

300

350

400

RA MA RE

oGIP


136

158

0

20

40

60

80

100

120

140

160

180

RE

oGIP

2012 2013 2014

11

RESULTS MONITORING – 1415 ign Progress


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


. 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



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


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




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




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


RESULTS MONITORING – CEE OGCDP




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


RESULTS MONITORING - CEE- IGCDP




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


RESULTS MONITORING – 1415 CEE Progress


2125 1700

4096

6634

692 458

2103 2448

0

1000

2000

3000

4000

5000

6000

7000

oGIP iGIP oGCDP iGCDP

Goal

Achieved

CHALLENGES


•  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

ai 1415 q4 report_operations

Documents