1. 2015-2016DISCHARGE REPORT
T H E R O A D T O 1 6 %
W R I T T E N B Y
AIESEC IN HONG KONG MEMBER COMMITTEE 2015-2016

2. TABLE OF CONTENT
P.3
P.4-7
P.8-11
P.12-15
P.16-18
P.19-20
P.21-24
P.25-27
P.28-32
P.33-36
P.37
Introduction
Outgoing Global Citizen
Incoming Global Talent
Outgoing Global Talent
Marketing
YouthSpeak
Talent Management
Business Development
Finance & Legal Administration
Presidential Office
Appendix

3. INTRODUCTION
The year session 2015-2016 undergone a lot of changes as the organisa9on
was at the end of AIESEC 2015 and at the beginning of AIESEC 2020. There were
changes that were necessary. There were changes that came too soon. We have
had our successes and our failures, and this report aims to give you a holis9c look
on how the organisa9on has evolved overall and in each func9onal area.
For this edi9on of the report, we have adopted McKinsey’s 7S model to provide
as much of a holis9c assessment in our areas as possible as in the model, the
areas we should be considering or looking at in general are as follow: Shared
values, strategy, structure, systems, skills, style and staff. ANer the en9re
assessment, you may find a recommenda8ons and sugges8ons sec8on that
summarises our learnings and what are the things we recommend to start, stop,
and con8nue, so that the informa9on will be easily digested. Please do take note
that you may find some more data and informa9on in the appendix folder in
which you may find the link at the end of this report.
We hope that by reading this report, you would be able to learn as much as we
have this year. We sincerely thank everyone who has been a part of our year with
us, and we wish you the best of luck in your year and the years to come.

4. OUTGOING
GLOBAL CITIZEN
J U L I A N T S A I

5. OUR MISSION
Develop solu8on-driven and accountable leaders by
crea8ng direct social impact through an interna8onal
community development experience.
The Outgoing Global Community Development
Programme or Outgoing Global Ci9zen connects
students and recent graduates to volunteer and
community development projects across the
world. Par9cipants gain a diverse and
interna9onal team experience, empower
communi9es, develop a global mindset, nurture
their leadership and personal skills, and become a
ci9zen of the world. As the genera9on closing
AIESEC 2015 and star9ng AIESEC 2020, we are
one step closer to engage and develop every
young person in the world by embarking a youth
leadership movement. This is how the programme
contributes AIESEC Hong Kong throughout year
2015-16, developing solu9on-driven youth to be
accountable for a unique and cohesive Hong
Kong.
MEASURING
OUR SUCCESS
To determine if the mission is achieved,
measurements are set to evaluate in terms of i)
customer (Exchange Par9cipants), ii) co-creator
(En9ty Partners) and iii) officers (membership).
Aspects Measure of success
Exchange Par9cipants
1. # of realisa9ons
2. EP NPS at complete
En9ty Partners (EYP) 1. 1+ LC-LC partnership per LC
Membership
1. % of integrated experience (IXP)
2. Team experience NPS at complete
The following strategies are implemented by the
Na9onal Team (Standing Commicee) of Outgoing
Global Community Development Programme
based on the shared value: customer centricity.
MAKING IT HAPPEN
1
2
3
Customer experience management
enforcement
Process op3misa3on and renova3on
Talent capacity enhancement
NUMERICAL
ACHIEVEMENTS
On the aspect of exchange par0cipants
JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL
CS 2 0 0 64 112 49 46 188 188 68 24 3 744
MA 9 0 1 2 42 15 2 16 125 202 182 84 680
RE 125 10 6 2 3 26 21 2 5 3 116 230 549
0
200
400
600
800
JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN
Contracts Signed Matched Realised
Cumula&ve programme performance
*Based on LC reported contracts, EXPA, and break match/realisa9on
Breakdown by en&&es (July 2015-June 2016)
0
50
100
150
200
CUHK CITYU HKBU HKU HKUST LINGNAN POLYU
130
25
85
70
5963
85
178
27
58
100
8379
124
192
23
75
114
81
96
152
Contracts Signed Matched Realised
EP NPS at complete
CUHK CITYU HKBU HKU HKUST LINGNAN POLYU TOTAL
NPS 27.6 26.1 37.7 22.5 7.0 42.4 26.7 26.6
RESPONSE % 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 99.6%
On the aspect of en0ty partners (# LC-LC partnerships per LC)
CUHK CITYU HKBU HKU HKUST LINGNAN POLYU
5 3 3 3 0 0 3
Top 3 en0ty partners in 15-16
1 Poland (13%) 2 Romania (10%) 3 Brazil (9%)
On the aspect of membership (% of integrated experience)
CUHK CITYU HKBU HKU HKUST LINGNAN POLYU TOTAL
EP TO TXP 1.72% 2.94% 1.41% 9.86% 2.9% 10.3% 6.71% 5.09%
TXP TO EP 26.7% 15.8% 22.5% 12.1% 7.4% 15.8% 22.0% 17.9%
Team experience NPS at complete
CUHK CITYU HKBU HKU HKUST LINGNAN POLYU TOTAL
NPS 35.3 26.1 60.0 0.0 9.1 60.0 0.0 20.8
RESPONSE % 100.00% 100.00% 31% 95% 147% 71% 95% 92.7%

6. On the measures of success of the programme
Measure of success Goal Actual Achieved
EXCHANGE
PARTICIPANTS
# of realisa9ons 813 549 67.52%
EP NPS (at complete) 51 26.6 67.52%
ENTITY
PARTNERS 1+ LC-LC partnership per LC 7/7 LCs 5/7 LCs 71.4%
MEMBERSHIP
% IXP (EP to TXP) 20% 5.09% 67.52%
% IXP (TXP to EP) 30% 17.9% 59.7%
TXP NPS (at complete) 50 20.8 41.6%
DEPARTMENT
OVERVIEW
Shared Values
Customer Centricity is not just about offering
great customer service, it means offering a great
experience from the acrac9on stage, through the
value delivery process and finally through the
reintegra9on process. By being customer centric,
we an9cipate customers’ needs and delight them
with experiences they may not have thought of,
but will immediately feel connected with. Thus,
the customer centric implies on our programme,
processes, strategies and a culture that is
designed to support customers with a great
experience as they are working towards their
goals.
MCVP
OGCDP
MC
MANAGER
STANDING
COMMITTEE
ECB NST LCVPs
Structure
The MCVP oGCDP is responsible for the
Na9onal oGCDP Team, composed of 2 MC
Managers, 1 NST (term of office un9l Q4) and
oGCDP Standing Commicee (6 LCs and 1 EI).
MCVP oGCDP is the contact responsible for the
En9ty Control Board (ECB), composed of the ECB
Chair and 3 ECB members.
The MCVP oGCDP is also the account manager
for the Carrier Partner of AIESEC Hong Kong -
Cathay Pacific Airways. In session 1516 AIESEC
helps Cathay Pacific to promote the student
campaign – Popup&go. In return Cathay Pacific
offers AIESEC membership enjoying the pre-sales
of the student campaign before public sales.
Style
A top down direc9on with bocom up ini9a9ves
can be observed in session 1516. MC set the
roadmap and goal, while empowering LCs to
create the pathway to the organiza9onal goal.
Five na9onal task forces are divided among the
members in oGCDP Standing Commicee: EPM
Summit, EP Contract refund policy review, EP
LEAD co-delivery framework design, EP selec9on
process review, reintegra9on minimum
establishment.
System
A na9onal EP database is established in session
1516 for consistent KPI tracking, EP progress
overview, accurate data and sta9s9cs.
Informa9on of EPs across all LCs are registered in
the database. The database is designed for
sustainable usage across sessions, this is to avoid
mess EP and data transi9on across terms
happened in past years.
Strategy
1 Customer experience management
enforcement
EP LEAD implementa3on — To further facilitate the leadership
development of EPs in each stage of the customer flow, an EP
LEAD framework is created with clear suggested 9meline,
implementa9on methods, LEAD contents and respec9ve KPIs.
Implementa9on enabled consistency of EP engagement and
development across LCs, aligning LEAD delivery at touch
points with EPs such as Personal Development Talk (PDT),
LEAD workshop/camp, ICPS etc.
oGCDP Standing Commicee further developed the framework
into a co-delivery version, enabled stronger collabora9on
between Sending En9ty and Hos9ng En9ty.
Sugges3on
Session 1516 focused on LEAD delivery at fix touch points with
EPs (PDT, ICPS etc). Future sessions are advised to emphasize on
con3nuous LEAD touch points with EPs such as EP Manager, on
how to empower EP Managers to con3nuously facilitate the
leadership development of EP throughout the en3re customer
flow. Next session is suggested to take summer batch as a
reference on the implementa3on of the co-delivery version
framework, in order to improve value deliveries with the exis3ng
en3ty partners
2 Process op3misa3on and renova3on
Purposeful Interna8onal Rela8ons — Hos9ng En9ty plays a
huge role in facilita9ng the leadership development of EPs. An
en9ty partnership aims to ensure a certain deliverables for EPs
are implemented by both Sending & Hos9ng En9ty. Session
1516 started to emphasize on the development and
sustainability of LC-LC partnership, in order to strengthen the
customer experience from both Hong Kong and host side. An
LC-LC partnership is established by either MC alloca9on, or
through LC’s self-ini9ated partnerships. SOP on how to build &
sustain an LC-LC partnership is released to support LC’s self-
ini9ated partnerships. Interna0onal Collabora0on Award is
included in the annual awards to recognize LCs with
outstanding partnership management. Session 1516 aims “1+
LC partner per LC” and “1 partner per en9ty” for each LCs.
Such strategy enables simple and focus communica9on
between LCs from both sides, so as to increase matching
efficiency and value delivery, opportunity marke9ng for EP
acrac9on, as well as sustainability of the partnership. Results
shows the overall matching rate is 88.9% (9% increase
compared to past session), while 67% of our EPs are matched
to En9ty Partners.

7. Sugges3on
Future sessions are advised to con3nue using the “1 partner per
en3ty” strategy. It is strongly recommended next session that LCs
to con3nue the collabora3on with exis3ng LC partners for at least
one more session, to gain experience on sustainable partnership
management in a long-run.
3 Talent capacity enhancement
Refreshed Customer Flow transi8on — As an organiza9on
globally we aim to grow disrup9vely in the leadership
experiences we are facilita9ng, and be accessible to everyone
everywhere by year 2020. Following the launch of
Opportuni9es Portal (OP), AIESEC Exchange transformed from
a closed plauorm to an open plauorm. The original Customer
Flow is hindering the organiza9on reach the picture we
envision. Hence a refreshed Customer Flow is introduced to
streamline the en9re process. Session 1516 AIESEC HKU
pioneered to abolish EP recruitment talk, and convert leads to
na9onal website & sign-up on OP before students engage with
AIESEC. Results in an increased overall performance comparing
to past term, with less talent capacity invested throughout the
acrac9on process. On the other hand, oGCDP Standing
Commicee conducted selec9on process review, Student
Review Board (SRB) is replaced as Consultancy Chat for
expecta9on sewng with poten9al EPs. Several LCs began to
implement refreshed Customer Flow in late Q2.
Sugges3on
Next session is advised to fully implement the refreshed Customer
Flow. Aspects including OP marke3ng, consultancy chat and lead
nurturing. Consensus with en3ty partners regarding aUrac3on,
matching and realiza3on 3meline is suggested to reach by Q3.
Such alignment enables the projects to be available on OP before
aUrac3on peak.
* Youth 4 Global Goals
Youth 4 Global Goals (Y4GG) pilo8ng scheme — Youth 4 Global
Goals was launched globally in Feb 2016, a campaign by
AIESEC to raise awareness of youths about Sustainable
Development Goals (SDG), enable youth to understand about
the importance of SDG and take ac9on to involve in projects
that contributes SDG. AIESEC globally aims to align 100%
GCDP projects to SDG-related issues by the end of year 2016.
To balance between change management and summer peak
delivery for AIESEC Hong Kong, a pilo9ng scheme was
launched to recruit maximum 3 LCs to pioneer the Y4GG
campaign. Pilo9ng LCs included AIESEC CityU and AIESEC
PolyU. Pilo9ng LCs are responsible to align the marke9ng to
raise awareness about SDG, and take ac9on to work on it
through GCDP.
Staff
Talent capacity enhancement
EP Manager Summit — An EPM Summit was held
by the oGCDP Standing CommiQee to all oGCDP
members in early Nov 2015. The objec0ves of the
summit were shaping the accountable EPM
mindset, enabling EPM to understand the full
picture of GCDP and feeling the ownership to the
programme goals. 84.3% of oGCDP members
across LCs were par0cipated in the summit.
However feedback received from delegates was
easily got informa0on overload with the session
content and the dura0on was too long.
Sugges3on
Future sessions are advised to first re-consider if a na3onal EPM Summit
is needed for members. Alterna3ve sugges3on is to limit delegate profile
to LCVP and/or Team Leaders, while LCVP and/or Team Leaders be
responsible to bring back the Summit insights to LC members.
Skills
The talent capacity is measured by the
produc@vity of a member at matched and
realisa@on (i.e. # of MA or RE per member can
drive).
CUHK CITYU HKBU HKU HKUST LINGNAN POLYU TOTAL
PRODUCTIVITY
(MA) 7.29 6.08 5.19 5.00 3.87 3.86 8.48 6.21
PRODUCTIVITY
(RE) 5.00 4.85 3.69 3.50 3.47 3.57 6.19 4.49%

8. INCOMING
GLOBAL TALENT
M I C H A E L C H E U N G

9. OUR MISSION
Enhance cultural ownership through gatekeeping
customer experience
The value of Incoming Global Internship
Programme aka Incoming Global Talent lies in its
uniqueness to bring interna9onal talents to Hong
Kong. Through interac9on, we believe both local
youth and interna9onal interns could develop a
sense of cultural ownership, meaning they
embrace the uniqueness of their own culture and
would strive to make it becer. This is how the
programme contributes to the mission of AIESEC
Hong Kong 1516, developing solu9on driven
youth to be accountable for a unique and
cohesive Hong Kong.
MEASURING
OUR SUCCESS
Our enablers (company) and internship
par9cipants are the 2 key stakeholders that could
reflect whether we achieved our mission. Below
is how we define our success.
To enablers (company) Measure of success
Our enablers would consider deep engagement
with us by means of up-scaling partnership or
promo9ng AIESEC
1. Enablers’ reten9on rate
2. Net Promoter Score (NPS)
from enablers
To internship par<cipants (EP) Measure of success
Our interns would develop their leadership by
having support system from the workplace and
among themselves
1. # of realisa9ons
2. Net Promoter Score (NPS)
from interns
MAKING IT HAPPEN
In order to achieve our mission, the Na9onal
Team (Standing Commicee) of Incoming Global
Internship Programme has a Shared Value:
Customer Centricity.
We shape what we do around the Shared Value
and come up with 3 focuses below.
1
2
3
Manage customer rela3ons
Develop relevant product
Enhance talent capacity
*Please refer to the appendix for details on each focus
NUMERICAL
ACHIEVEMENTS
On the key performance indicators of the programme
JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL
CS 7 2 5 2 11 20 17 14 9 7 5 2 101
MA 7 7 2 2 0 2 0 1 5 0 6 3 35
RE 1 5 8 7 2 1 0 1 1 1 1 2 30
0
30
60
90
120
JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN
Contracts Signed Matched Realised
Cumula&ve programme performance
On the measures of success of the programme
Measure of success Goal Actual Achieved
TO ENABLERS
% enablers' reten9on rate 33% 28% 84.8%
NPS of enablers 20% 40% 200%
TO INTERNS
# of realisa9ons 105 30 28.5%
NPS of interns (At re) 20 69% 245%
NPS of interns (At complete) 20 100% 500%
DEPARTMENT
OVERVIEW
Strategy
Supported by a centralized tracking system, a
Data-driven strategy was implemented to aid
decision making and improve customer
experience. Key areas include the following.
1 Sales performance management
Sales conversions of each sales officers are being tracked. Sales
Manager can design coaching support base on each individual’s
needs to boost produc9vity.
2 Product development
Market demand and product performance can be traced,
providing insights for Programme Director to propose changes
in product mix or develop new products
3 Sales and marke3ng
Data of talent supply are presented on website and in sales
mee9ng for becer customer expecta9on. Also, data on digital
marke9ng are available to evaluate marke9ng performance.
System
The Sales Process is refreshed for becer
customer expecta9on. A Customer Feedback
Loop is also developed to collect constant
feedback for product development.

10. 1 Customer-centric sales process
2 Customer feedback loop
Prepare data and CVs
base on company
requirements
Set expecta9on by
showing supply and
sample CVs
Go through contract
terms to avoid poten9al
dispute
PRE-MEETING 1ST MEETING
BEFORE
SIGNING CONTRACT
AT REALISE
NPS survey 1st evalua9on
AFTER
1 MONTH
2nd evalua9on
Customer
interview
DURING
MID-TERM
AT RE-SIGNING
STAGE
Structure
MCVP IGIP
MC
MANAGER
STANDING
COMMITTEE
CUSTOMER
RELATIONS
DIGITAL
MARKETING LCVPs
In session 2015-2016, MCVP iGIP is solely
responsible for managing the iGIP Department. It
consists 2 MC Managers and 1 Standing
Commicee. The MCVP iGIP is the centre of
communica9on and decision making. Therefore,
unity of command and unity of direc9on is well
prac9ced.
Staff
Session 2015-2016 inten9onally reduced the
membership size to provide quality experience
for each member, hence increasing talent
capacity. It is observed that the produc9vity on
Sales is greatly increased while the produc9vity
on Service Delivery has no significant changes.
This suggest greater focus should be put on
Service Delivery for a healthy growth of the
Programme.
1415 1516 Change
# of members in IGIP 119 76 -36.1%
Produc9vity (CS/Members) 0.92 1.32 +43.5%
Produc9vity (Ma/Members) 0.43 0.46 +7.0%
Produc9vity (Re/Members) 0.33 0.36 +9.1%
Skill
The skills involved in sales process and talent
recruitment are key contributors to the
performance of iGIP. It is observed that the en9ty
is weak in prospec9ng, sales closing, talent
acrac9on and talent selec9on as referenced from
the charts below.
1 Conversion rate from 1st Contact to Mee3ng (Prospec3ng)
GOAL CUHK CITYU HKBU HKU HKUST LINGNAN POLYU
5% 5.07% 3.07% 2.46% 18.55% 1.95% 0.72% 1.59%
2 Conversion rate from Mee3ng to Contract Signed (Sales closing)
GOAL CUHK CITYU HKBU HKU HKUST LINGNAN POLYU
33% 14.81% 16.67% 5.26% 34.78% 20.00% 75% 27.59%
3
Conversion rate from Contract Signed to Matched
(Talent recruitment and selec3on)
GOAL CUHK CITYU HKBU HKU HKUST LINGNAN POLYU
70% 20.00% 71.43% 44.83% 28.00% 16.67% 45.45% 20.00%
Style
A customer centric and data driven culture is
observed throughout the year. Each quarter, the
Standing Commicee would evaluate customer
feedback collected from Sales process, NPS
survey and evalua9on mee9ngs and customer
interview to innovate on our service. Projects
including Case Study, ‘Get to know Hong Kong’
Video Series, Talent Supply Report, Contract Review
and Evalua&on Framework are carried out to
provide becer customer experience.
RECOMMENDATIONS
AND SUGGESTIONS
Overall, the performance of Incoming Global
Talent has dropped. By comparing data of the last
session, the performance of ‘Contract Sign’
remains the same while the performance of
‘Matching’ dropped by ~50%. This shows the key
bocleneck is ‘Matching’ which is contributed by
mismatch between 1) Market Demand and 2)
Talent Supply.
For market demand, increasing number of
educa9on centre and IT firm is observed, so as
the demand of Educa9on and IT talents.
Reflected by product mix, Educa9on and IT
opportuni9es made up of 33.03% of the total
opportuni9es compare to 65.34% last year.
However, the talent supply does not match
market demand. Our talent pool generally prefers
Business-related opportuni9es instead. Educa9on
and IT opportuni9es received 50+ applicants on
average while Business-related opportuni9es
received 100+ applicants.
To tackle mismatch between supply and
demand, it is recommended to put focus on the
‘Customer Centric Sales Process’ and develop
product base on ‘Customer Feedback Loop’.

11. Leveraging on the data-driven strategy, sales
person should prepare presenta9on regarding
talent supply and product performance for
company mee9ngs. This sets right expecta9on for
company in terms of what we can provide. Also,
data collected from ‘Customer Feedback Loop’
provides us insights on how to improve our
product. We can innovate on our service delivery
process or form purposeful interna9onal rela9on
base on customer needs.
All in all, customer centricity should remain as
the shared value of Incoming Global Internship
Programme. Emphasis on service delivery is
undoubtedly a cri9cal success factor for
sustainable growth. For other sugges9ons, please
refer to below.
Start
•Develop product that is relevant to market needs
•Establish sustainable interna9onal rela9on
•Review current contract to tackle loophole
•Partner with associa9ons and government bodies
Stop
•Signing contracts with low possibility to match
•Signing contracts with company which does not share
AIESEC value
Con8nue
•Encourage the usage of CRM system for centralised tracking
•Emphasise on customer feedback for customer centricity
•Invest in digital marke9ng
•Data-driven sales performance management

12. OUTGOING
GLOBAL TALENT
H A I L E Y L A U

13. In order to achieve our mission, the Na9onal
oGIP Team (Standing Commicee) shared the same
value: Customer Centricity. In Session 1516, we
have been pushing this value to be in our
opera9on.
The following 3 focus areas are to contribute to
the shared value.
OUR MISSION
Develop youth to be accountable for a cohesive
Hong Kong through profession internship experience
Outgoing Global Internship Programme or
Outgoing Global Talent Programme aims to
develop Hong Kong youth leadership by sending
interns abroad. We believe through a challenging
internship abroad, the youth is able to develop a
sense of cultural ownership, meaning they
embrace the uniqueness of their own culture and
would strive to make their society becer.
MEASURING
OUR SUCCESS
We have one very clear stakeholder in oGIP,
which is our customer — Exchange Par9cipant.
Measure of success Focus Key Performance Indicators
1. # of realisa9on
2. Net Promoter Score (NPS)
1. Conversion rate from leads to matches
2. Conversion rate from matches to
realisa9ons
3. NPS response rate at complete
MAKING IT HAPPEN
1
2
3
Enhance talent capacity
Opera3ons enhancements
En3ty partnerships
NUMERICAL
ACHIEVEMENTS
On the key performance indicators of the programme
JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL
LEADS 25 16 16 14 18 18 16 25 36 84 50 24 342
CS 4 2 4 2 16 2 2 16 1 5 4 10 68
MA 3 4 3 3 3 3 1 1 3 3 9 5 41
RE 1 4 4 1 3 3 2 2 0 1 6 7 34
0
17.5
35
52.5
70
JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN
Contracts Signed Matched Realised
Cumula&ve programme performance
0
22.5
45
67.5
90
JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN
Leads Contracts Signed Matched Realised
Monthly programme performance
On the measures of success of the programme
Measure of success Goal Actual Achieved
NPS of EPs 51 62.5 122.54%
# of realisa9ons 82 32 39.02%
On performance comparison of the programme (11-12 to 15-16)
CS MA RE LEAD-MA CS-MA MA-RE LEADS APP APP/LEAD
11-12 83 20 14 24.10% 70.00%
% GROWTH 31.33% 45.00% 57.14% 10.41% 8.37%
12-13 109 29 22 26.61% 75.86%
% GROWTH -20.28% -6.09% 68.18% 33.53% 80.64%
13-14 76 27 37 35.53% 137.04%
% GROWTH 0.00% -18.52% -54.05% -18.52% -43.61%
14-15 76 22 17 22.92% 28.95% 77.27% 96 2322 24
% GROWTH -10.53% 72.73% 100.00% 93.05% -10.85% 12.38% 93.75% -0.90% -48.85%
15-1 6 68 38 34 55.88% 20.43% 86.84% 186 2301 12
DEPARTMENT
OVERVIEW
Strategy
To contribute to the shared value of customer
centricity, mul9ple strategies are implemented to
move our opera9on to be more aligned to a
customer centric customer flow. Key areas
include the following.
1 EPM (Exchange Par3cipant Manager)
reposi3oning
EPM are reposi9oned as both sales and consultant other than
a supporter role. As sales and consultant, EPM takes a
proac9ve role is recommending internship opportuni9es to EPs
and provide professional opinions to assist EPs along their
journey.

14. 2 Enforcing an Open Pla^orm
for Customers
Move the recruitment channel from tradi9onal recruitment talk
to online system completely to make the process more agile
and more customers friendly.
3 Product development
Data of each sub-product (including Global Entrepreneur) is
tracked, providing oGIP department insights to do review or
develop of GIP.
Structure
MCVP IGIP
MC
MANAGER
STANDING
COMMITTEE
The na9onal oGIP team consists of 1 MC
Manager and 1 Standing Commicee. The MCVP
oGIP is responsible in managing 2 subordinates
and decision making. Therefore, the unity of
direc9on and command is well prac9sed.
Staff
In Session 2015-2016, there is not much
difference on the membership size. It is shown in
the table below that the produc9vity in MA and
RE has greatly increased. Poten9al cause of this
increase can be the focus in talent capacity. The
decrease in CS and great increase in MA and RE
also suggest the focus of a member’s JD should
be on customer delivery instead of acrac9on
stage.
1415 1516 Change
# of members in oGIP 64 62 -0.03%
Produc9vity (CS/Members) 1.19 1.10 -0.08%
Produc9vity (Ma/Members) 0.34 0.62 +82.35%
Produc9vity (Re/Members) 0.27 0.52 +92.60%
Skill
One of the focus strategy is posi9oning EPM to
a sales and consultant role, which aims to boost
the conversion from LEADs-MA/ CS-MA by
taking a proac9ve role in recommending suitable
opportuni9es to EPs.
*Na0onal Average Produc0vity = 0.53 (LC: max = 0.88; min = 0.33)
(*with the most updated number of work force in departments)
1 Conversion rate from leads to Ma
GOAL CUHK CITYU HKBU HKU HKUST LINGNAN POLYU
25% 47.07% 18.87% 20.69% 15.79% 25.00% 21.43% 17.65%
2 Conversion rate from CS to Ma
GOAL CUHK CITYU HKBU HKU HKUST LINGNAN POLYU
63% 40.00% 90.00% 42.86% 15.79% 125.00% 100.00% 28.57%
3 Conversion rate from Ma to Re
GOAL CUHK CITYU HKBU HKU HKUST LINGNAN POLYU
85% 83.33% 77.78% 100.00% 100.00% 100.00% 100.00% 116.67%
4 Conversion rate comparison between 14-15 and 15-16
1415 1516 % Change
Leads-Ma 22.92% 20.43% -2.49%
CS-Ma 28.85% 48.72% +19.87%
Ma-Re 77.27% 86.84% +9.57%
System
The opera9on process is refreshed to contribute
to the shared value — customer centricity. It is
more aligned to the customer flow and more agile
and efficient.
1 Past prac3se
2 Current prac3se
Promo9on
(Physical/Online)
Recruitment
Talk
Consultancy
Check
Contract
Signed
OP
Sign-Up
Matching
(EP search for
opportunity)
Realise
Online promo9on
(GIP/opportunity)
OP
Sign-Up Matching
Contract signed
upon matched Realise
Style
A customer centric and data-driven culture is
observed this session. In standing commicee
mee9ngs, the na9onal team discussed about the
customer flow and how to move our opera9on to
be friendlier to our customers using the data from
pioneered LCs of a more open plauorm for
customers. It contributes to the shiN stated in
“System”. Throughout the communica9on in the
team, it is also observed that to make a change,
data is a needed convincing power.
RECOMMENDATIONS
AND SUGGESTIONS
In Session 2015-2016, the performance of oGIP
has generally improved. The number of CS
dropped due to the shiN of the customer flow,
which we only sign with exchange par9cipants
when they are matched with an opportunity. In
MA and RE, the growth is the greatest comparing
with those in past 4 years (MA: +72.73%; RE:
+100.00%). Note the number of LEAD and all
figures related to LEAD is a new performance
indicator. It is suggested to gather data from
other

15. other en99es and track closely to observe the
relevance of this stage and how does it aNer the
performance of later stages.
In terms of aligning the customer flow, Session
2015-2016 carried on the effort from Session
2014-2015 to shiN the customer flow to be more
open. This is the first year to have a complete
open plauorm for our customers and our internal
opera9on may not be ready to support a large
number of scales in different stages yet (increase
in MA & RE but decreased in LEAD-MA & CS). To
further comprehend this agile and open customer
flow, it is suggested to have a clear engagement
plan for exchange par9cipant manager to
constantly keep the exchange par9cipant
engaged along their journey. Another sugges9on
is to align the LC criteria with the changes in
opera9on to avoid LC criteria becoming one of
the barriers for LC to perform ambi9ously.
With a shiNed customer flow, oGIP team should
put focus on the value delivery in EPs. In Session
2015-2016, leadership development elements
only existed in outgoing prepara9on seminar and
reintegra9on. Leadership development elements
can be expanded in the engagement plan using
the data of Leadership Development Model
(LDM) Assessment on EXPA and the LEAD
framework provided by TM this session so as to
ensure our customer is gewng GIP provided by
AIESEC but not an ordinary global internship
opportunity.
Global Entrepreneur (GE) is launched in AIESEC in
Hong Kong this session. The result of GE did not
go well as expected (Goal: 50/ Actual: 10). The
main reasons of the failure are (i) High
Commitment Low Delivery in En9ty Partnership
(EYP, AP Region);(ii) Lack of buy-in in LCs. GE is a
relevant product to Hong Kong but our internal
members are not ready to deal with the change of
market when introducing the new product. It is
suggested to have closely tracked EYP in relevant
and popular regions to build sustainable EYP for
specific product(s).
Overall, customer centricity should remain as the
core value of oGIP. Value delivery is certainly a
key to a unique oGIP development in the market
and a sustainably growth. For summary of
sugges9ons, please refer below.
Stop
•Signing EPs with the low possibility to match
•Complica9ng streamlined opera9onal flow
Con8nue
•Keeping good rela9onships with close en9ty partners
•Data-driven management
•Direct opportunity marke9ng to poten9al customers
•Internal EP group for GIP updates and marke9ng
Start
•Develop engagement plan for EPs
•Develop LEAD framework for EPs with LDM assessment on
EXPA
•Align LC Criteria with customer flow
•Do NPS survey with EPs at different customer stages

16. MARKETING
J E S S I E H O

17. OUR MISSION
The Marke9ng func9on’s wildly important aim
for Session 1516 can be summed up in one word:
relevance. The two main focuses for Marke9ng
on an MC level were Relevant Marke9ng and
YouthSpeak. Simply put, the ra9onale was for the
former to drive exchange, and the lacer, to drive
brand (although neither are exclusive of the
other)—both of which would contribute to a more
relevant AIESEC for Hong Kong. This year, the
aim was to centre the brand more on AIESEC’s
product—youth leadership development—and our
programmes—Global Ci9zen and Global Talent. In
addi9on to this, YouthSpeak aimed for relevance
by crea9ng a credible youth voice via AIESEC.
MEASURING
OUR SUCCESS
Aspects Measure of success/KPI
Marke9ng
1. Reach
2. Leads to customer rate
3. Customer value (reten9on rate)
4. # app
5. % app to contracts signed
YouthSpeak
1. # survey responses
2. # guests/partners engaged
3. Feedback of acendees
In order to achieve relevance, the func9onal
area was broken down into two main focuses.
MAKING IT HAPPEN
1
2
Relevant Marke3ng
YouthSpeak
Key project and/or achievements: Content crea9on, channel
tracking
Key project and/or achievements: Partnerships and endorsements,
events management
DEPARTMENT
OVERVIEW
Strategy
Na8onal brand and
marke8ng ini8a8ves
Marke8ng driving
exchange
Centralised LC-level
marke8ng
Key project and/
or achievements
• Website revamp
• Releasing a set of branding
guidelines for AIESEC in Hong
Kong
• Improving our social media
presence through usage of
video promo9ons
• Ini9a9on of GE campaign in
collabora9on with the oGIP
func9on
• The clear defini9on of the
workflow between OGX and
Marke9ng in terms of
opera9onal deliverables
• Implementa9on of a
centralised tracking system —
this was done in part through
Google Analy9cs in order to
track leads
For Relevant Marke9ng, the three main
ini9a9ves were as follows.
YouthSpeak Survey YouthSpeak Forum Partnerships
Key project and/
or achievements
• Increased survey responses to
1132
• 626 interna9onal version
• 506 local version
• Strong internal engamgenet
• Around 70 delegates
• 15+ externals engaged as
speakers or guests
• Engaged guests from the field
of government, NGO, start-up,
and business for YouthSpeak
Forum
• Engaged a number of
celebri9es for the SDG video
For YouthSpeak, the ini9a9ves were as follows.
Structure
MCVP MKT
MC
MANAGER
STANDING
COMMITTEE
PROGRAMME
MARKETING
DIGITAL
MARKETING LCVPs
The structure of the Marke9ng department
was divided into two parts; the first which fell
under Marke9ng, and the second, which was
dedicated to YouthSpeak. The Marke9ng side was
comprised of Member Commicee (MC)
Managers, Na9onal Support Team, as well as the
Marke9ng Standing Commicee. There were two
MC Managers—one responsible for Digital
Marke9ng and the other for Programme
Marke9ng. Na9onal Support Team was in place
primarily for support regarding campaign planning
and content crea9on. Meanwhile, the Marke9ng
Standing Commicee, made up of LCVPs from
each LC was meant to provide integra9on of
marke9ng efforts on both the local and na9onal
level. The YouthSpeak team was led by the
YouthSpeak Forum Manager, and an Organising
Commicee of about twenty individuals to
execute the YouthSpeak Forum (held in March,
please refer to the YouthSpeak Forum sec9on).
Systems
Google Analy9cs was most heavily used in
conjunc9on with the website to inves9gate
where leads were coming from and how they
were engaging with the site. Regarding general
tracking, tracking the Marke9ng func9on
throughout the year was minimal and mostly
consisted of personal chats to monitor the ins-
and-outs of the marke9ng departments of Local
Commicees.
Skills and Shared Values
There was inten9on on driving a more sales-
minded culture within the func9on, which in
actuality happened within the exchange func9ons
rather than in marke9ng. Regardless, this year
saw a more customer-centric mindset take place
— efforts went into making the customer
experience more seamless to drive conversion

18. — efforts went into making the customer
experience more seamless to drive conversion
and brand advocacy. This year also saw more
importance being properly placed in proper
market research and comprehension before
acemp9ng to sell a product.
Style
The Marke9ng func9on of 2015-2016 on the
MC-level observed a more freestyle culture, more
given to innova9on. However, the local level
required more 9me to consolidate new ideas, and
while coopera9ve to ideas given ample amount of
9me and data, were slow to ini9ate. This resulted
in a unclear work flow between MC and LC level
regarding Marke9ng. It is evident that
communica9on flows, while not lacking in 15-16,
should be used even further to engage them
more in the en9re big picture.
Staff
The staff of the marke9ng func9on relied
heavily on the top execu9ves of the team, while
the focus was acemp9ng to drive a bocom-up
culture. This tended to lead to loss of mo9va9on
or that the results would mostly be driven by
those in leadership roles. Meanwhile, the
func9on itself acracted many of the more
crea9ve or innova9ve-minded in AIESEC Hong
Kong; it would be further beneficial if these
talents could be given even more clarity on their
role in order to even becer hone their results.
RECOMMENDATIONS
AND SUGGESTIONS
The Marke9ng func9on of Session 1516
suffered the most from a lack of strong
collabora9on and communica9on between MC
and LC. This resulted in part from different
expecta9ons as well as differing 9melines.
Innova9on and change management should be
given due considera9on before implementa9on.
Buy-in from LCs should also not be
underes9mated, and should be gained through
trust and also ample background informa9on and
inves9ga9on of the benefits that LC and MC can
offer each other.
On the local level, the func9on was slow to take
risks, oNen falling back on what had been done
before, resul9ng in a more shallow, promo9on-
level of marke9ng. However, there was also
heightened awareness of world and marke9ng
trends, which were u9lized to keep the message
of AIESEC current. This should be con9nued into
next year, which will assist in the posi9oning of
AIESEC in current society, as an youth
organiza9on aware of its own context and how to
make an impact upon it.
organisa9on aware of its own context and how to
make an impact upon it.
Regarding collabora9on between local and
na9onal level, one of the main struggles for the
year was crea9ng and establishing the na9onal
brand as the culmina9on of local commicee
branding. Further market research is needed to
ensure that each LC has accurate representa9on
and is presen9ng the brand of AIESEC accurately
to their own campuses in the most acrac9ve
manner without dilu9ng the brand.
The parameters of opera9ons between Marke9ng
and exchangers should be clearly set and
expecta9ons clarified. This session recognized the
importance of a data-driven culture—for
marke9ng, more concrete tracking of opera9ons
is necessary. It is recommended to either have a
separate comprehensive tracker with the
exchangers, or combine the tracking for a more
collec9ve set of insights. Regardless, tracking of
reach and conversion is crucial for understanding
the market and how to best drive exchange for
the customer.
Start
•Inves9ng 9me or money in a centralised CRM system to
track all marke9ng leads
•Seek a solu9on together with LCs to fit the AIESEC HK
(na9onal) reality to the local level
Stop
•Promo9ng for the sake of “brand awareness”—all efforts
should lead back to our main purpose which is leadership
through exchange and should ul9mately drive numerical
results
•Using the old customer flow—it is 9me to update and
streamline our processes
Con8nue
•U9lising Google Analy9cs on the website
•U9lise the website more for acrac9on on both student and
customer side
•Increasing the scale of market research for valuable insights

19. YOUTHSPEAK
J E S S I E H O

20. OUR MISSION
The aim of YouthSpeak in Session 1516 was to
regain the relevance of exchange—our core
product—to the society of Hong Kong.
Furthermore, in keeping with the na9onal
behaviours, the recurring theme of YouthSpeak
was for youth and AIESECers to speak up about
their society and then act to create posi9ve
impact
MEASURING
OUR SUCCESS
Aspects Measure of success/KPI
YouthSpeak
1. # survey responses
2. # guests/partners engaged
3. Feedback of acendees
RECOMMENDATIONS
AND SUGGESTIONS
As Session 1516 was the first year of really
pushing for YouthSpeak, there were many lessons
learnt and many new achievements. YouthSpeak
in this year was a rather big priority by AIESEC
Interna9onal and the global organiza9onal
ini9a9ve of Youth for Global Goals. Therefore, it
was impera9ve that Hong Kong not be leN
behind.
Tracking the number of YouthSpeak survey
respondents proved to be a challenge, as Hong
Kong is one city and did not have the benefit of
mul9-city tracking for LCs as other en99es.
Therefore, the ini9a9ve was adapted to the local
level by crea9ng a local version of the survey on
Google Forms, with both a Chinese and English
version to make the survey most accessible to our
youth. Internal engagement via these surveys
grew stronger, especially aNer a consistent
internal communica9on strategy.
The next step was transla9ng these insights into
ac9on and ac9ve conversa9on with the
YouthSpeak Forum. Planning 9me for this event
was quite limited and almost proved to be the
Achilles’ heel, but for the 9reless efforts of the
Organising Commicee. However, it is
recommended that next year and the years to
come allot ample 9me for event management and
crisis management. Furthermore, it is also
impera9ve that the purpose and ra9onale behind
the event be extremely clearly communicated
across all internal stakeholders before selling the
idea to external stakeholders. Any event of
na9onal propor9ons requires the coopera9on
and contribu9on of the en9re na9onal plenary.
Consistent follow-up is needed in any
engagement strategy; the most important follow-
ups for YouthSpeak was the release of the survey
report to our stakeholders. The report is meant to
be a valuable resource of youth insight in Hong
Kong, and it is recommended that this will
con9nue to grow and upscale in the following
years to come.

21. TALENT
MANAGEMENT
K A R E N N G

22. OUR MISSION
The posi9oning of Talent Management (TM) has
been discussed in the past few years. To build a
clear and strong posi9oning, the direc9on and
shared values of TM can be concluded by three
adjec9ves, which are relevant, suppor9ve and
smart. “Relevant” is to ensure leadership in every
experience;“ Suppor8ve” is to enhance talent
capacity to drive exchange; “Smart” is to make
decision based on evidence and data. All the
strategies are planned and implemented based on
this direc9on to support the organiza9onal
mission and development.
MEASURING
OUR SUCCESS
Measuring the sa9sfac9on of our membership’s
experience is how we define our success.
Therefore, Net Promotor Score (NPS) is the only
MoS of TM this year. It implies how our members
and leaders perceive and evaluate their one-year
experience.
To strengthen the role of TM and consciously
develop talents for the growth of organisa9on,
there types of projects are designed.
MAKING IT HAPPEN
1 Leadership development projects
Deliver what we promised to enhance the leadership capacity
2 Synergy projects
Directly support exchange as a Back office func9on
3 Func3onal projects
Improve and streamline TM func9onal processes
NUMERICAL
ACHIEVEMENTS
*Please refer to the appendix for details on each focus
*The results of the func9onal KPIs can be found in the appendix
Goal Actual % Achieved
TMP 30 6 20.00%
TLP 40 43 85.00%
Net Promoter Score comparison between 14-15 and 15-16
0
10
20
30
40
TMP TLP
34
6
19
15
14-15 15-16
DEPARTMENT
OVERVIEW
Strategy
1 Leadership development projects
Refreshed educa3on cycle
Refreshed leaders’ and members’ cycle are designed to
facilitate the learning process of our membership. Both
educa<on cycles include all key topics, division of LC-MC
delivery and na<onalised LEAD framework. Local CommiSee
(LC) can customise the educa<on cycle according to local
needs.
Na3onal Trainer Team (NTT)
Apart from nurturing poten<al trainers pipeline, NTT also
focus on delivering the topics listed in leaders’ educa<on cycle
and empowering team leaders. Consultancy Space for
educa<ng training cycles and TLP Track Session in na<onal
conference for delega<on skills training are held to train the
knowledge and skills of team leader.
Refreshed Conference Cycle
Na<onal conferences are u<lized by aligning the conference
cycle with LEAD, educa<on cycle and opera<on <meline. Fall
Conference, previously called as Discover, is reposi<oned as
the kick-start for func<onal educa<on cycle.
2 Synergy projects
The key synergy projects are implemented with Front Office,
especially oGCDP. EP LEAD frameworks for Outgoing
exchange were draNed but only oGCDP one has been
successfully implemented. Integrated experience (IXP) is highly
emphasised this year by draNing the promo9on message,
regular tracking and sending na9onal Exchange Par9cipant (EP)
newslecer. For iGIP, re-organising the talent profile for
structure reform and assis9ng in the agenda design of GIP
summit are the key projects implemented.
3 Func3onal projects
We aim at improving the 12 processes of TM, par9cularly at
the stage of talent planning, recruitment, tracking and business
intelligence.
Talent Planning
For talent planning, na<onal job descrip<on (JD) is draYed by
MC func<onal responsible for LC as reference to ensure JD is
relevant and challenging enough to incoming members. Yet,
the follow-up and tracking on JD haven’t been done well aYer
the release.
TMP Recruitment
The process of recruitment is con<nuously streamlined and
recruitment packaging is also introduced to communicate the
right message and aSract the right talents. The strategy could
not be fully adopted by LC due to the lack of communica<on
between TM and Marke<ng Standing CommiSee. A na<onal
facebook campaign is designed for branding AIESEC to aSract
talents during the recruitment period.
Tracking and Business Intelligence
A TM library hub is created for storing both internal and
external resources for the self-learning of all the members of
TM. Data collec<on was fastened stemmed from the
centralized tracking system and well defined tracking
spreadsheets. Insights and sugges<ons are also drew from data
for the improvement of team management, conference agenda
design and opera<on such as the report released in March on
the Mid-term NPS result. More <mely and frequent insights
are needed for next session.

23. System
TM manages the process of data collec9on and
analysis by centralized tracking system on Podio
and google spreadsheet. All the LC got their own
Po d i o w o r k s p a c e t o t r a c k m e m b e r s ’
development. Each workspace is synchronized to
the na9onal Podio database. The establishment
of system helps for sustaining the data-driven TM
culture from last session.
Structure
MCVP TM
MC
MANAGER
STANDING
COMMITTEE
TEAM
EXPERIENCE OPERATIONS LCVPs
In session 2015 – 2016, MCVP TM is
responsible for managing the TM department.
Based on the direc9on, it consists of 3 MC
Managers, Na9onal Trainer Team and 1 Standing
Commicee. The MCVP TM is the final
responsible for communica9on and decision-
making. The unity of command and unity of
direc9on is well prac9sed.
NTT
COORDINATOR
NTT
Staff
The total membership size has shrunk from 616
to 525 this year. Our overall talent capacity has
been increased 60% with a smaller membership
size.
0
1.25
2.5
3.75
5
14-15 15-16
Overall exchange produc&vity by June 30, 2016
CUHK CITYU HKBU HKU HKUST LINGNAN POLYU AVE.
14-15 2.12 1.4 2.1 1.7 1.86 1.19 3.09 1.92
15-16 3.46 3.86 2.64 2.58 2.13 1.94 4.94 3.08
Skills
It is observed that the main focuses of TM are
s9ll internal communica9on and learning &
development. Trying to posi9on TM as advisor
and gatekeeper, we decided to focus on business
intelligence, requiring a strong data-driven
mindset and analy@cal skills.
intelligence, requiring a strong data-driven
mindset and analy@cal skills. Most of the LC are
s9ll in the progress of learning related knowledge
and skills so that the key data can be sorted out
and transform to informa9on. The average
percentage of submission of tracking tools and
percentage of implementa9on of Podio are 57%
and 70% respec9vely.
Style
Data-driven, learning-focused and co-crea9on
shaped the na9onal TM culture this year.
Emphasising on BI, TM Standing Commicee is
more ac9ve in collec9ng and analyzing data. We
also share both internal and external good case
prac9ce and resources to facilitate process. More
educa9on related to TM process and skills such
as succession planning and business intelligence
are delivered in mee9ng. Recruitment minimum
and three taskforces (LEAD, IXP & Recruitment)
are co-created for opera9on and long-term
development.
RECOMMENDATIONS
AND SUGGESTIONS
Based on AIESEC 2020, TM plays a significant
role in boosDng talent capacity for disrup9ve
growth and building entrepreneurial and agile
culture and process such as streamlining
recruitment & educa9on 9meline. For achieving
that, it is suggested that TM should not only
focus on delivering learning & development but
also being influen9al in decision making by
business intelligence.
In terms of process, it is recommended that a
stronger BI system should be built to deduce the
analyzing 9me to reduce the data analyzing 9me.
Na9onally with concrete JD, a bigger and
stronger structure is also suggested to support
TM complex and opera9ons such as tracking,
advising and researching. A long-term talent
development plan is also needed for strategic TM
posi9oning planning, na9onalize projects and
gate-keep the talents quality in this organiza9on.
For instance, the plan includes the talents,
system, educa9on and synergies that are needed
in 3-5 years. Team Member (TMP) Recruitment
can be also prepared by 2 sessions or na9onalized
to reduce the capacity spent and ensure the
focus on value delivery, meaning the members’
experience aNer recruitment.
For learning & development, LEAD, the catalyst
of inner and outer journey, is not strong enough
in AIESEC in HK. The framework is draNed this
year but overall the

24. in AIESEC in HK. The framework is draNed this
year but overall the understanding and
consciousness of implementa9on are s9ll low
among the na9onal plenary. Instead of
developing LEAD for all 4 programmes, focus can
be put on 1-2 key programmes each year as
milestone. With the implementa9on of LDM
assessment tool, more investment in LEAD is
suggested. Trainer pipeline building, na9onal
conference interna9onal LEAD facilitator
recruitment and more in-depth educa9on for
VPTM are some of the possibili9es for
strengthening LEAD.
For synergy projects, a clear job division at the
planning stage is strongly recommended to
ensure front office (FO) and TM understand each
others’ expecta9on and key deliverables. It is also
important to evaluate both na9onal & local
func9onal training effec9veness from
produc9vity growth and members’ sa9sfac9on to
ensure right resources are allocated in right
solu9on.
For talent capacity, according to past two terms,
it shows that larger size of members doesn’t
necessarily contribute to higher performance.
Although the NPS of members decreased this
year, a smaller size of membership is
recommended for talent capacity boos9ng and
targe9ng the right talent. Rather than the number
of members, stronger leadership, TLP
empowerment and effec9ve training are more
crucial for a disrup9ve growth.

25. BUSINESS
DEVELOPMENT
A N D R E W W A N G

26. OUR MISSION
To become the first choice partner for leadership
development through exchange in Hong Kong
The role of Business Development for AIESEC
in Hong Kong has always been blurred. One
extreme exemplifies the role of Business
Development as one of sponsorship raising for
events run by AIESEC. On the other side of the
spectrum lies Business Development as the core
sales team to raise internships on a na9onal level
for AIESEC in Hong Kong. AIESEC in Hong Kong
1516 was to clarify the JD of business
development and to set a founda9on for the role
for the years to come.
DEPARTMENT
OVERVIEW
Background and observa8ons
1 iGIP vs BD
There has always been a struggle between whose
responsibility it is between the iGIP group and the BD group
that would take care of the sales aspect of AIESEC in terms of
internships and Contract Signs. This also happened this year as
the Job Descrip9on between iGIP and BD was blurred from
the beginning. The ini9al sewng was that iGIP would take care
of the matching and realiza9on process while BD would be
selling the iGIP on the na9onal level. This caused some trouble
as the market for BD and iGIP are different. This would also go
on as there would be blurry lines on standing commicee
management and sales oversight between iGIP and BD
throughout the first two quarters. It was not un9l the third
quarter that we defined the split, that iGIP would take care of
sales for TNs, while BD would take care of sales in other
aspects.
2 Account alloca3on and new
partnership model (from 14-15)
The New Partnership Model entails that all contracts for
internships on the Na9onal Level (Na9onal Accounts) will be
distributed to Local Chapters for Matching and Realiza9on
Stage. This would also mean the pricing split between Local
Chapters and Member Commicee as the Matching and
Realiza9on are compensated. This was a move to encourage
the sales for the Local Chapters and not for them to depend on
the performance of the Member Commicee.
3 Na3onal accounts
In previous terms Na9onal accounts were allocated on the old
partnership model and any accounts that were under the
na9onal umbrella would fall under na9onal accounts. What this
has transited into was that there would be any Contract Signed
between the Member Commicee of AIESEC in Hong Kong and
a company would automa9cally relegate them to become a
“Na9onal Partner” of AIESEC in Hong Kong. Companies would
oNen say yes to take mul9ple interns, but in reality would take
intern one at a 9me, extending the 9me of matching and
collectability of the money throughout mul9ple terms. This in
addi9on to the change in the New Partnership Model, in which
Local Chapters would match and realize the Contracts
between companies for all na9onal accounts, would mean that
a por9on of the money also goes to the Local Chapter
following the pricing model. Another problem it caused is that
the only formal agreement or contract between these
“Na9onal Partners” and AIESEC was the Job Ques9onnaire,
the only formal agreement or contract between these
“Na9onal Partners” and AIESEC was the Job Ques9onnaire,
which gave no legally binding obliga9ons to provide their logos
4 Pricing model (both iGIP and BD)
The pricing model of iGIP goes as follows: half upon matching
and half upon realiza9on. What this has caused is that
companies would agree to take interns but have no
commitment to fully take on interns unless it fit perfectly
under their own criteria, oNen using other services such as
JobsDB alongside AIESEC to fill the posi9on they need. This
creates a scenario that AIESEC becomes a second choice and a
fallback plan to find suitable talent for companies in Hong
Kong. Since the payment would only be invoiced once the
suitable candidate is found, companies would oNen only take
the select few they need and put off the original intended
number of candidates they desired.
The pricing model for Business Development has also been
greatly affected by iGIP as the bare minimum to be considered
for “Na9onal Partner” of AIESEC in Hong Kong was HKD
$50,000. Companies quite oNen found this to be quite high
and would require workshops and case compe99ons within
conferences to meet their demand. As the above two did not
contribute in any sort of way to the exchange performance of
our en9ty, it became hard to jus9fy such a high pricing point
for partnership for workshop or conference engagements.
Another point to add is also due to the change in the New
Partnership Model, where Local Chapters would match and
realize the accounts, and the Member Commicee would
receive a por9on of the money for the fee. This also means
that for every Contract signed by MC, it would actually require
a much higher volume of Contracts to be signed with a
company to meet the requirements of Na9onal Exchange
Partner.
5 Global partners
AIESEC in Hong Kong has always been known as a hub for
many of the Global Partners since there are many Regional
Offices for Asia located in Hong Kong. Under the Global ER
Principle from AIESEC Interna9onal, AIESEC in Hong Kong is
only allowed to contact them with the knowledge of AIESEC
interna9onal for any past, current, or new accounts in the
global CRM. Any contracts for internship can only be signed by
AIESEC Interna9onal and not AIESEC in Hong Kong. If a
collabora9on is needed between AIESEC in Hong Kong and a
Global Partner, it would be best to first contact the account
manager under AIESEC Interna9onal to see if there can be any
addi9onal involvement or engagement, especially if there is a
monetary transac9on involved.
6 Events management vs.
AIESEC partnerships
Business Development in the past for AIESEC in Hong Kong
has been focused on event management and genera9ng
revenue through running EwAs (Engagements with AIESEC) or
other form of external events. One such case is the Youth to
Sustainability Summit which focuses on youth impact for Hong
Kong. This year with focuses on Exchange and looking into
how external events would help bring exchange, the Youth to
Sustainability Summit was scrapped due to poor HR
management. The ques9on also brings up whether the event
itself brings any value in terms of exchanges, and from past
years, albeit successful events, there can be no clear
correla9on between increase in exchange performance (at
least for incoming exchange and increase in externals taking on
interns for their companies). It is important to realize that to
protect the branding of the organiza9on from any
misrepresenta9on as a youth impact organiza9on to help
society, there needs to be standards and guidelines in which
any events run should be focused on promo9ng exchange and
the power of leadership development through exchange, rather
than crea9ng direct social impact.
7 ER in local chapters
External Rela9ons are certain posi9on that have become
available within some Local Chapters within AIESEC in Hong
Kong. Most notable of them are HKU and HKBU as they have
had the longest amount of existence within AIESEC in Hong
Kong’s history.

27. The management of the ER VPs have always been difficult
since it is not an officially recognized standing commicee, but
rather an addi9onal func9on solely for the func9ons. This also
creates some dispari9es, as Local chapters would run events
and raise money for those events which may not align with the
interest or the vision of the organisa9on as a whole.
Goals and strategies
Strategy Goal Achievement
Sponsorship/
partners raised
HKD200,000 HKD28,000
Global partners raised 3 0
Sales training
CS performance from
iGIP goal
Refer to iGIP sec9on
Partners retained 100%
75%
(Refer to current accounts)
The goals for this term were to partner with
value aligned partners which believed in the
vision of AIESEC and what they do for leadership
development and exchange. There was also a goal
to raise global partners and source contact to
AIESEC Interna9onal Business Development
team in order to create more Global Partnerships
for AIESEC. Since the Business Development
poruolio was also responsible for internship sales
in the beginning of the term, sales trainings were
also a strategy and focus to help Local Chapters
in contract signed performance for iGIP. The
reten9on of partners was crucial especially for
the long term partners that we have had.
Current and transi8on accounts
*Please refer to appendix for a detailed descrip9on of all accounts
Events
1 AIESEC Interna3onal Asia Pacific
Partners’ Summit
AIESEC Interna9onal Business Development team had an
ini9a9ve to run a partner’s summit in each of the regions. The
loca9on for the Partners Summit for Asia was Hong Kong. This
event was somewhat unsuccessful due to the low number of
global partners that acended and the low number of
prospec9ve partners that acended. Acendance was a big issue
as well as the scale of the event. This whole project and
ini9a9ve was covered by AIESEC Interna9onal, but the
payment fee was first payed by AIESEC in Hong Kong, and
then reimbursed through a deduc9on in fee for AIESEC
Interna9onal from AIESEC in Hong Kong.
2 GIP Summit
As we engaged Bloomberg, we were also looking to run
trainings on sales skills to help performance in our GIP (iGIP &
oGIP). We engaged with them and they provided an external
trainer (Sales Manager for Asia Pacific region of Bloomberg)
and delivered training to our members, while for the main
sessions, we created our own in house sessions by internal
AIESECers. The venue was located at the Bloomberg office for
the last 2 day
3 YouthSpeak Forum
YouthSpeak Forum was the replacement for the Youth to
Sustainability Forum since it had aligned with the YouthSpeak
movement created by AIESEC. The event itself was in
hindsight, poorly planned, as it was the first year for AIESEC in
Hong Kong to run such an event. From the Business
Development perspec9ve, planning and confirma9on of
agenda was only done 6 weeks prior to the event, which gave
licle 9me to find prospec9ve workshops. Then due to changes
in the agenda, to ensure the vision of the forum was that of
focusing on how it will contribute towards exchange, we lost a
partner and sponsor for our event.
Successes and failures
In terms of successes and failures of AIESEC in
Hong Kong session 2015-2016 for Business
Development one cannot only look at the goals
and achievements. For successes, the founda9on
of good Business Development prac9ce was set.
Accounts that were not actual Na9onal Partners
were cleared and rela9onships with large and well
known mul9-na9onal Corpora9ons were formed.
This will create a good image for AIESEC in Hong
Kong for future partnerships to come.
The failures of this term came with the
unpreparedness and suddenness of the different
poten9al channels for sponsorship and
partnership. Due to lack of prepara9on in
agendas, no set product packaging was made.
Another failure was the core focus on whether
business development would sell Internships or
Events.
RECOMMENDATIONS
AND SUGGESTIONS
1 Account management
Since some of the partners have been previously managed by
different directors other than the Business Development
Director, it would be good to centralize the person responsible
for all externals to ensure fluency in communica9on.
2 TN Pricing
The pricing for TN (Internship Contracts) in terms of payment
would only come at the matching and realiza9on stage (50%
upon match, 50% upon realize). In this prac9ce, there is lack of
commitment from the company side to want to bring
interna9onal interns from Hong Kong. Sugges9on would be to
change to 50% upon contract sign, and 50% upon realiza9on.
This would bring quicker cash flow, more incen9ve and
compe99ve spirit to sell for Local Chapters, and higher
commitment from the companies.
3 Zenlinx partnership
The partnership with Zenlinx needs to be reviewed due to the
nature of the partnership. Since the partnership itself requires
AIESEC in Hong Kong and its Local Chapters to pay for Zenlinx
services (albeit at a discounted price) there needs to be an
analysis on the return of Investment whether this partnership
is helping us (helping us financially in terms of greater
performance, and therefore higher revenue) or hur9ng us (not
helping the performance, but only cos9ng AIESEC).

28. FINANCE& LEGAL ADMINISTRATION
H A I L E Y L A U

29. OUR MISSION
The func9on of Finance is important to the
organiza9on in terms of organiza9onal
sustainability and efficiency. In Session
2015-2016, Finance team carried on to work
towards the value of being customer centric. The
goal to move our business to be more relevant to
our customer by having empowered members
with right skill set.
MEASURING
OUR SUCCESS
Measure of success Key performance indicators
1. Net revenue
2. Months of reserve
1. % achievement of revenue goal
2. Return on investment
3. NPS of finance members
Ensuring financial sustainability is the key to
define the success of Finance department. The
achievement in net revenue and months of reserve
are MoS to the department of all 9me. The
Finance team works towards to goal with the
following KPI.
NUMERICAL
ACHIEVEMENTS
Revenue source goal vs. actual
Goal Goal in budget Actual Achieved
PARTNERSHIP
(BD) $400,00 $200,000 Apple: €2929.74 12.52%
OGCDP (NFM) $284,550
(813 Re)
$170,626
(650 Re)
$151,462.5
(551 Re)
88.77%
OGIP (NFM) $44,200
(81 Re)
$33,300
(61 Re)
$24,100
(34 Re)
72.37%
IGIP (NFM) $550,800
(102 Re)
$411,600
(70 Re)
$116,400
(26 Re)
28.28%
Profit and loss with comparison between 14-15 and 15-16
*P&L shown in the following table includes all receivables and payables of 15-16
*Due to cash flow control, there are payables to internal members (including LC
Members and MC Members)

31. DEPARTMENT
OVERVIEW
Strategy
To contribute to the shared value of customer
centricity while keeping both MC and LC
financially sustainable, mul9ple strategies are
implemented to move our opera9on to be more
aligned to a customer centric customer flow. Key
areas include the following.
1 Reinvent to CFO
The role of Finance should not be doing administra9on work
but op9mising organisa9onal performance by managing
financial resources. It is therefore, in the monthly Standing
Commicee, the LC updates and discussion focus are
exchange performance tracking and the ROI of new ini9ated
projects. This is to seek for an effec9ve way(s) to support our
business to grow by smart investment.
2 Finance member empowerment
Finance Talent Pipeline has always been a problem. The JD
minimum of a finance member is na9onal standardised to
ensure what members are doing are what is meaningful and
relevant to the role of finance. To build up on that, Finance
Summit is held to further enforce the mindset of CFO and
members’ ability to achieve big so as to enhance members’
ownership towards finance and their skills for further
empowerment.
3 Business Relevance
There are key changes in each of the exchange programmes in
Session 2015-2016 to move our opera9on to be more
customer centric and relevant to the outside world as follow.
iGIP programme fee amendment
Past iGIP pricing model
≤3 months 4-6 months 6-12 months
13 weeks 14-26 weeks 27-52 weeks
Normal $9,000 $9,000 $12,000
SME $6,000 $8,000 $8,000
Non-corp. $6,000 $6,000 $6,000
New iGIP pricing model
≤3 months 4-6 months 6-12 months
13 weeks 14-26 weeks 27-52 weeks
Normal $6,000 $8,000 $12,000
SME $6,000 $8,000 $12,000
Non-corp. $6,000 $6,000 $12,000
oGIP and the addi3on of Global Entrepreneurs (GE)
GE is a GIP innova9on which is unpaid and short-term
internship in general. To make this programme standout while
not compe9ng with oGCDP, the programme fee is set at $2250
($1000 less than short term GIP and $500 more than GCDP)
oGCDP pricing model
Progressed Pricing Model to 60%/100% Customer Centric
Structure
The na9onal finance team in Session 2015-2016
consists of the MCVP FLA and 1 Standing
Commicee only. 7 LCs work indecently in
financial management and MCVP FLA is
responsible of managing the team to achieve the
goal.
Staff and Skills
In Session 2015-2016, there are only 3 out of 7
LCVP Finance promoted from Finance
department and not all of them are equipped with
Finance/ Accoun9ng background, which includes
the MCVP FLA. This results in the Finance
responsible would heavily rely on transi9on and
take a quarter to be familiarise the opera9on flow
while the first quarter is crucial for budget
planning for later financial goal achievement
tracking.
System
Na9onally, all the Finance responsibles are using
the same system (QB) to do A sustainable
financial system relates to a healthy transi9on a
lot while the Finance team faced different
challenges in bank transi9on and finance
recording system transi9on.
The LCs’ financial situa9on is updated quarterly
with SONA to ensure a 9mely review for MC and
LCs themselves.
Style
It is observed the na9onal finance team in
2015-2016 has the mind-set in contribu9ng to a
bigger goal together. It is however, there is a lack
of the na9onal ini9a9ves (brought up by MC or
LC) and the blurry line between Extension &
Consolida9on (Standing Commicee of LCPs) and
Finance Standing Commicee causing the
confusion when ideas want to become ac9on.

32. RECOMMENDATIONS
AND SUGGESTIONS
1 Mode of opera3ng na3onal
conferences and projects
Currently, MC hosts all na9onal projects and conferences
financially. Due to human resource capacity, we have to
recruit organising commicee in order to run events, which is
labour-intensive in nature. The skills and experiences of OC
could significantly impact the financial result of the event.
Although we embrace the learning of being OC, we should
provide proper training prior to the event, especially to first
9me OCs in order to assure the financial aspect of running
these events.
2 ROI in pay rolls
The expense in Payroll (including all salary, MC flat, maximum
$10,000 learning fund per MC member and $500 monthly
subsidy for transporta9on and communica9on) is a very high
cost in Session 2015-2016. Some of the components in
expense in payroll are necessary yet the ROI is hard to
measure. It is suggested to have quarterly performance
appraisals with measurable goals or deliverables so as to
ensure the performance of the organiza9on and enough 9me
for a 9mely follow-up if needed.
3 Na3onal Finance Model (NFM) Review
In recent year, there are frequent financial changes in our
programmes (programme fee and pricing model), even the
change in customer flow is related to how much and when LCs
should be charged for performance fee. Also aNer the new
partnership model of Incoming Global Talent Programme (iGIP)
is launched completely this session, there will be no more
direct revenue for MC from iGIP which could affect the cash
flow when turn direct revenue to NFM. It is recommended to
review the connec9on of the charge of programme fee with
the MC-LC opera9on support needed to both par9es to decide
the changes in NFM.
4 Diversifying revenue source
There are considerable amount of revenues from running
partnership events. Although partnership events could bring in
large revenue amount, the contribu9on margin (profit per
dollar revenue) could fluctuate dras9cally. It is suggested to
build up on the current product poruolio we should have a
diverse product poruolio, which is able to provide different
package for different target partners (Event Partnership/ In-
kind/ Na9onal Partner/ Packaged Event Partnership). It is also
crucial to transform these partners to na9onal partners and
integrate them into our core ac9vi9es. Otherwise it is failing
into a loop of running events for money but not able to
capitalise and improve our core strength and opera9ons.

33. PRESIDENT
M A X R E M P I L L O

34. POWERFULteam experiences
THE MISSION
For AIESEC in Hong Kong to evolve to an AIESEC
for Hong Kong
It started with our first acempt of co-planning a
common vision for AIESEC in Hong Kong at
Spring Conference 2015. This is where we
gathered the LCPs of 14-15 and 15-16 to
examine what are the external trends affec9ng
Hong Kong and based on why, how, what AIESEC
does, and who AIESEC is, how do these points
meet? What is our call to ac9on to respond to
what is happening in Hong Kong?
This was then the final outcome aNer the co-
planning space from Spring Conference and aNer
MC planning days. This was how we wanted to
posi9on AIESEC in Hong Kong and the leadership
development experiences we provide.
As we proceeded the next few months with only
the organisa9onal mission of developing solu8ons-
driven youth who are accountable for a unique and
cohesive Hong Kong, we start to feel there is
something missing to make it more tangible and
concrete. This is when we decided as an MC team
on a goal that is more short-term that we want to
achieve the end of our year. We decided to start
by delivering 1000 purposeful experiences in
which we really develop the kind of youth
men9oned in our organisa9onal mission. How we
wanted to achieve this is by delivering powerful
team experiences across all levels of the
organisa9on as for us to be able to deliver
leadership development, we must be able to do
this within our teams first.
At Fall Conference 2015, it is then we
understood the organisa9on even more and why
powerful team experiences have not been
happening. We have observed that there is
something even more fundamental that is
preven9ng us from achieving more ambi9ous
goals, from being more adap9ve as an
organisa9on such during the 9me when we were
transi9oning to AIESEC 2015, and lastly, from
preven9ng us from delivering the best team
experiences possible — our own behaviours.
PURPOSEFUL1000
behaviours
It was within the same conference that we
hosted another co-planning space with the team
leaders where we created the top 3 na9onal
behaviours we want uphold for the rest of the
term. The na9onal behaviours were co-created
with the team leaders is because we want to hold
ourselves accountable to the new members who
have just joined in and be the role models that we
should be for them and for the organisa9on. The
3 na9onal behaviours created are as follow.
SPEAKUP BEACCOUNTABLE ACCEPTCHALLENGES
We then shaped the en9re Winter Conference
agenda based on these 3 behaviours that we
created to drive it further among our membership
and sealed it with this year’s MC’s team stand, All
Or Nothing. An All Or Nothing Everyday internal
campaign was then launched to con9nue rallying
the en9ty to embrace and live up to these
behaviours.
PURPOSEFUL1000
1000the first step to 16%
PURPOSEFUL
At Spring Conference 2016, in prepara9on of
officially launching AIESEC 2020 to the en9ty, we
have made an astonishing discovery.

35. As we try to figure out how we can become a
Youth Leadership Movement in Hong Kong by
2020, we have discovered the Law of Diffusion of
Innova8on which states that, for an idea or a
product to become a movement, one must be
able to tap into the innovators and early adopters
of the popula9on. They compose around 16% of
the popula9on.
Having said this, we researched on the
popula9on of Hong Kong. This is where we
discovered that the youth popula9on (15-29
years old) compose around 16% of Hong Kong’s
total popula9on. This means, if AIESEC will be
able to engage and develop every young person
in Hong Kong, we can truly make a huge
difference in Hong Kong. This brought another
level of meaning to why we must do our best to
deliver 1,000 purposeful experiences.
NUMERICAL
ACHIEVEMENTS
Measure of success Goal Actual Achieved
BY JUNE 30,
2016
1000 experiences 1000
610 61.00%
BY AUGUST 31,
2016
Projected
835
83.50%
Although we were unable to deliver 1,000
experiences by June 30, 2016, new matches are
s9ll coming every week across all programmes
un9l the last week of the term, thus, more
experiences will be delivered even aNer 15-16 is
discharged and the projected number of
experiences 15-16 would have created including
the matches at the end of the term that are
wai9ng to be realised is around 835. Hence, we
may not have fully reached our goal, but what we
have started is a new perspec9ve of why we must
do exchange and delivering powerful team
experiences in AIESEC in Hong Kong for Hong
Kong, and this is a fundamental part of the
organisa8on we must remain regardless of how
small or big our numerical goal is.
At the beginning of the year, how we intended
to deliver on our goals are through the following
focus areas.
MAKING IT HAPPEN
1 Data-driven organisa3on
2 Leadership-centred organisa3on
3 Sustainable organisa3onal
development
ANer finding our ul9mate focus on delivering
purposeful 1,000 experiences through our
na9onal behaviours, aNer mid-term planning, the
focus areas changed to as follow.
1 Purposeful experiences
2 Start of a disrup3ve growth
with 1,000
3 Na3onal behaviours
ORGANISATION
OVERVIEW
Strategy
In the first-half of the term, we focused a lot on
being more data-driven especially when deciding
whether to make changes or not or how we can
make certain changes, as well as customer-
centricity as men9oned in the previous func9onal
areas because we want to ensure leadership
development is at the heart of what we do, that it
is felt, seen and acknowledged by all of our
customers and our members. Finally, we want to
start thinking more long-term as an organisa9on,
thus, sustainable organisa9onal development.
The following examines each area with further
details.
1 Data-driven organisa3on
We first decided what are the minimum func9onal KPIs that
we must track consistently even with organisa9onal that takes
place from 9me to 9me so we have data to compare our
performance and health between different sessions. It is with
this kind of comparison that we can spot trends and make
decisions from there onwards. Furthermore, we acempted to
create centralised tracking systems where we can have a bird’s
eye view of the func9onal area as well as the overall
organisa9on. Though Podio spaces were created, this area can
s9ll be built upon and improved, especially in terms of using
the data analysed and collected.
2 Leadership-centred organisa3on
Customer-centricity and powerful team experiences have been
a consistent focus across the exchange func9onal areas and
talent management’s focus area. For more details, please refer
to those sec9ons.
On the other hand, going beyond the func9onal areas, within
the MC team, we paid more acen9on to delivering team
minimums within the team, thus, formal team policies were
created, performance appraisal tools were used, and more
LEAD spaces were hosted to enhance the leadership
development experiences being provided within the MC team,
however, what could have been done becer was the team
experiences we have (not) provided to our MC Managers.
3 Sustainable organisa3onal
development
A major part of this area includes the crea9on of an
organisa9onal development model and en9ty growth paths
that AIESEC in Hong Kong can refer to as a map even we
change leadership session aNer session, however, due to the
crea9on of a global roadmap, this was put on hold first.

36. Moreover, the area of organisa9onal development was
neglected due to the lack of capacity within the Presiden9al
Office of the Member Commicee. Fortunately, the LC coaches
recruited were mostly s9ll ac9ve throughout the year and s9ll
provide con9nuous support to the en99es they have been
coaching.
As men9oned, the focus were then shiNed to
delivering each part of the purposeful 1000
through na9onal behaviours.
1 Purposeful experiences
This is where we started focusing on customer-centricity even
more and why we started pushing for an even more customer-
centric exchange process as we aim to develop more and more
promoters of AIESEC experiences to have the credibility to
claim that we are indeed, delivering purposeful experiences.
This then also puts a highlight on integrated experiences
par9cularly on the part with members going on exchange, so
that they may understand why exchange is impacuul and that
they can gain more claraty to why we do what we do and put
this clarity in ac9on in our opera9ons.
It is with this focus area that we wanted to drive YouthSpeak
stronger from gathering more responses to organising a Forum
that ensures the opinions of young people will be acted upon.
In the long run, we want to use the insights gathered through
YouthSpeak to truly shape the kind of experiences we deliver
through exchange or through other means such as Engage
With AIESEC ac9vi9es or programmes.
2 Start of a disrup3ve growth
with 1,000
Na9onal sales force was created for us to create more relevant
opportuni9es for our Incoming Global Talent. For Outgoing
Exchange, this is the start of learning how to adopt a 100%
customer-centric exchange process by preparing our en99es
for another financial shiN for Outgoing Global Ci9zen and
learning how to make use of our Open Plauorm to open up our
opportuni9es and organisa9on more to Hong Kong.
3 Na3onal behaviours
A focus on driving stronger and more frequent internal
communica9ons to con9nuously engage and update the
plenary on the goal we want to achieve as well as the
behaviours we want to encourage within the en9ty. Since
Winter Conference, we have driven 2 main internal campaigns:
All Or Nothing Everyday and The Road to 16%.
RECOMMENDATIONS
AND SUGGESTIONS
In terms of change management towards
AIESEC 2020, we are off to a good and fast start.
We have iden9fied a concrete goal that can lead
us to becoming a Youth Leadership Movement by
2020. We have started educa9ng the en9ty
about the importance of YouthSpeak and the
value of being purposeful in what we do so we
can truly start shaping what we do around what
Hong Kong needs. We are renova9ng our
processes to be more customer-centric so we can
be on our way to being more accessible to
everyone, everywhere in Hong Kong. Finally, we
have started thinking of ourselves differently by
the na9onal behaviours we have set for ourselves
to uphold so we may learn to not be afraid of
growing and thinking disrup9vely. A lot of these
men9oned are intangible and the impact can only
be truly seen in the long-run, Con9nuity towards
this direc9on is important.
All in all, there are many learnings acquired as
we learn how to transi9on a new mid-term
ambi9on as well as many learnings on what could
have been done becer, and they can be summed
up as follow.
Start
•Empowering team leaders from MC level to LC level to
priori9se on delivering team minimums
•Fostering a stronger exchange culture within the en9ty
•Using the data collected to create 9mely, informa9ve reports
and making decisions based on them in mee9ngs
•Having stronger project managers within the MC team (EB
and Managers) for stronger execu9on and financial/resource
management. Create trainings on this if necessary
Stop
•Having more than 1 focus at a 9me as an MC team. Choose
only 1 that you must achieve within a certain period of 9me
and have clear responsible when you break down how you
are going to achieve that focus
•Lewng momentum die aNer conferences
Con8nue
•Invi9ng conference chairs who are aligned with the team’s
ambi9on for the year
•Driving internal campaigns to sustain momentum aNer
conferences
•Being acuned with global changes and fast in ini9a9ng
change management processes that are needed
•Emphasising on the purpose of the organisa9on in different
internal communica9on channels and even to externals in
every occasion
•Building up on the centralised tracking systems and find a
way on how to combine all of the func9onal area trackers
into one or put them in one common place for everyone to
have a bird’s eye view of the en9re organisa9on
•Having a bocom-up culture that is guided by a top-down
direc9on

37. APPENDIX
Please click here to view more data and informa9on in the appendix folder.