SPECIFIC QUESTIONS 1. Analyze the organizational structure and outline the implementation plan for the next year and the evolution plan for the next 3 years. What do you think the organizational structure will bring as a huge change? (Name at least 3 major changes) Benefits for the organization: decisional process, separation of powers and responsibilities, planning process and recruitment process Benefits for members: issue-based AIESEC Experience, competency building throughout programs, multilateral developmentand ownership, entrepreneurial sense. Implementation plan for 2012-2013

Internal transformation Capitalizing on external market Support from the MC Structure change management plan implementation Adapting the processes Dissolve the departments Fast prototyping implementation Project based working Career plan implementation Accreditation of Specialists

Engagement based Recruitment Develop Engagement activities Accreditation of GIP and GCDP Accreditation of TMP and TLP

Framework for ongoing recruitment Country feedback periodically BoA Alumni and BoA Corporate feedback periodically Partnership with the Ministry of Education and with the Ministry of Work Personalize development support strategies

Evolution plan for the next 3 years

2013 2014 2015

Increase in organizational capacity Increase in applicants for a Leadership position Engagement activities are developed Leadership development plans developed ELD programs are recognized by the local markets Increase in ELD realizations (mostly on GCDP and GIP)

AIESEC becomes a Social Enterprise Recognition from the Ministry of Work and Ministry of Education Projects generate revenue Programs generate revenue Auto-sustainability

Adapting to 2020 Projects bring an impact in the society Programs bring an impact in members All LCs have a big pool of people in the Engagement phase

Major changes Membership: increase in engagement and ownership. Our members will develop the strategic thinking, problem solving and project management skills.

Students are engaged and have realistic knowledge about AIESEC. Engagement development programs increase their preparation level and make the ELD customers more competitive and prepared. Members have ownership on projects, driving the growth of the organization and their personal development on one or more functional area based on a career plan. Leadership development programs make them work effectively and efficiently, directly generating results.

The specialists will take the strategic role, allowing the EB to focus on identifying needs, taking important decisions and focusing on the external opportunities.

Impact through members and projects: the organization is generating a positive change in the society, and our members become competitive in the external market. Stakeholders’ involvement: the organization is becoming relevant for more types of stakeholders, offering concrete benefits of investment. 2. Outline your country management and development strategy. Based on what criteria will you cluster LCs and what will you offer to each cluster in terms of organizational development? Country management strategy LCs are planning in the transition period at macro level at the beginning of their term for the period July-June, based on a market assessment done before the transition period. The tracking and reviewing will be done quarterly with the help of SONA. According to that tracking, the MC will react with support strategies based on correction, improvement or performance. The processes will be simplified and will become user friendly. Country development strategy Expansions and new LCs AIESEC Bacău and AIESEC Baia Mare. The first steps are made from AIESEC Cluj-Napoca and AIESEC Brasov to open two new expansions. AIESEC Arad and AIESEC Suceava are new LCs which needs support from the MC and from the GNs that they are a part of. Personalized support strategies The MC will develop personalized support strategies according to local and regional needs. After evaluating the performance of an LC, together with the LCP, the MC will create a strategy of growth on a specific issue and will track its implementation. National Strategic Partners downscaled for Local Support The partnerships with the Ministry of Education and the Ministry of Work will make the LCs negotiate their own partnership at local level with different institutions to acknowledge the ELD programs. Growth Networks The Growth Networks will be made functional again. They will be formed on regional basis and on performance basis, taking into consideration the support that the members of that GN can offer to each other and the similarities in the processes. R&R Strategy LCs’ work will be rewarded in the national conferences and with the help of the alumni and our partners; the prizes will be directed towards the preparation of the members (fee discounts, preparation delivered for the LC members). LC clustering criteria The clustering criteria will be based on the potential of the student market, results set, performance and the health of the processes. According to these criteria we will have top, medium and low performers. The standards will be expressed in percentages with a certain ratio of importance and the clustering will be done automatically. This is why, an LC with 40 exchanges can be in the Low

Performer Cluster if the percentage of the market covered is small, and another LC, having the same result but on a smaller market will be in the Top Performer Cluster. Support for each cluster Downscaling national and international strategies Ensure communication at entire EB level Education Cycle for EBs Data analysis and recommendations

Coaching in LC Visits adapted on local needs Customized solutions to specific issues or focus areas of the LC Standardized operation and procedures manual

Low Performers: EB coaching meetings Common growth plan as cluster SOL incoming program

Medium Performers: EB coaching meetings SOL program development Term development plan

Top Performers: Opportunities of developing the network (SOL program and CEEDership program). Plan of increasing realization on processes that work Regional Center Development

3. Outline your LC support strategy. Define resources that will be used and desired outcomes of your LC support strategy. EB Preparation The EBs will receive preparation on topics like Market assessment, Business Models, Change management or Situational leadership. The preparation will be delivered in the first two quarters, in national conferences (SprinCO, NC), LC Visits or via webinars. Another thing is the standardized operations and procedures manual as a form of educating the members with low costs, providing the EB members an accessible way to understand the processes in the organization and to transmit them easily. Resources: alumni, partners, physical meetings in ILP or conferences. Outcome: strategic thinking, solution orientation, focus on external market and accessible functional knowledge. General and Personalized Support Strategies The main support strategy is the LC Visit Cycle. It is a win-win interaction: the LC receives preparation and downscaled information from the MC directions and frameworks of implementation; the MC gets a realistic perspective upon the LC, beyond the numbers in SONA. Another way to support the LC activities is by creating strategic national partners that can provide added value. I’m referring to the Ministry of Education and the Ministry of Work as partners for the ELD programs. Moreover, based on the reports in SONA and the reality check in the LC Visits, the MC can identify bottlenecks in some LCs, that make them underperform. Together with the LCP, the MC will create and track specific strategies, personalized on the LC need. Resources: time, money, human resource. Outcome: connection between LCs and MC, ELD programs are recognized, increase in realizations, particular problems solved. Growth Network Strategy The LCs will start working on Regional Growth Networks, comprised by LCs from diverse clusters, but with similar processes. One LC will become the Regional Center of that GN and will be responsible for tracking the regional development strategy, the SOL campaign, and the Regional Conference Cycle. Because of fast prototyping implementation and the planning done in Q2, a LPM can be easily replaced with quarterly meetings to assess the completed projects and to review the planning for the next quarter; the Regional Planning Conference will be implemented in each GN, having the

purpose of planning regional initiatives and projects and to draw the guidelines of cooperation. Resources: time, human resource, money Outcome: regional projects and initiative strategy, SOL campaign, cooperation between LCs Cluster Based National Conference Cycle The LCs will feedback the agendas for the national conferences. The conferences will deliver information on 3 levels: basic, medium and advanced, based on the need of the entire country and particularized on each cluster needs. Resource: time, human resource Outcome: relevant preparation, sessions that answers to practical problems. Other kind of support: planning, tools, feedback 4. Define a national and local planning cycle that is adapted to the new structure. Define points of planning and evaluation on both national and local levels taking into consideration the international cycles. Specify cycles for planning activities, planning objectives and long term planning.

2012 2013

MC ChangeALinks Term 2012-2013

Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

IPM

Expro

IC

EuroCo

MC Days

Coaches plan.

MC+LCP

NC

RockME

MC confplan.

Fin. Audit

EB days

LC Visits

RPM

Succession plan

MC transition

LC transition

Cluster Eval

SONA

Quarter Eval

Quarter Plan

Monthly Eval

Monthly Eval

Mothly Plan

Montly Plan

Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

AIESEC International Members Committee Local Committee Regional Event 5. Outline your strategy of driving AIESEC in Romania into becoming a social enterprise. Taking this into consideration, specify newproducts that we should create and what external benefits do we base them on. Context: Social enterprise = impact in society, people development, profit generator. No legal procedures passed, 3 law projects proposals regarding social entrepreneurship, one rejected, two pending. We work as a social enterprise. EU launches a series of funds for social entrepreneurship (start-ups, promotion and sustaining SE) Social enterprises are developing in Romania Criteria fulfilled by AIESEC: Continuous activity Autonomy Economic Risk – revenues generated by members Paid workers Impact in society Involvement of the citizens Democratic decision making Participatory character Limited distribution of profit Risk: Members and alumni will not fully understand and embrace the idea of AIESEC becoming a Social enterprise. They might fear the fact that AIESEC is becoming a corporation, and will lose its essence. This is the reason why a communication strategy must be created and implemented, having as final result a better understanding of the benefits. Strategy Legal procedures: according to the legislation proposed, a social enterprise must be certificated through a social mark and registered at the technical office of the County Commissions of Social Entrepreneurship in the Social Enterprise Electronic Register. Personal data of the people in the vulnerable groups must be submitted, and a work contract should be created. New Products

Product Benefit on the market

Educational projects (packaging the ELD programs) Members: professional competency building AIESEC: highly qualitative ELD experiences Companies: long term preparation

Educational projects (developed for the student market)

Students: preparation on topics of interest AIESEC: Engagement pipeline Companies: Student market access

Social causes Society: focus on a social problem AIESEC: Engagement Pipeline Companies: CSR solutions

6. In your perspective, define at least 1 standard in terms of processes for each MOS. Please specify method of tracking and minimum value.

MOS Standard Tracking Method Value

Members No of members matched with ELD programs out of total no of members

Percent , monthly 70%

TMP No of active members who had a TMP of minimum 2 months

Percent, monthly 50%

TLP No of active members leading a team of minimum 3 members

Percentage, monthly 40%

ICX C No of members who had a minimum of one meeting/week

Percentage, monthly 80%

OGX C No of pool preparation for EPs

Numeric , quarterly 4

ICX NC No of ICX NC projects that receive grants

Percentage, quarterly 60%

OGX NC No of initiatives on new pools

Numeric, quarterly 2

Youth Engaged Engagement activities Numeric, monthly 1

Organizations Engaged Events for Organizations Numeric, monthly 1 Alumni Made New alumni in database Numeric, quarterly 5

Incomes Generated from projects Percentage, monthly 80%

Expenses Amount of money invested in members (Euro)

Numeric, monthly 100