1st steering team meeting output...-reviewing tracking tools-lcs started to contribute ‘’shaping...

1st Steering TeamMeeting Output

Innovative/ ActiveOne team stand

Continious learning

Being interactive

Accountability & Trust

Transparent

Be the voice of LCP Commission and getting know

the local realities Being recognised

Being feasible

Driven by imagination

Trustworthy

Responsible to all MC

Strong communication with LCP commission

STEERING TEAM OUTPUT

May 2016 AIESEC Turkey

Direct feedbacks about strategies

and campaings

Knowledge about local realities

Being pilot LCs / GCP Sharings

Be a part of MC Team

Problem Solving - Analysis

Challenge the MC Team

Big perspective

Solution Oriented

MC Experience

Challenging ourselves

National tracking and management

TMP Experience

Personal Development for

Expectation Management

Ownership to entity

Creative pipeline and showcase of

LCP Experience

Decrease the process about

problem solving

Creating one stand between MC-LC

Entity alignment with Global

Strategies

Bringing innovative approach

Creating OD Knowledge



TOUCHPOINTS

COMM CHANNELS

SHOWCASE

IMPLEMENTATION

After GAVirtual meetingbefore JulyCo

JulyCo + BeforeNPM

Physical meetingbetween IC-

ATCOM Before NPM

Physical meetingbetween

ATCOM-ATEMCO

Gmail Group ST 1617 Drive WhatsappKnowledge Hub

ST PageST Youtube

Channel

InformativeVideos Output Videos

ST GCP Showcasing

FaQ Page in KnowledeHub

TierRepresentation

Conferences+ LCP

Meetings

ImplementationGroups

ImplementationFramework

ST Projects



MC1617 Planning

-Misunderstanding-Lack of knowledge in the entity-‘How’ part is missing

-National definition will be created.-Finding+sharing internal bottom upexamples in the entity-Research about external bottom upexamples

-Implemented successfully to LCPs+LCVPs-LC VPs need to create result-focusedculture in their teams

-Implementing Value Assessment Center to LCs-Reviewing LCMs flow-Reviewing tracking tools

-LCs started to contribute ‘’Shapingwhat we do around what the worldneeds’’ statement-Connection between daily operationsand 2020 is not clear

-We will wait for roadmap which will be created after IC-Giving operational examples which is related with 2020 statements from LCs-Creating detailed A2020 booklet + videosto increase the knowledge in the entity

-Refreshed AIESEC XP is clear for LCPs+LCVPs-LCPs need to help VP TMs in the implementationprocess-Members need more information about it

-Informative video with Turkish subtitles-MC should ensure that all LCPs know newAIESEC XP very well.

-It has a huge effect on AIESEC positioning-We didn’t focus on Youth Speak in 1516 term-Tracking is good but we are taking action step so slow. -Umbrella organization partnerships are givingresult immediately.-Expectation setting before signing thepartnership contract is missing.-Sustainability is a big problem for partnerships. Responsibles are changing every year in AIESEC.

-Review the logic behind the partnershipsand reminding it to entity-Collecting national GCPs about externalalignment-Reviewing the value proposition of partnerships-Research for external examples

-Lack of data management in LC&MC-Lack of trainings for members-Entity doesn’t have corporate perspective-Balance scorecard & Management tools are goodimprovements.

-Research for Professional information system-Review the People Education Cycle-Research for external trainings that can helpus in AIESEC (Marketing,sales, HR etc.) -Arranging external trainings

-Changing MC structure and selecting CustomerExperience VPs is a good step to implement thatmindset-More focus is needed in Value Delivery part-Bringing people to LEAD,IPS,OPS is too hard-CX should be align to AI-Expectation from CX and JDs are not clear in theentity

-Research for StartUp stories-CX role, JDs and plans will be clear in theentity after MC planning

-Partnerships to sell iGIP + Ogcdp+ oGIPmassively-Allocating workload based on focus-Supporting back office more , especiallynumber of marketing members can increase-BD teams can be responsible raise+match-Regular PR activities & Being visible

-Growth model revision-Creating a framework for internal resourceanalysis (HR, Finance,Mkt etc.) -Creating a framework for external resourceanalysis (Market research, customerneeds&profiles etc.)

1516 Evaluation

We feel like we didn't provide enough leadership experience to our member's level

We feel like we didn't provide to our promises to our EPs and Stakeholders

Focus Management was wrong. We didn't make a proper planning

We didn't track our EPs leadership experience.

We didn't take decision together. Decision makers are only the responsible ones

We didn't have enough touchpoints with MC Members about learning and services.

MC was reachable but LCs didn’t feel that their feedbacks are taken by MC.

International MC Members should be informed about local realities and processes more

Campaings and awards criterias should be discussed again / Goal achievement should be discussed

For TM side, tracking of implementation should be tight and back office ideal scenarios wasn't clear



-MC should continue result oriented attitude

-MC should be systematic

-MC should focused on Tier's Reality

-MC have to analyse last term's strategies-

structures numbers and create a roadmap

according to local realities.

-Information Management wasn't that good.

-MC should questionning datas and coaching

according to that

-MC should collect datas for a proper roadmap

-Input – Data – Results

-Transperancy

CONFERENCE FEEDBACKS :

-Congess's content should be change /objectives

should be discussed more

-In congress sessions should be seperated for

positions or it should be more attractive to everyone

-Entity is emotional that's why visionary sessions

should more increased / wow moments



GROWTH MODEL

Detailed LC analysis is needed before implementation (What are the LCs doing?

What do they want to focus in their term? etc.)

The revision process should be accelerated

Tracking system should be created for growth model implementation

MC should increase the knowledge&awareness about the importance of growth model

National meeting agendas can be created based on growth model

Tier based summits can help to work aligned with growth model.



-We dont have enough input for

Google Ads

-Promotion table is not logical for tier 1

LCs

-Promotion table should be added to

tier 3-4

-TN promotion strategy shouldn’t be

used for attraction

-LC should decide the TLP selection

process (it’s written ‘3 TLPs based on

subproduct’)

-40% rate for story collection is too

much for tier 1 LCs. Quality stories

should be priority.

-Objective of Orientation Day should be

clear

-Reintegration is too hard since the EPs

are mostly graduated people.

-There is no GCP from the past for

EwA events for iGIP area. LCs want

to see some examples to organize

EwA events and agenda&objectives

should be clear in the entity. Local

realities are affecting to feasibility of

that events.

-Numerical goals are needed for B2B

Mkt area(#of fairs, #of contents etc.)

-Content marketing should be in tier

4 strategies as well.

-LCs need to have clarification about

Brand Advocacy activities. It needs

to be simple.

-We dont have enough input for Google

Ads

-Promotion table is not logical for tier 1

LCs

-Promotion table should be added to

tier 3-4

-TN promotion strategy shouldn’t be

used for attraction

-40% rate for story collection is too

much for tier 1 LCs. Quality stories

should be priority.

-LEAD follow up for EPs is too hard for

tier 1-2 LCs since they have big number

of EPs. It can be included to CFS or NPS

and we can collect all the inputs in once.

-80% rate is too high to make exchanges only with partners

iGIP oGCDP oGIP

iGCDP

Can’t wait for the next one! Stay with us

1st steering team meeting output...-reviewing tracking tools-lcs started to contribute ‘’shaping...

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