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THE �ARCHITECT�

I am an individualist. I love solitude and work best from 5 – 9 every morning when other people still sleeping. However I appreciate different facets of life which of course include different thinking perspectives. Working in AI team with extreme diversity in members’ cultures and backgrounds would be an experience that I would love to have.

Unemployment �

2 in 5 of the jobless are young people under

the age of 24

Not elected as PAI 1516 does not discourage me from continuing the journey with AIESEC for even a moment. A"er IPM 2015 I feel very inline with what the organization is heading towards and I know my best contribution would be in the role of VP Information Management, where my passion and expertise from Creativity and Technology can meet to enable both essence and progress of AIESEC.

Mega trends from social, technological, economical,

political and environmental. Data Source: WEF & PwC

Digital Age �

40% of world population are on the Internet. Gen Z are all digital natives.

Emerging Markets �

By 2020 the BRICs are expected to account for

40% Global GDP

Leadership Crisis �#e trust issue rises

from 7th to 3rd on WEF Agenda

Resource Scarcity &

Climate Change �By 2030 we need 50% more

energy, 40% more water and 35% more food.

Q2 / What AIESEC give to the world�AN INVESTMENT INTO THE FUTURE �

We realize youth potential and we shi" their thinking and doing to the better.

#e bottom line when we talk about AIESEC and external trends is that whether we can shape what we are doing around what the world needs and how can our organization be more responsive towards market as well as having a lean operation.

Q1 / Why I am here �BACKGROUND AND PASSION ALIGNMENT �

Designing a powerful system with great user experience and align with business model

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Q3 / AIESEC 2015 �BEHAVIOR & CULTURE �

MORE AND BETTER EXPERIENCES

More and better experiences is our operation motto as we understand that greater impact can be achieved by driving quantity and quality at the same time. Similar with previous mid-term ambitions, AIESEC 2015 has challenged the organization limit to the extreme and we have many significant breakthroughs in the past 5 years in both essence and progress. It is difficult to avoid all the mistakes which lead to the MoS confusion in the network when it comes closer to the 2015 milestone. However what matters is that AIESEC still stay true to its purpose and in IPM 2015, I myself see one of the achievement of this term is we already can connect all different generation dots into a clear picture.

method

With 2020 being a long term strategic plan, choosing the right facilitating method as well as creating a clear timeline for development is needed.

statement #e statement itself should show how AIESEC contribute to the betterment of the world. #is will help to promote cross-sector collaboration.

measurement Smart goals are connected directly to the statement. Roadmap to achievement and organization culture be built from the start.

SHAPE WHAT WE DO AROUND WHAT THE WORLD NEEDS

Q6 / AIESEC 2020 �INTO THE FUTURE �

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LEAD for MCP and role modeling Gen 2015 behaviors in internal communication drive the network to brave actions that challenge the status quo, strengthen the belief in AIESEC p u r p o s e a n d s h ow c a s e m e a n i n g f u l collaboration. Towards network management: VP Operations guarantee of S&D alignment and operations growth in the region with different OD intervention (visits, conferences, summits). #e balance in support among clusters, internal communication and tracking on strategy implementation could be improved. Regional collaboration with clear purpose and region ownership towards success is a very good highlight.

#e continuity of term 1415 legacy with a strong focus on further development of Business Model and MTA 2020 is the most important global direction next term. Change management within the network plays an even more significant role when Business Model projects lead to the revision of JD and structure at both local and national level; while MTA 2020 roadmap requires revision in planning process. With extreme passion and prior experience in technology (So"ware Engineering, Startup building), marketing (MCVP Marketing, Digital Freelancer) and general management (MCP), I would offer three things as AIVP Information Management: 1)  Logic and System Capability 2)  User experience design 3)  Alignment of GIS and business model

LDM, LEAD, Standards and Outer / Inner journey are connected to make sure AIESEC develop the leaders the world needs. Youth Speak survey and forum on the way to position AIESEC as youth expert. 2020 creation and AIESEC way revision are well planned which potentially lead to good execution.

Successfully pilot short-term non-paid GIP in winter peak which shows potential and relevance of Global Entrepreneur sub-product in the market. Disrupt GIP business model with company OP and platform partnership to allow massive growth as well as more focus on value delivery.

Refresh and standardize TXP processes to drive exchange growth. Team minimums are well driven in the network however TXP New Customer Flow, Product Packaging, Business Intelligence, long term HR strategy and Global Member Development Cycle seems to get behind the timeline. Change from myAIESEC.net to EXPA meets technical challenges which affect exchange results and general tracking (RMR, NPS). S&S implementation with changes in TN form and ICB role, the establishment of ECB at national level. However impact not yet be evaluated and current results (NPS, RR) not yet reflect the effectiveness of the initiative.

FUNDAMENTAL CHANGES

WHAT THE WORLD NEEDS

LEADERS OF NOW

SIMPLE GIP THAT MATTER

Q4 / GLOBAL STRATEGY 1415�2015 AND BEYOND�

In general, 1415 global strategy maintain a good balance between 2015 and beyond. All main strategies make good progress which means strong foundation for 1516 term to build up on.

Q5 / GLOBAL STRATEGY 1516�CONTINUITY AND FOCUS�

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Development Goals Make AIESEC fast and efficient by integrating different systems into one (myAIESEC.net, NPS from Customer Gauge, Market Place, Opportunities Portal, partner's sites such as LinkedIn, EF... and 3rd parties app Google Calendar), building smart operation applications (Team and Committee Management, Knowledge Management, Internal Communication, CRM). Enable the implementation of new customer flow by automating major processes from Sign-up until Match. At the moment, exchange operation can be run normally, bugs can be fixed within a very short period of time and analytics is available.

Implementation Within AI team: Engage the right profile into GIS team to make sure the system align with different function needs. Clear role and responsibility between AIVP IM, IM manager and the rest. AI team and the network: Many virtual and physical touch-points, including conference, summit, guideline (video / booklet), webinar, newsletter, Zen Desk to raise excitement, prepare for changes, update development progress, educate and support users. However, expectation was not that clear to the network, the change a"er myAIESEC.net shutdown frustrated many entities and affected results of winter peak. Pioneer entities were not really engaged in the testing phase and GST recruitment should have been done earlier. AI team and vendor: Issues occurred with Project Management from RDC, termination date of TCS contract, too many focuses at the same time (basic operation and new feature development). Main learning lies in change management and risk management which are the areas that AIESEC has not yet had many experiences.

GLOBAL�INFORMATION �SYSTEM�

Next steps �With new project manager, more consistent communication principles, frequent visits to London, the use of agile development, clear priority and additional inputs from IT auditor, the system is expected to be fully developed according to timeline and running with high stability by the end of 2015. Communication to the network should be centralized and simplified, MCs are encouraged to take ownership in educating and motivating members to fully use the system. Transition at global level should be planned properly.

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GIS would be designed to support AIESEC core business of leadership development where inter and outer journey can be guided through reflective questions, LEAD can be available as online training (e.g. Mind Valley Academy), standards can be tracked by customers rather than by AIESEC members. #e most interesting thing, GIS can be designed as a change-agent community since the very first touch-point with AIESEC until the very last moment of their life. During their AIESEC experiences, young people get to see how other people develop. A"er their AIESEC experiences, young people is empowered by different sub-groups inside the community to turn their ideas into reality. #e adoption of GIS into different mobile devices would be a great move to better the effectiveness and increase the convenience using above features.

GIS holds a huge potential for business intelligence, not only from customer side but also from internal operation side. Beside ELD performance and market place partnership analytics, there are several points related to Organizational Development model that could be developed in the future: Granularity of growth: growth should be measured by small grain of market segment. Data acquired from this will help us to identify the right source of growth and make the right investment of resources. Strategy map and timeline: with 120+ entities around the world and different strategies every year. Data acquired from this will be great inputs for development roadmap of different program tiers and entity clusters. Real-time data of unit health: major part of SONA and SOGA inputs can be collected automatically.

Similarly with Wikipedia, Airbnb, Instagram… AIESEC is on the way of changing its business model into platform-based where we play the role of facilitating the connection between students and internship providers rather than owning the whole process. #is enables us to focus our resources on leadership development and allow exponential growth. GIS therefore would be designed: (1) To give more ownership to users (students, NGOs, companies) where those people become the ones who take control of the whole process from raising their form, making them stand out from the crowd, searching for the r i g ht p e o p l e / o p p o r t u n i t i e s , conducting / requesting interviews and giving feedback to each other a"er the internship. (2) To support matching among users by extremely good recommendation algorithm. (3) To attract more of the right people joining the platform by different types of API and great user experience. In the next page, good case practice will go into details on recommendation algorithm, API and user experience.

Whatever evolution that GIS might have in the future, it is

important to keep in mind that it should be designed to be a powerful system with great

user experience and alignment with AIESEC business model. Here I will elaborate more on

the last point.

FUTURE EVOLUTION

Platform Business Model Leadership Development Business Intelligence

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Information Architecture (IA) is the art and science of developing structure to present data and information. IA is related to wireframes, personas, sitemap, navigation, flow diagram… A great IA built on principles that derived from observance and evidence which make “Everything is right where we expect it to be”. User experience (UX) is more about the way the system makes people feel and this includes different elements such as IA, User Interface, Interaction Design, Functionalities… A great UX differentiates and connects to the existential questions of the system. Apple website comes on top for great UX and Etsy for great IA.

When customers use the products and take an action, all of the data from that interaction is captured and fed back into the system to improve the next customer’s experience. #is is called closed-loop feedback system and used in many meteoric startups. In Amazon, the inputs are used for product recommendation algorithm that helps customers to have more of good choices. For Uber, the company knows the exact supply and demand for transportation in a given city in real-time, allowing it to optimize pricing for rides and match demand (ride requests) with supply (cars) to make the market more efficient.

Uber thinks that “any app with a map is a potential Uber API partner” – so with that in mind, the on-demand car company is opening the Uber API to all developers. Uber is launching the API with eleven flagship partners who have already begun to use it – Hyatt Hotels & Resorts, Starbucks, Trip Advisor, United Airlines… To sweeten the pot for developers, Uber has also opened up the API Affiliate Program, which promises Uber credits and other rewards for integrating Uber into their services. #is has become an effective growth strategy for Uber to penetrate further into market.      

Disclaimer Instead of choosing 3 online platform to learn from, I start from choosing 3 features I want GIS to have then research which platform is doing the best job.

Foster the belief of our organization towards Big

AIESEC, as well as develop a culture of innovation where unconventional approach is

used to achieve goals and ambitions.

GIS ROLE NEXT TERM

AIESEC Learning: IA and UX should have more attention (either the users are from internal or external).

AIESEC Learning: Development of Matching Algorithm should built on data the system get from customers.

AIESEC Learning: AIESEC API for educational institutes or youth centers and Affiliate Program for supporters.

API AND AFFILIATE PROGRAM

User Experience INFORMATION ARCHITECTURE

Data Science AND CUSTOMER EXPERIENCE

BLANK PAPER CHALLENGE �

I kill bugs, you achieve 2015?