AIESEC CBS history showcase.pptm

Our history

• Highlights• Performance• Organizational development• Functional progress• AIESEC 2015 and business models• Next steps

04/11/2023 AIESEC CBS 2011-2012 2

HighlightsImprovements in performance New years, new plans

New Org. StructureAIESEC 2015 will mean more

in 2012-2013

04/11/2023 AIESEC CBS 2011-2012 3

We have always been important to AIESEC Denmark, being a well-performing LC

Winning LC of the Year 2009

And other awards along the way

• Talent Development awards• Sales & Delivery Awards• Killerweeks winners• OGX competition winners• Members winning awards

But we haven’t had an MC member for many years

• But we have been very active in the national support team

• One AIESEC CBS’er (Nora AK) went to the MC in Southern Cone

• And another VP worked for AIESEC Italy

Achievements

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2008 2009 2010 2011 2012 2012 (F)0

5

10

15

20

25

AIESEC CBS Performance 2008-2012Realized exchanges, forecast 2012

GIP EP GIP TN GCDP EP GCDP TN

OGX has seen drastic improvements over the past 3-4 years, while ICX still looks for a ”new Microsoft” account

8 Microsoft

Incl. matched

Achievements

AIESEC CBS

A history of believing and achieving

EB & LC Plan History

Say hi to Nora, Ernesto, Jakob, Tatevik, Bjarke & Sarah!


The LC Plan – 2008-2009


Events – 2008-2009

• LCP quit during summer, had to find new LCP• 2 VPs left in December-January• First time with SEEDIUS conference• New rules for Intern Learning Activities, introduction of ILA

Coordinator• Sent 22 members on international conferences• Ran various projects

– FAIRSHION– Wind energy industry in France– Cultural awareness at ITU project– Entrepreneurship

• MCP had to leave with four months left of the term• Very small, invisible NST• The Padawan Project in ER (Sales campaign)


Say hi to Ernesto, Jakob, Sune, Casper, Veronica & Salomé


LC Plan – 2009-2010


Events – 2009-2010

• Board of Advisors created• 2/6 EB members did not attend SEEDIUS, >80% of September recruits

left the organisation again• COP15 participation together with the President of AIESEC International• Interview training, CV Event, and a few more• More focus on ER themes such as events and use of social media• Bezzerwizzer competition• ILAs coordinated by Finance• Team Leader structure implemented• Focus on job descriptions for member, focus on providing them with the

tasks, focus on being more strict with member requirements• More Nordic cooperation, MC focus on communicating more with LCs• Internal communication CEED• First alumni event


Meet Salomé, Johanna, Roxane, Christina, Nikos & Maria


LC Vision – 2010-2011


LC Plan – 2010-2011


Events – 2010-2011

• TL Structure developed further, more TLs, more responsibilities• Internationals in Danish Business Life event with British Chamber of

Commerce• Targeted recruitment• Big focus on communication, social media, branding, promotion with

videos, Facebook, etc.• Killer Weeks in ICX• The ICX booster campaign• Summer Abroad introduction• ICX CEED• Alumni relations team• UNITE 2011 took up many resources, but also gave interesting

tasks to many members


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Our organizational priorities have changed little over the past years

EB

20

08-

20

09

Targ

ets 1) To retain and empower

the international environment and cultural understanding of AIESEC

2) To retain the members active and to maintain a culture of excellence within the LC. The members are aware of their opportunities and responsibilities in the LC.

3) To maintain and strengthen the AIESEC brand among externals E

B 2

00

9-2

01

0 Ta

rge

ts 1) To build an AIESEC brand which strengthens the relationship with already existing partners and appeals to new stakeholders

2) To continuously increase the number of exchanges, the quality of the experiences and efficiency in the process

3) To establish and retain a strong membership base of active and responsible members, who are aware of professional and personal opportunities

EB

20

10-

20

11 T

arg

ets 1) To ensure a sustainable

growth within outgoing and incoming exchange

2) Increase awareness among relevant companies and potential students by strategically branding AIESEC and spreading the image of the brand

Changed to focus on

finance and leadership pipeline in

Dec 09

Focus on exchange, leadership and branding every year

Organizational Development

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This year, we decided to align ourselves with the 2015 Ambition and set out to accomplish two missions in line with the statements

Internal mission to achieve by June 2012

• To optimize both internal processes across functional areas and leadership development in order to create a feeling of unity and engagement in the LC

External mission to achieve by June 2012

• To be sought after as a professional and global organization which adds value to members and stakeholders

Accomplishing these missions will bring AIESEC CBS closer to living up to the 2015 statements:

1) Our growing physical and virtual reach makes us the most credible and diverse global youth voice

2) We are recognized across sectors as the first-choice partner for our ability to develop responsible and entrepreneurial leadership

3) Our collaborative environment empowers every member to live a high quality AIESEC experience, creating a cross-generational positive impact on society


04/11/2023 AIESEC CBS 2011-2012 18

Which led to various initiatives with various degrees of success• Open office days• Podio implementation• Engagement with external stakeholders such as BCCD, Væksthus Hovedstadsregionen,

Frederiksberg Municipality, International Office at CBS, CBS Students Network, Study Boards at CBS, ITU, and more

• Focus on ambitious goals in functional areas• Re-definition of role and structure of Finance• Quarterly meetings with middle management and focus on pushing members into leadership

roles• International conference participation• Responsibility Week• Sponsorship team• Intern Learning Activities as ICX responsibility• Focus on getting professors in SRBs• Train the Trainers for leadership team in August• Prioritization of 50-50 of Danes and internationals in member body• Internal newsletter• National cooperation• Inclusion of externals in LC Meetings• Winter Abroad


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But we also neglected previous initiatives, and faced difficulties with the usual challengesPast initiatives not repeated in 2011-2012

• Bezzerwizzer competition as part of Summer Abroad promotion

• Internationals in Danish Business Life event with BCCD

• Use of blog and other social media platforms to tell our stories

• Efterskole project1)

Recurring problems

• Only about 40-50% Member retention

• Lack of information management and knowledge sharing

• Problems with Internal communication (platforms and usage)

• Lack of external promotion and branding at CBS outside peak periods (September and February)

• Lack of ITU presence• Only 3-4 TN takers

1) Project where interns held workshops at bording schools (efterskoler) in Denmark. Project ran in Aarhus and Aalborg this year.


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Along the way, our structure has been changing …

Project structure before 2008 …

LCP

Support area: Finance

Project 1 Project 2

Support Area:

Exchange

Support Area: Talent Management

Project 3

Then we went back to functional areas …

LCP

Finance

Talent Management

External Relations

Exchange

Student Relations

Structure Development

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… which we changed in 2009 …

LCP

ICX

OGX

ER

TM

Finance

… and changed again in 2011

LCP

ICX & Sales

OGX

Comm

TM

Finance

… according to our needs and priorities …


04/11/2023 AIESEC CBS 2011-2012 22

… and you will begin your term with a new structure as well

• The new structure is aligned nationally and fit the global priorities in AIESEC

• All areas will now be responsible for selling the AIESEC Experiences

• All areas will also handle events, external relations, and member appraisals

• Engagement & Alumni Relations is a completely new area with a new portfolio

LCP

ICX

OGX

E&A

TM

Comm

Finance


Board of Advisors

• In 2011-2012:• A number of the BoA members

will leave after the summer• You need to define how you

want to use the Board of Advisors

• Since its establishment in 2008, the BoA has given advice on sales and member development

• In 2011 we expanded their role in AIESEC CBS by having some of them as EB mentors

Infrastructure

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Local Compendium

• Can be found here: http://www.myaiesec.net/content/viewfile.do?contentid=10214019

• Stipulates the general rules (by-laws) of AIESEC CBS• For example, it states who can be members, how to run legislative

meetings, member requirements, exchange prices and rules for the trainee activities fund (for Intern learning activities)

• It also includes the member fee amount• Has been changed over the past years but could need a revision in

the fall 2012

Infrastructure

http://www.myaiesec.net/content/viewfile.do?contentid=10214019


04/11/2023 AIESEC CBS 2011-2012 25

AIESEC DK structure

Board of Directors

Board of Management (MC)

AIE

SE

C D

enm

ark

Fou

ndat

ion

LC AAU LC Aarhus LC CBS LC SDU LC UNIC

Board of Trustees (Advisory Board)

National Support Team

Infrastructure

04/11/2023 AIESEC CBS 2011-2012 26

AIESEC DK structure

• Board of Directors: Highest decision-making body in AIESEC DK, comprised of all LCs (Represented by LCPs). Ensures proper legislation, elects the MC, tracks the performance of the MC, and works with the development of AIESEC DK

• Board of Management (MC): The executive body of AIESEC Denmark. Ensures we execute on the plans and follows the decisions of the BoD.

• Board of Trustees: Board advising AIESEC DK/The MC on a regular basis. Consists of AIESEC DK Alumni.

• Board of Foundation: Controls the AIESEC DK Foundation which supports LC activities with funding, e.g. the Elite Sellers project in 2011.

Infrastructure

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SWOT after 2008-2009, by EB elect and currentStrengths Weaknesses

• Copenhagen (market, companies, infrastructure, MC in CPH, ITU)

• AIESEC CBS (biggest LC in DK, office near campus, healthy finances, network from alumni and professionals)

• Talents (EB Role model, small group of proactive members and active members, study lines connected to @ (IB, IBP, BLC)

• Structure (LC Planning, LCMs, internal communication (Google groups, docs, blog, doodles), clear division of responsibility)

• Study lines• Time and planning (LC Calendar promotion)• Too many communication channels• Transparency (minutes at LCMs)• Too little interaction between EB and interns and EB and LC

members (% nexus during LCM)• Evaluation and follow up on the EB Work (LCMs, new

implementations)• Evaluation of interns• EB Presence as role models• More social events within the LC and functional areas (be

approachable towards the LC)• Have official office hours• Improvement of the office rooms• MyAIESEC.net• Targetting and segmenting• Motivation of members

Opportunities Threats

• Increase our network – external partners• LC to LC cooperation• CEEDs• Cooperation with universities • External finance (funds, sell local products/partnerships)• Alumni network• EU funds for CEEDs• CBS Professors• Financial crisis

• Financial crisis• CBS Exchange programme• Danish students too ethnocentric

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SWOT after 2010-2011, by EB outgoing

Strengths Weaknesses

• Big member pool• Students with business backgrounds• Good culture• Leadership pipeline• Good structure• Board of Advisors• SEEDIUS• Fun• Visibility on Campus

• Lack of cross-functional work• ITU presence• Lack of awareness + cooperation in the corporate

world• Low retention rate• Lack of old members• Lack of partnership/relations with alumni• Lack of goal orientation


• Capital!• Economic Recovery• Change in student experiences• International office• UNIC• Københavns Kommune• Niels Brock• Credit for internships• AIESEC International network• CEMS

• 360 and other student organizations• CBS policies for partners• Other internship programs• AIESEC is not free• CEMS

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SWOT after 2010-2011, by EB elect

Strengths Weaknesses

• International platform (knowledge sharing)• Alumni• Highly skilled students• High member base• Good product = Fair price + high volume• Many weak ties

• Diffusion of information• Expectations ≠ reality• Too much bla-bla and no action• We don’t create stories• No formal collaboration between LCs• Insufficient funds• No press coverage• Brand perception• Too fragmented, no social events on a regular basis• Small group of highly dedicated people (more

untapped potential)• No strong ties


• More corporate connections• Work more w/ other organization• Many CBS Students• No formal collaboration with the local communities• Companies want to interact with students• More events• CBS Observer• Tell the story!

• Financial crisis• Few international companies (English not corporate

language)• Internalized internship programme• CEMS• CBS Exchange Programme• Companies create their own events/interactions with

students

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Talent Management has evolved in terms of:

Structure

2010-2011

2011-2012

Focus areas

2010-2011• Social events• Member-tracking• GCM based trainings• LCM presence (teambuilding exercises)

2011-2012• Member-tracking• Team-tracking with VP involvement• GCM based trainings focusing more on

member needs• Internal process optimization• (IM team worked under TM to collaborate

on internal structures. The IM manager participated in TM meetings to ensure overview of IM implementation)

VP TM

TM Member

TL TM

VP TM

TM member

TM member

LAMTL TM

Functional Areas - TM

04/11/2023 AIESEC CBS 2011-2012 31

ICX & Sales 2011/12

• The Vision for 2011/12: ”ICX & Sales will be brilliant in raising TNs, integrating interns and motivating members”– Reason for this vision:

• AIESEC Denmark and AIESEC CBS needed a sales boost• In the beginnig of the year ILA became the responibility of ICX • ICX had struggled with member motivation

• Goals for the year (GIP)– Raises: 8

• The pipeline was not good at the beginnig of the year

– Realizations: 10• Very ambitious but started the year with 4 Omada internships in database

• ICX GCDP (including efterskole) was completely controlled by national level and no internships where granted CBS

Functional Areas - ICX

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ICX GIP Development

08/09: • Raised: Microsoft, Omada, Hempel• Realized: Microsoft (but not enough!),

Omada Hempel

09/10: • Raised: e-conomic, ProCon, Siemens IT,

Wunderman• Realized: Siemens, ProCon

10/11: • Raised: Omada, DecisionLab, Wunderman,

Hempel• Realized: Hempel

11/12:• Raised: Omada, Hempel, ProCon,

Quantads• Realized: Omada• Architectmade: Collaborate with national

level, both raised and realized08/09 09/10 10/11 11/12

21

6 6 6

15

31

4

1

Raised

Realized

Architectmade


04/11/2023 AIESEC CBS 2011-2012 33

ICX GIP 2011/12

Raises Goal: 8

• So far 6+1• But 2 have been given up

– ProCon: not satisfied with candidates

– Hempel: Internal re-organization

• Moreover, one Omada internship have been extended to max

Realizations Goal: 10

• So far 4+1• One Hempel has been

matched with Maksym from Ukraine

• Currently we are working on matching– Hempel– Omada– Quantads


04/11/2023 AIESEC CBS 2011-2012 34

Key Points for ICX & Sales

• We have been very much dependant on few TN takers• We have struggled with the Raised to Realized rate• Good relationship with old TN takers is crucial and has been somewhat succesful

but evaluation need to be formalized• Keep building a pipeline is essential

– In 2010/11 tried to focus more on events. This resulted in very poor pipeline. UNIC tried same strategy first term this year but have now also changed strategy

– ICX cannot rely on only one sales method but need to combine calling, networking and hosting events.

• ICX & Sales has been responsible for interns and ILA– This has resulted in good relationship between ICX members and interns– However the rest of the LC has not been engaged in the interns as hoped for

• IT system and pipeline tracking have for years been very poor– In 2009/10 some use of e-synergy– In 2010/11 no use of CRM system– In 2011/12 use of e-synergy and change to new AIESEC CRM system

• ICX has for several years struggled with member motivation


Outgoing Exchange

Functional Areas - OGX

OGX team 2011/2012• Vision for OGX:

By focusing on the development,

engagement and motivation of our

members and EPs, we will ensure an increase

of numbers and of quality!

• Structure of OGX:

VicePresident

OGX

TL OGX

Members

TL OGX

Members


The OGX Process

Pre- recruitment

EP Recruitment

Pre-exchange

Exchange experience

Re-integration

*Know the 2 products*Supply and demand *Talent planning*Promotion (CP, IM, S)

*Evaluate applic.+ CV*Expectation meeting•SRB + payment

*Assign EP Manager*Raise EP form*I2A + OPS*Apply for min. 5 TNs/month*Match EP form

*Realise EP form*Virtual communic.*Internship Report

*Re-integration seminar*Use returnees for SRB, OPS, promo, share their exp at LCM, EP managers


JD Members - Sell internships to students (CPs, stands, Info Meetings, Promo material with COMM)- Participate in the recruitment process ( mkt segmentation, planning, expectation meeting with all applicants, organising SRBs )- Organising and improving cultural preparation seminars (OPS)- Know and apply OGX manual, local, national and international policies for X- Be accountable EP managers (raise, match, realize efficient and effective)- Promote X opportunities in the LC and outside of AIESEC- Updating tracking sheets - Continuous contact and support for the EPs- Help creating an OGX spirit in the LC- LC-LC cooperation- Know and use of [email protected]

Job Roles of OGX Members


mailto:[email protected]

mailto:[email protected]

General policies about Exchange with AIESEC- An AIESEC exchange must have a lenght of minimum 6 weeks and maximum 78

weeks;- An individual has the right to apply for the AIESEC Exchange Program

- at the latest within two (2) years after obtaining a university degree, provided they are not older than 30 years of age at the time of application- at the latest within three (3) years after completing a full time AIESEC position, provided they are not older than 30 years of age,- the raised EP must be matched by the age of 30.

- An EP has a right to participate in the exchange program up to a maximum of 36 months abroad (the order does not matter)- Fees and payment:

oMembership Fee (non-refundable) 500oMatching Fee 1.500oRaising Deposit (refundable on evaluation) 500

In total 2.500DKK


04/11/2023 AIESEC CBS 2011-2012 40

OGX 2011/12

• The Vision for 2011/12: By focusing on the development, engagement and motivation of our members and EPs, we will ensure an increase of numbers and of quality! • The Motto for 2011/2012 : Smile when you recruit, have fun while you are raising, celebrate when you have realized!!!• Goals for the year:

• SAP and WAP are managed at the national level. They establish country partnerships and usually set the timeline.

• The goal for GIP was ambitious because when we started we had 10 Eps in the pipeline

GIP GCDP

Raised 25 26

Realised 19 18


04/11/2023 AIESEC CBS 2011-2012 41

OGX Development in numbers

2008-2009 2009-2010 2010-2011 2011-2012

GIP Raised 23 19 27 21

GIP Realized 3 6 15 6

2.5

7.5

12.5

17.5

22.5

27.5

GIP Evolution

2008-2009 2009-2010 2010-2011 2011-2012

GCDP Raised 10 7 14 30

GCDP Realized 7 4 11 11

2.5

7.5

12.5

17.5

22.5

27.5

GCDP Evolution


04/11/2023 AIESEC CBS 2011-2012 42

OGX 2011/12 - NOW

• GIP GCDP– Available 16 - Available 13– Matched 1 - Matched 8– Realised 6 - Realised 11– On hold 6 - On hold 0– 4 EPs Pending - 5 EPs Pending– Goals: 25 Ra// 21 - Goals: 26 Ra// 30

19 Re// 6 18 Re// 11


04/11/2023 AIESEC CBS 2011-2012 43

Highlights for OGX

• Our Strategy: member development first, increase of quality and more structure in the services that we offer second, increase of numbers thirdly

• The pipeline is very important:– Raise GIP early on and make sure the EPs are active in the first 1-4 months otherwise they will lose

motivation– Follow-up with SWAP Eps – they are a useful resource for all OGX promo/activities

• Partnerships:– International office – worked well for Winter Abroad – We started discussions with some study boards in order to get ECTS for internship s– we have some

contacts but nothing concrete got out of it– National partnerships for SWAP: Indonesia, Brasil, Taiwan and Mauritius

• Team management: – 2 teams: one doing GIP and the other GCDP for one semester and then they switched – it worked out

very good– We focused a lot in the beginning in knowing what the members want to get out and then assigned

tasks according to their needs– We also focused, especially in the beginning, on creating a strong OGX culture

• EP Management:– we managed to assign EP managers for all the EPs, however because we had only new members it

was hard to pass all the information so we had some miscommunication problems along the way– Introduced Re-integration activities, structured the OPS and made it as a mandatory step


The Tales of Finance

Functional Areas - Finance

Performance/Results

Revenue Profit Equity

2009-2010 255946 7515 73163

2010-2011 230551 -68402 4761

2011-2012 (to date)

140381 -8833 -4071


Big events – National level

• Sale of Career Days (2008)– AIESEC DK lost a revenue of approximately 2 mil. DKK per year.– Focus on new revenue sources (EPs and TNs)– MC has had big deficits every year since.

• Change of MC support structure (2011)– LC income from TN fees changed from 1400 to 950 DKK per month.– LC income from EP fees changed from 1450 to 1000 DKK per EP.


Purpose of Finance

• Before 2011– Accounting and bookkeeping– Basic finance

• Starting in 2011– Increase value-cration in the LC– Work close together with other areas


Role of Finance

• Accounting and bookkeeping• Financial reporting and controlling• Business development• Risk management


Accounting and bookkeeping

• Accounting: When did we buy the cake?• Bookkeeping: What did the cake cost?


Reporting and controlling

• Budgeting: What ingredients will we need to make all the cake we want?

• Quarterly reports: How much cake did we actually eat?


Business development

• Process optimization: How can we improve the quality of our cakes?• Strategic development: How can we make sure to offer the cake

that people want in the future?• Good case practices: What cakes do they make in other LCs?


Risk management

• Local compendium: The rules for our kitchen.• National by-laws: The recipes we have to follow.• Contracts: The cakes we have promised to make.• Danish law (incl tax): Why can’t we just make the cakes we want?


Communications

Functional Areas - Communications

External Relations 2010-2011

February 2011

• COMM was called External Relations• 1 VP, 2 TLs, approx. 5 members

VP

TL Website

TL Event Management

Main tasks (2nd half of the term)

• Continuous updating of the website as it was the main communication channel to external stakeholders

• Organisation and planning of the “Besserwizzer contest” at Nexus, including design of promotion material, and finding sponsors

• Organisation and planning of the “Money making business”-event at CBS, including design of promotion material and finding sponsors


Communications 2011-2012 (1st semester)

July 2011 – Dec 2011

• 1 VP, 2 TLs, no members before autumn recruitment

VP

TL External Communication

TL Internal Communication

Main tasks (1st half of the term)

• Strategic planning of “new functional area”; diving the team up in IC & EC

Internal Communication:Monthly Newsletter, Implementation of PODIO, Social Media and Website Communication

External Communication:University relations (contacting study boards), press releases (ITU magazines) including the Blog

We gave up on that structure in October since it wasn’t working out at all

We introduced the “project-based” working without separation of IC and EC

The “project-based” structure worked better, however, we felt that a lot of things we wanted to take care of were not covered by this structure


Communications 2011-2012 (2nd semester)

Jan 2012 – present

• 1 VP, 4 (3) TLs, approx. 12 members

VP

TL External Communication

TL Brand Management

TL External Relations

TL Internal Communication

Main tasks (2nd half of the term)

• Implementation of new COMM structure to cover more projects

Internal Communication:Monthly Newsletter and the usage of PODIOExternal Communication:Social Media and Website CommunicationExternal Relations:Event Management and university relationsBrand Management:Internal and external brand audit to better market ourselves

The first time that TLs had clearly defined areas to bring structure into the area

We were more efficient with this structure than the terms before & we have a member base


04/11/2023 AIESEC CBS 2011-2012 57

AIESEC 2015

The AIESEC Experience – how we deliver value

Three statements to guide our 2015 ambitions

1) Our growing physical and virtual reach makes us the most credible and diverse global youth voice

2) We are recognized across sectors as the first-choice partner for our ability to develop responsible and entrepreneurial leadership

3) Our collaborative environment empowers every member to live a high quality AIESEC experience, creating a cross-generational positive impact on society

AIESEC 2015 and Business Models

04/11/2023 AIESEC CBS 2011-2012 58

Our Team Member programme generates value and revenue through pre-career development of talented individuals


04/11/2023 AIESEC CBS 2011-2012 59

Our Team Leader Programme generates value and revenue through giving sponsors access to high-potential, ambitious individuals


04/11/2023 AIESEC CBS 2011-2012 60

The Global Internship Programme provides us with a direct source of income on both OGX and ICX side


04/11/2023 AIESEC CBS 2011-2012 61

The Global Community Development Programme generates a social impact while being a potential cash cow on LC Level (stable income from Summer Abroad and Winter Abroad Programmes)


04/11/2023 AIESEC CBS 2011-2012 62

Working with the MC and the National Support Team

Do’s

• Be proactive• Visit the MC office at least a

couple of times during your term outside meeting times

• Tell MC/NST what you expect• Be open for feedback but also give

them feedback• Discuss your plans with them• Discuss your performance

problems with them• Ask what they are doing and why• Expect them to be interested in

helping you achieve your goals

Dont’s

• Expect the MC to tell you everything

• Critizise them in front of members (rightfully or not)

• Always wait for them to ask you how you’re doing

• Think they work against you• Expect them to answer as fast

as you want them to• Expect them to save you all the

time

04/11/2023 AIESEC CBS 2011-2012 63

Being an EB member

Is hard work …But also the most fulfilling journey you will ever travel!

04/11/2023 AIESEC CBS 2011-2012 64

Useful wikis on MyAIESEC.net

• NPM March - http://www.myaiesec.net/content/viewfile.do?contentid=10210176

• NPM Sep http://www.myaiesec.net/content/viewfile.do?operation=fileview&contentid=10195299

• IM Survey• http://www.myaiesec.net/content/viewfile.do?contentid=10213871

• Student survey• http://www.myaiesec.net/content/viewfile.do?contentid=10213872

• National ressource wiki• http://www.myaiesec.net/content/viewwiki.do?contentid=10208998

• BoD with conference dates:• http://www.myaiesec.net/content/viewwiki.do?contentid=10180917


http://www.myaiesec.net/content/viewfile.do?operation=fileview&contentid=10195299

http://www.myaiesec.net/content/viewfile.do?operation=fileview&contentid=10195299



http://www.myaiesec.net/content/viewwiki.do?contentid=10208998

http://www.myaiesec.net/content/viewwiki.do?contentid=10180917

AIESEC CBS history showcase.pptm

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