How to be successful in expansion management

before starting an expansion

1. Have  a  CLEAR  vision  of  what  that  expansion  will  be  remembered  or  will  bring  in  the  network.    Example:  being  the  fastest,  strongest  expansion  to  achieve  20  GCDP.    

2. ADer  the  clear  vision,  build  the  PURPOSE  behind  it.  Answer  quesGons  like:  “Why  is  it  relevant  for  AIESEC  to  be  in  that  University/City?  How  can  the  university/city  grow  in  having  AIESEC  there?  How  can  your  home  LC  benefit  for  that  Expansion?    

before starting an expansion – de!ne structure & responsibilities

LCP  

EIP  

VP  ICX  

VP  OGX  

VP  COMM  

VP  TM  

LEM  

If you are opening one EI

before starting an expansion – de!ne structure & responsibilities

LCP  

SUP  

TLs  

LEM   If you are opening one

SU

But wait…

How to define if you are opening one SU or one EI?

SU  should  do  just  focus  maximum  in  2  Exchange  Programs  and  should  not  have  any  plans  in  becoming  one  LC    -­‐  everything  is  sGll  

part  of  the  home  LC  (Financial,  HR,  Events  management)      EI  should  start  with  maximum  2  Exchange  Programs  and  should  have  

a  clear  year-­‐plan  in  becoming  an  independent  en?ty.  

But wait…

How to increase cooperation between Expansion and H!e LC?

Focus  on  team  building!  

•  Have  clear  communicaGon  channels  (and  rules  how  to  use  them)  •  Evolve  them  in  as  much  as  you  can  –  events,  elecGons,  etc.    

•  You  may  create  a  “LC  HUB”  with  SU/EI  with  LC  and  have  also  one  idenGty  with  vision,  spirit  and  shouts    

D"ivers to boost your expansion J

Driver  1:  U?lize  online  plaForms  to  increase  recruitment  results  for  ELD  programs  

AcGons  • Promote  recruitment  on  social  media  networks  and  official  website  

• Capitalize  on  physical  channels  that  are  accessible  to  you  easily.  

Indicators  • Number  of  views  &  followers  on  social  media  plagorms  • Number  of  people  recruited  through  website  

Driver  2:  Ensure  financial  sustainability  by  genera?ng  opera?onal  revenues  from  our  

exchange  programmes  

AcGons  • Focus  on  selling  the  most  relevant  exchange  programme,  according  to  the  reality.  E.g.  OGCDP;  instead  of  focusing  on  partnering  for  ER.  

Indicators  • Percentage  of  revenue  coming  from  the  targeted  program  • %  growth  in  the  targeted  programme  

Driver  3:  Posi?on  AIESEC  externally  for  market  penetra?on  

AcGons  • Focus  on  delivering  quality  experiences  to  showcase  the  impact  created  by  the  AIESEC  experience.  

•  Increase  visibility  of  AIESEC  in  community  through  media  and    youth  organizaGons’  partnerships  

Indicators  • Percentage  of  people  joining  programmes  through  referrals  • Number  of  media  appearances  • Number  of  partnerships  with  relevant  organizaGons  

Driver  4:  Drive  opera?ons  using  a  boNom-­‐up  strategy  

AcGons  • Start  operaGonally  instead  of  strategically  as  an  expansion  team  and  start  LC  funcGons  as  quickly  as  possible  

• Once  strong  local  capacity  is  developed,  the  expansion  team  can  evolve  to  a  more  strategic  role.  

• Create  fast-­‐tracked  leadership  experiences  

Indicators  • Percentage  of  members  directly  led  by  expansion  team  in  the  first  6  months  (should  be  100%)  

Driver  5:  Empower  local  talent  in  order  to  create  a  sustainable  leadership  pipeline  &  

create  culture  

AcGons  • Have  locals  on  the  MC  expansion  team  • Build  a  strong  AIESEC  culture  in  the  enGty  •  Involve  members  in  organizaGonal  decision  making    

Indicators  • Percentage  of  local  members  alending  conferences  • Percentage  of  local  students  on  the  MC  expansion  team  (min.  1)    

Driver  6:  Drive  organiza?onal  behaviors  that  create  and/or  increase  accountability  and  

governance.    

AcGons  • Create  a  strong  relaGonship  with  the  government    • Establish  a  Board  of  Advisors  

Indicators  • Number  of  government  supporters  • Number  of  people  on  BoA  

Driver  7:  Establish  long-­‐term  partnerships  for  sustainability  and  opera?onal  efficiency    

AcGons  •  Integrate  AIESEC  into  universiGes  to  facilitate  running  the  ELD  programs.  (i.e.  Being  a  club  or  acGvity  on  campus)  

• Establish  cooperaGon  with  exisGng  students/youth  organisaGons    

Indicators  • Number  of  universiGes  and/or  faculGes  in  which  AIESEC  is  present