CLUSTER 1

Start ups

CLUSTER 2

Low growth

entities

CLUSTER 3

Specialized

growth entities

CLUSTER 4

Integral growth

entities

CLUSTER 5

Global

competitors

MAIN FOCUS

General

description

The start-up entities need to be concentrated on consolidating their market’s penetration through the development of entrepreneurial leaders and an efficient internal structure strongly focused on delivering exchange experiences.

Low growth entities are the ones facing decrease in their exchange programs mainly because of a lack in their leadership bodies and/or external facts.

Specialized growth entities are the ones evolving from being Start-ups/Low growth or entities located in cities with a partially limited market; focus in some programs to generate volume.

Integral growth entities have reached maturity in almost all ELD programs and have its internal processes well structured; focus on diversification and innovation to become GC.

Global competitor entities have reached maturity in front and back office processes and are capable of being almost independent from the MC; focus on becoming top LCs globally and pushing entities to grow.

DEVELOPMENT

ACTIVITIES

Direct functional training through the implementation of “Regional Expansion Committees”; Specialized coaching strategy and regional startups events; Direct support in sales of cooperation projects with other entities; CEOs development program

Strong coaching strategy (the focus of Regional Directors); elaboration of a recovery plan, considering entity's downgrade factors; CEOs development program

Specialized coaching strategy, mainly dedicated to entities operational focus(es); cooperation blocks to boost operations; CEOs development program

Coaching strategy driving entities overall growth (org. performance; CEOs development program

MC managing those entities as “Special districts”, responsible for pilot innovative initiatives; CEOs development program

Investments

National expansion fund financing cooperation activities; subsidy for attending regional startup and national events; MC members' as chair in local events; functional visit to support legal and financial activities; international cooperation projects with IGN players.

National expansion fund financing cooperation activities; MC members' as chair in local events; functional visit to support legal and financial activities; international cooperation projects with IGN players.

Support on the strengthening of back office; EB members present in international conferences to boost cooperations and lever operations up.

EB members present in international conferences to boost cooperations and lever operations up; Support on the consolidation of back office; MCVPs priority functional visits

Long Term Direction planning with external consulting

As an organization, even though

we have “learning by doing” as an important behavior, it’s time to evolve that concept and implement the idea of praxis – allying theory (knowledge) and practice, one of the main necessary evolutions to be made in our educational model. It’s extremely important to have a national education strategy based on our National Roadmap Focus, taking “leadership development, administrative strengthening, strategic marketing and external connection” as the substance of any national initiative. Considering that and our multiple implementation channels, some of the changes we could do to improve our National Education Strategy are:

“Education is not only about transferring knowledge, but co-creating ideas to generate better contents. It’s also not

a process, but a chain in which every link has a different purpose and has to be planned with a specific objective”.

INFORMATION TRAINING COACHING DEVELOPMENT EDUCATION

National Conference Cycle We need to review our NEC, considering that our current network’s reality is very different from that in which this cycle was first implemented; big AIESEC countries, such as Germany and Brazil have only 2 main National Conferences for each target and use regional meetings or taskforces to spread other contents; Initiatives such as OES need to be replicated not only because it directs the network on operational themes, but also because it permits more members to get in touch with AIESEC national reality; Other thing we could do is capitalize partners as part of the national education cycle (not only as sponsors) – Delloite could train /coach us in auditing; the same applies to Real Mercadeo – market’s research and Google – product’s innovation/diversification .

Virtual education Our virtual platforms must have a strategic aggregate value so that our members access the content available online ; we need more interactive implementation channels , not only content available on the web – some examples could be live broadcasts and specific virtual tracks in national/regional conferences, alliances with Universities to use their platforms and professionals to elaborate specific content for AIESECers, or even an AIESEC application for smartphones.

Activating collaboration and Regional Initiatives We got to incentivize initiatives such as national envoys from LC-to-LC and the organization of regional events (“regionalitos”, “immersion weeks”, etc) so that our members can live AIESEC in Colombia – not only their local realities. The creation of collaboration blocks, for example, could lever it up.

Local Education Cycles The Local Education Cycle needs to be deeply inserted at the National Education Cycle – they got to be complementary, so that every interaction with the network follows a logic; another initiatives could be the implementation of a “pool of trainers” strategy, in which former TLPs and current NSTs can support the delivery of local events, connecting national strategy with local reality.

“Achieving ‘peace and fulfillment of humankind’s potential’ is directly connected to a better formation of leaders”.

I’d say an excellent LCP has to balance four different skills/abilities: leadership, management, organizational knowledge and external representation. Having that said, it’s important to understand that a good LCP is not formed from the moment he or she assumes that position – high standards are necessary since the day this person enters into the organization as a newbie. What we need to change is turning every experience in AIESEC sufficiently relevant so that the member is motivated to delivery his own results, but then sufficiently challenging so one member cannot feeling him/herself enough satisfied after having “any kind” of experience in the organization. In this context, one LCP cannot keep on being only the “chief” of a Local Entity, they need to be seen (and see/believe themselves) as CEO’s – young people, but equally “Chief executive officers” – and what CEO’s do is mostly not based on improvisation. So we can’t keep on saying that one LCP in AIESEC learns while do; they need to have their own (strong) development program. In this sense, MC’s responsibility is more than anything coordinating this “CEO’s development program”, so that LCPs are so empowered that the national assembly will become the most strategic body of AIESEC in Colombia.

Leadership Skills Management skills Organizational Knowledge External Representation

Good tracking

Good level of EB empowerment

Servant leadership

Notable presence

Communication skills

Holistic vision (inside and outside AIESEC)

External environment understanding: local, national and international scenario

HR Management understanding

High level of organizational knowledge

Strong connection to AIESEC’s purpose

Good member of General Assembly

Good personal branding

Good communication skills

Strong LEAD for LCPs strategy, connected to the National Cycle, including Subcommittees capacitation

CEO’s Development Program (monthly trainings with externals and/or Alumni)

Regional LCPs Summits previous to the National Assembly Meetings (to discuss general themes, work on cooperation strategies and regional development plan)

LCPs Newsletters with Global updates (economy, politics and important facts)

HR Company alliance -> focus on efficiency and efficient tracking/management

“LCPs Envoys”

International cooperation projects (CEEDs while LCPs)

Attendance to international strategic conferences

Special Management program developed as virtual learning platform with renamed partner Universities

LCPs as National or Regional Project Managers

Coaching and trainings about facilitation, personal branding and professional etiquette

CHARACTERISTICS

MC’S ACTIONS

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PROPOSED RENEWAL OF @COLB BSC ARGUMENTS

HR MANAGEMENT TALENT DEVELOPMENT INFORMATION MANAGEMENT

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ORGANIZATIONAL PROSPERITY

Considering AIESEC impact’s model, we need to have a strong and clear focus on delivering leadership through exchange experiences – there is no TMP and TLP programmes if GIP and GCDP are not working. Making TMP and TLP more relevant depends on our capacity to grow in Exchange experiences as never seen in the history of AIESEC in Colombia. Quality has to be seen as a KPI for all of our programs.

Customers: AIESEC has to focus on customers satisfaction (understanding all stakeholders – from TMPs to partners – as customers); it’s necessary for us to be closer to our target audience, coordinating PR and Marketing strategies to penetrate more opportunities; Sustainability: Sustainability is a much broader concept than "have no financial loss"; concerns the proper management of all organization resources’, so that a generation in AIESEC leave as a legacy for future generations the capacity to invest better and more strategically .

Communications are the basis for the improvement of any organizational culture – a better management of our implementation channels and a focused-positioning strategy is a must-do for an organization that wants to be recognized as the GYV; we got to understand better our external environment so that we can capitalize opportunities and trends; Transparency is the basis for an NGO like AIESEC; our stakeholders need to understand the impact we’re working on; efficiency and innovation (through national projects created, for example) are key-points to drive growth.

Human resources become talent only when there is a planning that evolves a proper education strategy; the first part relies on focused recruitment , organizational and functional induction; the second one, on membership education (trainings, coaching and development). Connecting both parts and having a proper IM structure, the result will be a more efficient and empowered network.

CUSTOMER LOYALTY

GIP LIKE NEVER BEFORE GCDP LIKE NEVER

BEFORE MORE RELEVANT

TMP & TLP

MARKET’S POSITIONING

FOCUS ON THE STAKEHOLDERS

STRATEGIC MARKETING

GOVERNANCE & ACCOUNTABILITY

STRATEGIC COMMUNICATIONS

SMART INNOVATION

EFFICIENCY IN EVERY PROCESS