Culture Business Model

this is how we do what we do

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AIESEC is at the edge of a turning point.

Through the past five years, driven by an ambitious mid-term vision and a powerful aspiration, we have learned, experimented, scaled, failed and succeded.Simply put, AIESEC grew up.

AtAt the dawn of AIESEC 2020, it is very important for us to map out where the organization is in terms of its essence, culture and business model, so that the 2015 generation can serve as a stepping stone to-wards the next five years.

In this small booklet, addressed to the whole membership with a specific target on those holding leadership positions, aims to serve as a map to understand how AIESEC’s culture and business model are working at every level of the organization, and how clearly the organization is steering towards being an organization consciously centered on Lead-ership Development.

This is why we defined our Leadership Development Model (LDM):

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It is up to all of us to evolve AIESEC in this direction.

We hope this small booklet can help you drawing the right connections and raising the right questions for yourself, your Entity and the whole Global Organization.

AIESECly yours,The AIESEC International Team 2014/2015

Self-aware.World citizen.

Empowering others.Solution oriented.

These are the leaders we aim to develop through all of our operations.TheseThese are the qualities that our volunteers im-prove through their experiences.This is how we want AIESEC to work, internal-ly as well as in our daily interactions with all of our stakeholders in the community

*INTRODUCTION

How aligned are my everyday behaviors with my key personal values?

Is AIESEC’s Business Modelreflecting the organizational culture?

How connected is AIESEC’s culture with themembership’s values?

How is my personal mission aligned with AIESEC’s?

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2 3

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ALIGNINGTHE SYSTEM

PERSONALALIGNMENT

STRUCTURALALIGNMENT

VALUESALIGNMENT

MISSIONALIGNMENT

V B

C S

THE ORGANIZATIONALECOSYSTEM

INDIVIDUALLEVEL

INTERNALPERSPECTIVE

EXTERNALPERSPECTIVE

ORGANIZATIONALLEVEL

V B

C

VALUES

CULTURE STRUCTURES

BEHAVIORS

S

The most successful organizations are those who are able to be extremely consis-tent in the way their culture and business model are aligned, agreed upon and shared at every level.

A simple and effective way to see this, is through the Whole-System Change model developed by the Barrett Values Center, according to which individual values and behaviors are directly reflected into the organizational culture and structures, generating a true organizational ecosystem:

ALIGNING THE ECOSYSTEM0

The ecosystem works at its best when all different perspectives converge through an alignment process. Through this small guide we are going to see how this pro-cess can happen, globally and locally, in AIESEC.

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On a personal level, the more the behaviors of our membership are actual-ly reflecting their personal values and beliefs, the higher their individual chances of success and learning will be, in and out of AIESEC.Being self-awareness one of the LDM qualities, it is important for us to fa-cilitate this self-discovery process in each one of our volunteers.

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1. Start with yourself: by showing consistency between your actions and the values you preach, you will role-model such integrity and soon be fol-lowed by your network. It works!

2. On an induction level, facilitate your members’ understanding of their personal values and let them realize their strengths and weaknesses.

3. Also collect a perception from your members on what are the key behav-iors they like and those they would like to change in your Entity. Promote frequent discussions and conversations among team leaders and team members around this.

PERSONAL ALIGNMENT1WHAT IS IT AND WHAT DOES IT MEAN TO YOUR ENTITY?

HOW CAN I MAKE THIS HAPPEN?

LEADthis is a tool you can use for the whole member’s experience, creating spaces where you can understand people’s behaviors,

but also your own entity ones

Coachingby implementing this on a more frequent basis you can guarantee that yyou understand your members and the connection of what is needed

for your entity

Meetingsalso use this space for discussion to always evaluate how things are going

and if any changes and next steps are needed

WHAT TOOLS CAN I USE FOR IT?

VALUES ALIGNMENT2A convergence between the membership’s individual values and the culture of the whole organization ensures that the working environment is produc-tive, fostering innovation and results are achieved.

1. Try to understand from your members side what are their own values: what are the things that matter the most to them?

2. Open spaces to discuss how do they see the connection with AIESEC’s values: what are things that they like in the organization? What are things that are still missing?

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WHAT IS IT AND WHAT DOES IT MEANTO YOUR ENTITY?

HOW CAN I MAKE THIS HAPPEN?

Culture Assessmentengage your members to try to answer to the survey that will make you

understand better their values and the organization ones.

LEADbring again spaces where you can try to identify how AIESEC values are connected to what they see usually in the organization and how it is

connection to their personal onesconnection to their personal ones

Meetingsit is important to always keep this conversation in the touch points you have with your members to see how much you are living your values

in your entity

Showcasetry to always showcase those members/ entities that are living

AIESEC values and doAIESEC values and don’t forget to talk about AIESEC values in every touch points we have with the members (they are part of our AIESEC way)

WHAT TOOLS CAN I USE FOR IT?

This part shows how connected your member’s personal life mission is also connected to AIESEC’s one and how much the member could contribute to it, and vice versa.

1. Understand first what is the personal mission your members have: this is not an easy conversation to start, but if you keep it frequent then your members will understand better what their personal mission is, also based on the experiences they are having through AIESEC.

2. 2. Bring AIESEC’s mission to your daily operations. It’s important that ou always keep the connection very clear from what the members are doing on a daily basis with why we are doing it. It’s your duty to facilitate this connection: how is being an EP Manager bringing us closer to peace and fulfillment of humankind’s potential?

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WHAT IS IT AND WHAT DOES IT MEANTO YOUR ENTITY?

HOW CAN I MAKE THIS HAPPEN?

Connectalways use your touch points to make sure every member understand the

connection of the what and why they are doing it

LEADuse also LEAD as a tool to understand your members’ development and

how much they can see how this is helping them to get closer to their personal mission for life to their personal mission for life

WHAT TOOLS CAN I USE FOR IT?

3MISSION ALIGNMENT

In AIESEC, leadership development is not only what “happens” to us, but also our core business. Every program participant is actually directly con-tributing to our mission. We need to make sure that our business model always keeps our LDM at its core, that Inner and Outer Journey are as concrete as possible through a complete impementation of Standards and Team Minimums, and LEAD is a key element of all our members’ experience.

Be clear on the Vision.Connect your strategies with Inner and Outer Journey delivery byimplementing Standards and Team Minimums!Get ready for LDM assessment!Clearly understand and define delivery responsibilities between AI, MC and LCs.Analyze Analyze your HR allocation and make sure more efforts are put from”Realized” to “Completed” than anywhere else.

WHAT IS IT AND WHAT DOES IT MEANTO YOUR ENTITY?

HOW CAN I MAKE THIS HAPPEN?

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STRUCTURAL ALIGNMENT4

WHAT TOOLS CAN I USE FOR IT?

LDM IS AT THE CORE OF AIESEC.IT AFFECTS BOTH OUR CULTUREAND OUR BUSINESS MODEL.

OUR MEMBERS HAVE TO BE SUPPORTEDIN THEIR SELF-DISCOVERY PROCESS.AIESEC VALUES SHAPE OUR BEHAVIORS.

WRAPPING UPX

AIESEC’S CULTURE ASSESSMENT WILL HELP US UNDERSTANDHOW OUR MEMBERSHIP’S VALUESARE REFLECTED IN THE ORGANIZATION.

AIESEC’S MISSION HAS TO BE INTEGRATED IN OUR EVERYDAY OPERATIONS. THE CLEARER THELINK, THE STRONGER OUR IMPACT.

THE WAY WE OPERATE HAS TO AIM TODELIVER POWERFUL LEADERSHIP DEVELOPMENTEXPERIENCES.STANDARDS AND MINIMUMSMINIMUMS PROVIDETHE ESSENTIAL INNER&OUTER JOURNEY,LEAD PROGRAM MAKES IT CONSCIOUS.

more resources available on aies.ec and iam-2015.org