expansion management successful
TRANSCRIPT
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How to be successful in expansion management
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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?
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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
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before starting an expansion – de!ne structure & responsibilities
LCP
SUP
TLs
LEM If you are opening one
SU
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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.
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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
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D"ivers to boost your expansion J
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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
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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
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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
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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%)
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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)
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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
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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