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Planning for 2015

Organizational Analysis
December 2013
What is the content of this document?
•  External Analysis of AIESEC in Portugal
and sources of information used;

•  Inte...
External Analysis
PESTL Analysis
•  Analyzes 5 different influence factors:
– 
– 
– 
– 
– 

Political
Economical
Socio-cult...
PESTL
PESTL
Sources of information
Political Factors
• 
http://ec.europa.eu/
europe2020/index_pt.htm
• 
ODCE Annual Report
Econo...
PESTL
Sources of information
Technological Factors
• 
• 
• 
• 
• 

http://arquiteturadeinformacao.com/2011/07/24/o-que-e-o...
External Analysis
5 Forces of Porter
• 

Analyze what is the influence in the market of 5 different forces:
– 
– 
– 
– 
– 
...
5 Forces of Porter
Exchanges for Portuguese Students (OGX)
5 Forces of Porter
Exchanges for Portuguese Students (OGX)
5 Forces of Porter
Exchanges for Portuguese Students (OGX)
5 Forces of Porter
Exchanges for Portuguese Students (OGX)
Exchanges for Portuguese Students (OGX)
Since there are not many
restrictions or costs
associated with this kind of
XPs th...
5 Forces of Porter
International Interns for Portuguese Companies (GIPi)
5 Forces of Porter
International Interns for Portuguese Companies (GIPi)
5 Forces of Porter
International Interns for Portuguese Companies (GIPi)
5 Forces of Porter
International Interns for Portuguese Companies (GIPi)
International Interns for Portuguese Companies (GIPi)
Customers have a high power of
influencing the market since
the diffe...
5 Forces of Porter
Social Projects with International Volunteers (GCDPi)
5 Forces of Porter
Social Projects with International Volunteers (GCDPi)
5 Forces of Porter
Social Projects with International Volunteers (GCDPi)
5 Forces of Porter
Social Projects with International Volunteers (GCDPi)
Social Projects with International Volunteers (GCDPi)
Having no cost nor legal
restrictions in this area, the
threat of ne...
Market Attractiveness
Social Projects with International Volunteers: 1,3 *
Exchanges for Portuguese Students:

1,2*

Inter...
Internal Analysis
MOST Analysis
•  Existence, Clarity and Implementation of our
Mission, Objectives, Strategies and Tactic...
MOST Analysis

Mission

What?

Clarity

OUR ESSENCE & PROGRESS"
"Peace and fulfillment of humankind's
potential" (AIESEC pr...
MOST Analysis
What?

Strategy

Objectives

At international level we have MoS for 2014 and 2015."
TMP 126.000 & 155.000"
T...
MOST Analysis
What?

Clarity

Communication

Organizational
Commitment

Tactics

Growing Physical and virtual reach"
Expan...
Resource Audit
Resource Audit
• 
• 
• 
• 
• 

Financial
Physical
Human Resources
Reputation 
Know-How

Main Output: Pictur...
Financial Resources
Physical
Offices
•  13 Local Offices 
•  Presence in 12 Universities
Assets:
•  Computers 
•  Printers
•  Projectors
Human Resources
HR analysis
Members in front office

52%

Members in back office

48%

Area

% newies 

% oldies

GCDPi

48%...
Human Resources
HR Analysis
Top reasons for people applying to TLP positions: 
1. Personal development
2. Want more respon...
Know-how
Know-How analysis
Area of knowledge

Level (scale 1-3)

GIPi process
GIPo process
GCDPo
GCDPi
Market knowledge
On...
Reputation
What?
GCDPo

GCDPi

GIPo
GIPi

Characteristics
NPS: 40
% of Promoters: 56%

% of Passives: 31%

% of Detractors...
Reputation
Top of mind words associated with AIESEC
Boring; 6
Daring; 21

Fun; 57

Intercultural; 181

Challenging; 154

I...
Reputation
250	
  

200	
  

150	
  

In AIESEC
100	
  

50	
  

0	
  

Outside AIESEC
Boston Box
What?

The Boston Box works to aid portfolio management. The box is a 2x2 matrix with four
quadrants. The axes ...
Boston Box

The size of each
product circle is
according to volume
of XP delivered
Boston Box

The size of each
product circle is
according to the
revenue received
Results Evolution
Exchange Program Results Evolution
250	
  

202
200	
  
174

170

150	
  

132

GIPo
GIPi
GCDPo

100	
  ...
Growth Evolution
Growth Evolution per Exchange program
600,0%	
  

500,0%	
  

400,0%	
  

300,0%	
  

2010 - 2011
2011-20...
Results Evolution
TXP Evolution
1000
900
800
700
600
500
400
300
200
100
0

TMP
TLP

2010

2011

2012

2013
Results Evolution
GCDPi Evolution
60
50
40

2010
2011
2012
2013

30
20
10
0
UM
 FEP
 PC
 AV
 NF
 LX
 XX
 LC
 NV
Results Evolution
GCDPo Evolution
40
35
30
25

2010
2011
2012
2013

20
15
10
5
0
UM
 FEP
 PC
 AV
 NF
 LX
 XX
 LC
 NV
Results Evolution
GIPi Evolution
14
12
10
2010
2011
2012
2013

8
6
4
2
0
UM
 FEP
 PC
 AV
 NF
 LX
 XX
 LC
 NV
Results Evolution
GIPo Evolution
20
18
16
14
12
10
8
6
4
2
0

2010
2011
2012
2013

UM
 FEP
 PC
 AV
 NF
 LX
 XX
 LC
 NV
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Planning for 2015 Analysis

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This is the output of the analysis process of AIESEC in Portugal, part of our planning process.

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Planning for 2015 Analysis

  1. 1. Planning for 2015 Organizational Analysis December 2013
  2. 2. What is the content of this document? •  External Analysis of AIESEC in Portugal and sources of information used; •  Internal Analysis of AIESEC in Portugal resources; •  Results Evolution from the last 4 years
  3. 3. External Analysis PESTL Analysis •  Analyzes 5 different influence factors: –  –  –  –  –  Political Economical Socio-cultural Technological Legal •  Main Output: Top external trends that affect our organization
  4. 4. PESTL
  5. 5. PESTL Sources of information Political Factors •  http://ec.europa.eu/ europe2020/index_pt.htm •  ODCE Annual Report Economical Factors •  •  •  http://ec.europa.eu/europe2020/europe-2020-in-yourcountry/portugal/index_en.htm http://www.ine.pt/xportal/xmain? xpid=INE&xpgid=ine_publicacoes&PUBLICACOESpub_ boui=157543613&PUBLICACOESmodo=2 http://www.bportugal.pt/pt-PT/OBancoeoEurosistema/ ComunicadoseNotasdeInformacao/Paginas/ combp20130326.aspx
  6. 6. PESTL Sources of information Technological Factors •  •  •  •  •  http://arquiteturadeinformacao.com/2011/07/24/o-que-e-ozero-moment-of-truth/ http://www.11changes.com/the-11-changes/educationredefined.html http://www.forbes.com/sites/peterhigh/2013/10/14/gartnertop-10-strategic-technology-trends-for-2014/ http://www.alibabaoglan.com/blog/gartners-technologypredictions-2014-2015-2016/ http://www.baselinemag.com/it-management/ten-tech-trendsthat-will-change-it-in-2013/ Socio-Cultural Factors •  •  •  •  •  •  http://www.sescsp.org.br/online/artigo/ 5648_CRISE+INVERTE+FLUXO+MIGRATORIO#/ tagcloud=lista http://www.ilo.org/global/about-the-ilo/newsroom/ news/WCMS_212848/lang--en/index.htm http://www.11changes.com/the-11-changes/thewar-for-talent.html http://www.slideshare.net/fullscreen/ trendwatching_com/trendwatchingcoms-10crucial-consumer-trends-for-2013/5 http://www.ey.com/Publication/vwLUAssets/ Tracking_global_trends/$FILE/Tracking%20global %20trends.pdf http://www.voluntariado.pt/ preview_documentos.asp?r=1954&m=PDF
  7. 7. External Analysis 5 Forces of Porter •  Analyze what is the influence in the market of 5 different forces: –  –  –  –  –  •  Competitors Rivalry Consumers’ Power Suppliers’ Power Threat of new entrants Threat of substitutes products 3 different industries were analyzed: –  Exchanges for Portuguese Students –  International Interns for Portuguese Companies –  Social Projects with International Volunteers •  Main Output: Attractiveness of each market
  8. 8. 5 Forces of Porter Exchanges for Portuguese Students (OGX)
  9. 9. 5 Forces of Porter Exchanges for Portuguese Students (OGX)
  10. 10. 5 Forces of Porter Exchanges for Portuguese Students (OGX)
  11. 11. 5 Forces of Porter Exchanges for Portuguese Students (OGX)
  12. 12. Exchanges for Portuguese Students (OGX) Since there are not many restrictions or costs associated with this kind of XPs there is high probability to have more organizations working in it Due to the high number of choices available the customers have much power to influence how the market is shaped High number of organizations working with this kind of experiences with high differentiated offer We did not consider suppliers because organization create independently what they offer to students Many substitutes (national internships, academic years abroad) are available with lower prices and/or better financial support conditions
  13. 13. 5 Forces of Porter International Interns for Portuguese Companies (GIPi)
  14. 14. 5 Forces of Porter International Interns for Portuguese Companies (GIPi)
  15. 15. 5 Forces of Porter International Interns for Portuguese Companies (GIPi)
  16. 16. 5 Forces of Porter International Interns for Portuguese Companies (GIPi)
  17. 17. International Interns for Portuguese Companies (GIPi) Customers have a high power of influencing the market since the differentiation of the experience between different organizations is not relevant and they attribute a lot value for quality Besides the importance of brand identification, all other factors contribute to a high level of this threat since there are few restrictions in entering the market Although there is not a high number of competitors, having a low differentiated product makes a fierce competition through price We did not consider suppliers because organization create directly the experience with the final customers Portuguese interns subsidized by the government constitute one our biggest threats
  18. 18. 5 Forces of Porter Social Projects with International Volunteers (GCDPi)
  19. 19. 5 Forces of Porter Social Projects with International Volunteers (GCDPi)
  20. 20. 5 Forces of Porter Social Projects with International Volunteers (GCDPi)
  21. 21. 5 Forces of Porter Social Projects with International Volunteers (GCDPi)
  22. 22. Social Projects with International Volunteers (GCDPi) Having no cost nor legal restrictions in this area, the threat of new entrants is high. What prevents, to some extent, new entrants is the fact that projects are highly differentiated The clients power is not very distinctive, because there is a high differentiation between projects. However, there no relevant costs associated with change and quality play a big role. There are few organizations that work with a similar framework as ours, increasing rivalry, but being a highly differentiated market contributes for a less competitive situation We did not consider suppliers because organization create directly the experience with the final customers There is a vast number of organizations who develop social projects without providing the international component
  23. 23. Market Attractiveness Social Projects with International Volunteers: 1,3 * Exchanges for Portuguese Students: 1,2* International Interns for Portuguese Companies: 0,9* * On a scale from 1 to 5
  24. 24. Internal Analysis MOST Analysis •  Existence, Clarity and Implementation of our Mission, Objectives, Strategies and Tactics Main Output: Are our MOST adequate and impact the organizational performance.
  25. 25. MOST Analysis Mission What? Clarity OUR ESSENCE & PROGRESS" "Peace and fulfillment of humankind's potential" (AIESEC provides its members with an integrated leadership development experience comprised of leadership opportunities, international internships and participation in a global learning environment)" Yes &" Engage and develop every young person in the world." We have clear and defined Mission for the Organization. Communication Organizational Commitment In some cases our mission is confused Our members agree, are committed by the BHAG, mostly in 1st line and very supportive with the Mission." members or 2nd line members less experienced." Some members believe in the mission but don't have it as the main person The information is available online in driver to work in the organization. wikis and documents, inter/national Some members are motivated by conferences and local events." "mastery" - the possibility of developing soft skills/ personal Members who attend international development/ CV. " conferences are more aware. Members who don't attend national conferences A few percentage challenges the have a lower awareness, understanding Mission or, even, don't believe on it. and commitment.
  26. 26. MOST Analysis What? Strategy Objectives At international level we have MoS for 2014 and 2015." TMP 126.000 & 155.000" TLP 42.000 & 52.000" GIP 13.000 & 17.000" GCDP 30.000 & 38.000" Quality NPS" There are no objectives for Quality." Clarity Communication Organizational Commitment The information is available online in wikis and documents, inter/ AIESEC in Portugal is poorly national conferences and local committed with the events." International Objectives. " Measures of Impact " Midterm Ambition Statements:" Yes, by knowing the MoS per year EBs and most experienced 2nd LCs are strongly committed - Our growing physical and virtual reach makes us the most we can plan how much we want to line members are aware of the with local short-term credible and diverse global youth voice." do as well." MoS and Statements but dont objective. - We are recognized across serctors as the first-choice partner for know it by heart. our ability to develop responsible and entrepreneurial." We can also create KPIs and - Our collaborative environment empowers every member to live a milestones or images that high-quality AIESEC experience, creating a cross-generational demonstrate this. Even tough the positive impact on society. MoS achievement should by itself demonstrate the Objectives At national and local level we have MoS only for 13.14. We have achievement goals for Quality Midterm Ambition Statements:" - Our growing physical and virtual reach makes us the most credible and diverse global youth voice." - We are recognized across serctors as the first-choice partner for our ability to develop responsible and entrepreneurial." - Our collaborative environment empowers every member to live a high-quality AIESEC experience, creating a cross-generational positive impact on society. The information is available online in wikis and documents, inter/ national conferences and local There is implementation of events." some of the strategies, but not oriented towards the Most of our membership dont goal achievement of 2015 see it has a strategy to follow even tough they might do it some times.
  27. 27. MOST Analysis What? Clarity Communication Organizational Commitment Tactics Growing Physical and virtual reach" Expanding our Operations" 1. MC/LC expansions" 2. Market penetration" 3. Specilized Units" EwA" 1. Micro experiences" 2. Public Relations" 3. Marketing Our ability to develop responsible and entrepreneurial leadership" Talent Capacity" 1. TMP&TLP driving GIP & GCDP" 2. Integrated XP" Programme Development" 1. Programme Packaging into Sub Products" 2. Programme Innovation Our collaborative environment empowers every member to live a highquality AIESEC XP" Customer XP" 1. CEM Implementation (CLO & CLS)" 2. Fire fighting" 3. Customer-based programme and processes evolution" Collaboration" 1. Team XPs" 2. Internal Collaboration" 3. Internal Supply & Demand for X" 4. External Collaboration Yes. The tactics are very clear. It Our membership is aware of Yes. Not aligned with the states the focus that the these strategies and have strategy from 2015 but as organization should have access to all this information. parts of own local strategy.
  28. 28. Resource Audit Resource Audit •  •  •  •  •  Financial Physical Human Resources Reputation Know-How Main Output: Picture of where the org. stands right now
  29. 29. Financial Resources
  30. 30. Physical Offices •  13 Local Offices •  Presence in 12 Universities Assets: •  Computers •  Printers •  Projectors
  31. 31. Human Resources HR analysis Members in front office 52% Members in back office 48% Area % newies % oldies GCDPi 48% 52% GCDPo 48% 52% GIPi 51% 49% GIPo 56% 44% TM 41% 59% Back office areas: TM 29% Comm/Mkt 29% F 17% ER 21% IM 2% Comm 55% 45% Other (internal conferences) 2% F 52% 48% ER 38% 62% Front office areas: GCDPi 31% GIPi 18% GCDPo 26% GIPo 25% "Age" of oldies 6-12 months
  32. 32. Human Resources HR Analysis Top reasons for people applying to TLP positions: 1. Personal development 2. Want more responsibility 3. Creating own projects Top reasons for people not applying to TLP positions: 1. Not enough time - TL role perceived as something that requires a lot of availability and commitment 2. Lack of confidence/fear of not being good enough (knowledge of the area of organization, leading a team) 3. TL promotion timeline too short, no time to do a good application Pros of our TLP experiences (as seen by TLs) 1.Personal development 2. Developing others 3. Learn about time management Cons of our TLP experiences (as seen by TLs) 1. Fear of failure/pressure 2. Not being able to manage a team well 3. Time management is hard Average # applicants per position opened: 1,1
  33. 33. Know-how Know-How analysis Area of knowledge Level (scale 1-3) GIPi process GIPo process GCDPo GCDPi Market knowledge Online communication 1,7 2,1 2,0 1,8 1,1 1,4 Offline communication 1,7 PR 1,2 Product positioning Member recruitment Members development Backoffice linked to frontoffice Accounting Financial management Legal IM 1,3 1,9 2,2 1,7 2,1 1 1,2 1,3 IT/Business Intelligence 1,3 Sales 1,4 Customer Experience Management (students) 1,5 Customer loyalty for organizations 1,4
  34. 34. Reputation What? GCDPo GCDPi GIPo GIPi Characteristics NPS: 40 % of Promoters: 56% % of Passives: 31% % of Detractors: 13% NPS: 43 % of Promoters: 56% % of Passives: % of Detractors: 18% NPS: 100 % of Promoters: 100% % of Passives: 0% % of Detractors: 0% NPS: 62 % of Promoters: 69% % of Passives: 23% % of Detractors: 8 NPS: 43 TOTAL % of Promoters: 56% % of Passives: 31% % of Detractors: 13%
  35. 35. Reputation Top of mind words associated with AIESEC Boring; 6 Daring; 21 Fun; 57 Intercultural; 181 Challenging; 154 Impactful; 134 Inclusive; 28 Dynamic; 111 Diverse; 60 Practical; 62 Inaccessible; 2 Passive; 4 Theoretical; 11
  36. 36. Reputation 250   200   150   In AIESEC 100   50   0   Outside AIESEC
  37. 37. Boston Box What? The Boston Box works to aid portfolio management. The box is a 2x2 matrix with four quadrants. The axes represent low to high market growth and low to high market share. The quadrants represent the following areas: Dogs These are business units or products that have low relative share and are in unattractive, lowgrowth markets. Cash Cows These are low-growth business units of products that have a relatively high market share. These are mature, successful products that can be sustained without large investment. Stars These are high-growth business units or products with a high percentage of market share. Question Marks These are the business units or products that low market share, but operating in high-growth markets.    
  38. 38. Boston Box The size of each product circle is according to volume of XP delivered
  39. 39. Boston Box The size of each product circle is according to the revenue received
  40. 40. Results Evolution Exchange Program Results Evolution 250   202 200   174 170 150   132 GIPo GIPi GCDPo 100   GCDPi 67 50   36 67 31 27 25 58 64 58 21 10 14 0   2010 2011 2012 2013
  41. 41. Growth Evolution Growth Evolution per Exchange program 600,0%   500,0%   400,0%   300,0%   2010 - 2011 2011-2012 2012-2013 200,0%   100,0%   0,0%   GIPo -­‐100,0%   GIPi GCDPo GCDPi
  42. 42. Results Evolution TXP Evolution 1000 900 800 700 600 500 400 300 200 100 0 TMP TLP 2010 2011 2012 2013
  43. 43. Results Evolution GCDPi Evolution 60 50 40 2010 2011 2012 2013 30 20 10 0 UM FEP PC AV NF LX XX LC NV
  44. 44. Results Evolution GCDPo Evolution 40 35 30 25 2010 2011 2012 2013 20 15 10 5 0 UM FEP PC AV NF LX XX LC NV
  45. 45. Results Evolution GIPi Evolution 14 12 10 2010 2011 2012 2013 8 6 4 2 0 UM FEP PC AV NF LX XX LC NV
  46. 46. Results Evolution GIPo Evolution 20 18 16 14 12 10 8 6 4 2 0 2010 2011 2012 2013 UM FEP PC AV NF LX XX LC NV

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