Going beyond and enjoying
BIG AIESEC in Poland
1948
2012
2011
2013
2014
2015
Going beyond and
enjoying THE GROWTH
What have we done !o far to go beyond our limits,
do what we haven’t done
before?
How have we grown as
organization, as leaders in the last
7 months?
AIESEC EXISTS IN POLAND TO ACTIVATE CONSCIOUS AND
COURAGEOUS
LEADERSHIP THAT EMPOWERS YOUTH TO
CREATE A DESIRED FUTURE OF THE COUNTRY.
What has happened to ensure the purpose
"ealization?
In 2013/2014
2907 GIP&GCDP 3000 TMP&TLP
5907 XPs
2013/2014 MoS iGIP oGIP iGCDP oGCDP
2013/2014 322 484 1400 701
2907 unique exchange opportunities
ª ª
ª
ª
ª ª
ª
ª
Term growth Realizations iGIP oGIP iGCDP oGCDP
2013/2014 322 484 1400 701
2012/2013 230 347 1002 461
% 29% 29% 29% 35%
gcdp plan "ealization ogcdp PL RE %
Ra 140 107 76%
Ma 135 162 120%
Re 500 438 88%
igcdp PL RE %
Ra 710 939 132%
Ma 809 630 78%
Re 680 585 86%
gip plan "ealization ogip PL RE %
Ra 410 311 76%
Ma 230 162 70%
Re 212 171 81%
igip PL RE %
Ra 436 211 48%
Ma 363 93 26%
Re 322 115 36%
Who have we bec#e?
how do we develop the leadership the world needs?
i!e" journey oute" journey
by providing leade#hi$ journey...
how do we develop the leadership the world needs?
i!e" journey oute" journey
by providing leade#hi$ journey in GIP...
how do we develop the leadership the world needs?
i!e" journey oute" journey
by providing leade#hi$ journey in GCDP...
Going beyond and
enjoying THE GROWTH
National Strategic Direction
It is a direction that we need and want to take
as an entity in this term in order to realize our MoS and bring us closer to
aiesec 2015 achievement
What happened in
the last 7 months?
Customer Orientation Increasing Capacity
Brand Positioning
going beyond, enjoying the growth
Our Purpose
National Strategic Direction
connections with aiesec 2015 Increasing
Capacity
Brand
Positioning
Customer
Orientation
1. Increasing Capacity
Talent Capacity
driving GIP
& GCDP
Our TM processes are aligned in a smart way
with GIP&GCDP strategies; we begin to bring technical talents
to the organization.
We have resources and relevant products in place to increase Q1
GCDP Realizations and grow sustainably
throughout the year.
Expansions for
OGX Reach
We have effective models and resources
in place to expand AIESEC’s operations to
new cities and universities to drive OGX
growth.
GCDP Off-Peak
Enhancement
What happened on
local and national level?
1. Increasing Capacity
Talent Capacity
driving GIP
& GCDP
Our TM processes are aligned in a smart way
with GIP&GCDP strategies; we begin to bring technical talents
to the organization.
We have resources and relevant products in place to increase Q1
GCDP Realizations and grow sustainably
throughout the year.
Expansions for
OGX Reach
We have effective models and resources
in place to expand AIESEC’s operations to
new cities and universities to drive OGX
growth.
GCDP Off-Peak
Enhancement
2. Customer Orientation
Poland Going
Global
Tool to improve international relations
strategy and to increase matching rate of our ELD
programs; Poland becomes more focused and has known brand in
the network
Market Relevant
Product Packaging
We know how and we make sure that the products we sell are
relevant to the market and to our purpose, in order to scale up and
make the experiences better
LEAD Implementation
in ELD Programs
All the participants of ELD programs realize
their leadership learning and growth; we go consciously through our inner &
outter journey.
Embedding NPS into
our operations
Customer Experience
Management and NPS become part of our daily work; NPS as a begining of re-design of products.
What happened on
local and national level?
2. Customer Orientation
Poland Going
Global
Tool to improve international relations
strategy and to increase matching rate of our ELD
programs; Poland becomes more focused and has known brand in
the network
Market Relevant
Product Packaging
We know how and we make sure that the products we sell are
relevant to the market and to our purpose, in order to scale up and
make the experiences better
LEAD Implementation
in ELD Programs
All the participants of ELD programs realize
their leadership learning and growth; we go consciously through our inner &
outter journey.
Embedding NPS into
our operations
Customer Experience
Management and NPS become part of our daily work; NPS as a begining of re-design of products.
3. Brand Positioning
External Brand
Positioning
Increasing the awareness about
AIESEC brand through PR activities and positioning the orgazniation in our
products.
National Values
Assessment
National Values Survey among youth
for us to be able to facilitate discussions
between different sectors and change
Polish reality.
EuroXPRO
We position our organization both
externally and internally within the network; we present our culture and boost
Q3 potential.
Standarization and
coherency of
communication
Build coherency in our marketing
communication by making our national and local channels aligned and visually
coherent.
What happened on
local and national level?
3. Brand Positioning
External Brand
Positioning
Increasing the awareness about
AIESEC brand through PR activities and positioning the orgazniation in our
products.
National Values
Assessment
National Values Survey among youth
for us to be able to facilitate discussions
between different sectors and change
Polish reality.
EuroXPRO
We position our organization both
externally and internally within the network; we present our culture and boost
Q3 potential.
Standarization and
coherency of
communication
Build coherency in our marketing
communication by making our national and local channels aligned and visually
coherent.
National Strategic Direction
It is a direction that we need and want to take
as an entity in this term in order to realize our MoS and bring us closer to
aiesec 2015 achievement
Final Sprint of going
beyond and enjoying the
growth!
1. Increasing Capacity
Talent Capacity
driving GIP
& GCDP
Our TM processes are aligned in a smart way
with GIP&GCDP strategies; we begin to bring technical talents
to the organization.
We are focused in delivering integrated XP's
to both members and returnees in order to boost
our performance and improve the quality of our
experiences.
Business
Intelligence Usage
For S&D understanding improvement, through
useful information for our core business, among
platforms as AMS, CustomerGauge and Opportunities Portal.
Integrated XPs for
Q3 enhancement
1. Increasing Capacity
…
Talent Capacity
driving GIP
& GCDP
Our TM processes are aligned in a smart way
with GIP&GCDP strategies; we begin to bring technical talents
to the organization.
tm & ogx !ynergy
Tmp "e- allocation
tmp product packaging
tmp/tlp audit further
implemen-tation
2. Customer Orientation: leadership in every experience
Overall Strategies: For TMP/TLP: For EPs: For other stakeholders
Ongoing quality management in all
of the ELD Programs
CEM Challenge
Poland Going Global Challenge
External LEAD for LCPs
Next step conference
Members development
programs implementation
EP LEAD in GCDP
Customer Channel
AIESEC University development
oGIP Selection Process Revision
NCB stability
iGIP TN Takers: 100 Days Challenge
Career Days New Website
Delivery Standards in ER
3. Brand Positioning
BOOSTING THE
MRKT KNOWLEDGE
IN THE NETWORK
The network is engaged and
empowered to position our
organisation externaly properly and in a
coherent way.
STRucturing mrkt,
comm & pr
We create tools for the Marketing area for it to be in order and to be managed properly
so we can fully use the capacity that we have in our network.
EuroXPRO
We position our organization both
externally and internally within the network; we present our culture and boost
Q3 potential.
Focus on ogx
& tm
Our Mrkt processes are aligned in a
smart way with OGX and TM strategies to
bring clear results and increase
conversion rate
Customer Orientation Increasing Capacity
Brand Positioning
going beyond, enjoying the growth
Our Purpose
National Strategic Direction
Financial
model
MC-LC
COOPERATION
CUSTOMIZATION
Term shift
mgmt
Goals: Financial
model
Reallocation and redistribution of costs/sales
Incentive to increase performance
Risk reserver building
Supporting expansions & Investments
Growth in operations and impact
Financial sustainability mindset boosting
Goals:
To be able to generate more ELD experiences
thanks to answering to the higher extent to the Local Committees’ needs through:
Conference cycles
Coaching Strategies
Local Committee Planning
Internal Communication Improvements
MC-LC
COOPERATION
CUSTOMIZATION
Goals:
Optimizing timeline of organizational general processes towards external, internal & network
realities to boost ELD long term performance while maintaining members’ high quality AIESEC
experience.
Term shift
mgmt
Customer Orientation Increasing Capacity
Brand Positioning
going beyond, enjoying the growth
Our Purpose
National Strategic Direction
Financial
model
MC-LC
COOPERATION
CUSTOMIZATION
Term shift
mgmt
Increasing Capacity Customer Orientation
Brand Positioning
Customer Orientation Increasing Capacity
Brand Positioning
going beyond, enjoying the growth
Our Purpose
National Strategic Direction
Financial
model
MC-LC
COOPERATION
CUSTOMIZATION
Term shift
mgmt
How will AIESEC in Poland look like by the end of June 2014?
On the way towards the AIESEC in Poland BIG
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