6. Specific Questionnaire MCVPOD Edu


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6. Specific Questionnaire MCVPOD Edu

  1. 1. SPECIFIC QUESTIONS1. Analyze the organizational structure and outline the implementation plan for the next year andthe evolution plan for the next 3 years. What do you think the organizational structure will bringas a huge change? (Name at least 3 major changes)Benefits for the organization: decisional process, separation of powers and responsibilities, planningprocess and recruitment processBenefits for members: issue-based AIESEC Experience, competency building throughout programs,multilateral developmentand ownership, entrepreneurial sense.Implementation plan for 2012-2013Internal transformation Capitalizing on external market Support from the MCStructure change management Engagement based Recruitment Framework for ongoingplan implementation Develop Engagement activities recruitmentAdapting the processes Accreditation of GIP and GCDP Country feedback periodicallyDissolve the departments Accreditation of TMP and TLP BoA Alumni and BoA CorporateFast prototyping feedback periodicallyimplementation Partnership with the Ministry ofProject based working Education and with the MinistryCareer plan implementation of WorkAccreditation of Specialists Personalize development support strategiesEvolution plan for the next 3 years2013 2014 2015Increase in organizational AIESEC becomes a Social Adapting to 2020capacity Enterprise Projects bring an impact in theIncrease in applicants for a Recognition from the Ministry societyLeadership position of Work and Ministry of Programs bring an impact inEngagement activities are Education membersdeveloped Projects generate revenue All LCs have a big pool of peopleLeadership development plans Programs generate revenue in the Engagement phasedeveloped Auto-sustainabilityELD programs are recognized bythe local marketsIncrease in ELD realizations(mostly on GCDP and GIP)Major changesMembership: increase in engagement and ownership. Our members will develop the strategicthinking, problem solving and project management skills. Students are engaged and have realistic knowledge about AIESEC. Engagement development programs increase their preparation level and make the ELD customers more competitive and prepared. Members have ownership on projects, driving the growth of the organization and their personal development on one or more functional area based on a career plan. Leadership development programs make them work effectively and efficiently, directly generating results.
  2. 2. The specialists will take the strategic role, allowing the EB to focus on identifying needs, taking important decisions and focusing on the external opportunities.Impact through members and projects: the organization is generating a positive change in thesociety, and our members become competitive in the external market.Stakeholders’ involvement: the organization is becoming relevant for more types of stakeholders,offering concrete benefits of investment.2. Outline your country management and development strategy. Based on what criteria will youcluster LCs and what will you offer to each cluster in terms of organizational development?Country management strategyLCs are planning in the transition period at macro level at the beginning of their term for the periodJuly-June, based on a market assessment done before the transition period. The tracking andreviewing will be done quarterly with the help of SONA. According to that tracking, the MC will reactwith support strategies based on correction, improvement or performance. The processes will besimplified and will become user friendly.Country development strategyExpansions and new LCsAIESEC Bacău and AIESEC Baia Mare. The first steps are made from AIESEC Cluj-Napoca and AIESECBrasov to open two new expansions.AIESEC Arad and AIESEC Suceava are new LCs which needs support from the MC and from the GNsthat they are a part of.Personalized support strategiesThe MC will develop personalized support strategies according to local and regional needs. Afterevaluating the performance of an LC, together with the LCP, the MC will create a strategy of growthon a specific issue and will track its implementation.National Strategic Partners downscaled for Local SupportThe partnerships with the Ministry of Education and the Ministry of Work will make the LCsnegotiate their own partnership at local level with different institutions to acknowledge the ELDprograms.Growth NetworksThe Growth Networks will be made functional again. They will be formed on regional basis and onperformance basis, taking into consideration the support that the members of that GN can offer toeach other and the similarities in the processes.R&R StrategyLCs’ work will be rewarded in the national conferences and with the help of the alumni and ourpartners; the prizes will be directed towards the preparation of the members (fee discounts,preparation delivered for the LC members).LC clustering criteriaThe clustering criteria will be based on the potential of the student market, results set, performanceand the health of the processes. According to these criteria we will have top, medium and lowperformers. The standards will be expressed in percentages with a certain ratio of importance andthe clustering will be done automatically. This is why, an LC with 40 exchanges can be in the Low
  3. 3. Performer Cluster if the percentage of the market covered is small, and another LC, having the sameresult but on a smaller market will be in the Top Performer Cluster.Support for each clusterDownscaling national and international Coaching in LC Visits adapted on local needsstrategies Customized solutions to specific issues or focus areasEnsure communication at entire EB level of the LCEducation Cycle for EBs Standardized operation and procedures manualData analysis and recommendationsLow Performers: Medium Performers: Top Performers:EB coaching meetings EB coaching meetings Opportunities of developing theCommon growth plan as cluster SOL program development network (SOL program andSOL incoming program Term development plan CEEDership program). Plan of increasing realization on processes that work Regional Center Development3. Outline your LC support strategy. Define resources that will be used and desired outcomes ofyour LC support strategy.EB PreparationThe EBs will receive preparation on topics like Market assessment, Business Models, Changemanagement or Situational leadership. The preparation will be delivered in the first two quarters, innational conferences (SprinCO, NC), LC Visits or via webinars.Another thing is the standardized operations and procedures manual as a form of educating themembers with low costs, providing the EB members an accessible way to understand the processesin the organization and to transmit them easily.Resources: alumni, partners, physical meetings in ILP or conferences.Outcome: strategic thinking, solution orientation, focus on external market and accessible functionalknowledge.General and Personalized Support StrategiesThe main support strategy is the LC Visit Cycle. It is a win-win interaction: the LC receivespreparation and downscaled information from the MC directions and frameworks ofimplementation; the MC gets a realistic perspective upon the LC, beyond the numbers in SONA.Another way to support the LC activities is by creating strategic national partners that can provideadded value. I’m referring to the Ministry of Education and the Ministry of Work as partners for theELD programs.Moreover, based on the reports in SONA and the reality check in the LC Visits, the MC can identifybottlenecks in some LCs, that make them underperform. Together with the LCP, the MC will createand track specific strategies, personalized on the LC need.Resources: time, money, human resource.Outcome: connection between LCs and MC, ELD programs are recognized, increase in realizations,particular problems solved.Growth Network StrategyThe LCs will start working on Regional Growth Networks, comprised by LCs from diverse clusters, butwith similar processes. One LC will become the Regional Center of that GN and will be responsiblefor tracking the regional development strategy, the SOL campaign, and the Regional ConferenceCycle. Because of fast prototyping implementation and the planning done in Q2, a LPM can be easilyreplaced with quarterly meetings to assess the completed projects and to review the planning forthe next quarter; the Regional Planning Conference will be implemented in each GN, having the
  4. 4. purpose of planning regional initiatives and projects and to draw the guidelines of cooperation. Resources: time, human resource, money Outcome: regional projects and initiative strategy, SOL campaign, cooperation between LCs Cluster Based National Conference Cycle The LCs will feedback the agendas for the national conferences. The conferences will deliver information on 3 levels: basic, medium and advanced, based on the need of the entire country and particularized on each cluster needs. Resource: time, human resource Outcome: relevant preparation, sessions that answers to practical problems. Other kind of support: planning, tools, feedback 4. Define a national and local planning cycle that is adapted to the new structure. Define points of planning and evaluation on both national and local levels taking into consideration the international cycles. Specify cycles for planning activities, planning objectives and long term planning. 2012 2013 MC ChangeALinks Term 2012-2013 Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun IPM Expro IC EuroCo MC DaysCoaches plan. MC+LCP NC RockME MC confplan. Fin. Audit EB days LC Visits RPMSuccession plan MC transition LC transition Cluster Eval SONA Quarter Eval Quarter Plan Monthly Eval Monthly Eval Mothly Plan
  5. 5. Montly Plan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun AIESEC International Members Committee Local Committee Regional Event 5. Outline your strategy of driving AIESEC in Romania into becoming a social enterprise. Taking this into consideration, specify newproducts that we should create and what external benefits do we base them on. Context: Social enterprise = impact in society, people development, profit generator. No legal procedures passed, 3 law projects proposals regarding social entrepreneurship, one rejected, two pending. We work as a social enterprise. EU launches a series of funds for social entrepreneurship (start-ups, promotion and sustaining SE) Social enterprises are developing in Romania Criteria fulfilled by AIESEC: Continuous activity Autonomy Economic Risk – revenues generated by members Paid workers Impact in society Involvement of the citizens Democratic decision making Participatory character Limited distribution of profit Risk: Members and alumni will not fully understand and embrace the idea of AIESEC becoming a Social enterprise. They might fear the fact that AIESEC is becoming a corporation, and will lose its essence. This is the reason why a communication strategy must be created and implemented, having as final result a better understanding of the benefits. Strategy Legal procedures: according to the legislation proposed, a social enterprise must be certificated through a social mark and registered at the technical office of the County Commissions of Social Entrepreneurship in the Social Enterprise Electronic Register. Personal data of the people in the vulnerable groups must be submitted, and a work contract should be created. New Products Product Benefit on the market Educational projects (packaging the ELD programs) Members: professional competency building AIESEC: highly qualitative ELD experiences Companies: long term preparation Educational projects (developed for the student Students: preparation on topics of interest market) AIESEC: Engagement pipeline Companies: Student market access
  6. 6. Social causes Society: focus on a social problem AIESEC: Engagement Pipeline Companies: CSR solutions 6. In your perspective, define at least 1 standard in terms of processes for each MOS. Please specify method of tracking and minimum value.MOS Standard Tracking Method ValueMembers No of members matched Percent , monthly 70% with ELD programs out of total no of membersTMP No of active members Percent, monthly 50% who had a TMP of minimum 2 monthsTLP No of active members Percentage, monthly 40% leading a team of minimum 3 membersICX C No of members who had Percentage, monthly 80% a minimum of one meeting/weekOGX C No of pool preparation Numeric , quarterly 4 for EPsICX NC No of ICX NC projects Percentage, quarterly 60% that receive grantsOGX NC No of initiatives on new Numeric, quarterly 2 poolsYouth Engaged Engagement activities Numeric, monthly 1Organizations Engaged Events for Organizations Numeric, monthly 1Alumni Made New alumni in database Numeric, quarterly 5Incomes Generated from projects Percentage, monthly 80%Expenses Amount of money Numeric, monthly 100 invested in members (Euro)