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AIESEC Business Model

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AIESEC Business Model

  1. 1. AIESEC BUSINESS MODEL AIESEC BUSINESS MODEL GUIS & MASRY steering team | #chilli
  2. 2. WHAT IS A BUSINESS MODEL?
  3. 3. WANNA KNOW MORE?WANNA KNOW MORE? 17 Business Models Shaking Up the Marketplace 6 Companies that succeed changing their BM
  4. 4. *for young people! Young people Participants LDM Inner & Outer Journey TN Takers, Enablers, Learning Partners Platforms Fees & Partnerships Network & Education Digital & Physical
  5. 5. WHAT’S OUR UNIQUE
  6. 6. Kick-start the life-long leadership development journey of young people, by fostering the following 4 qualities: Empowering Others Solution Oriented World Citizen Self-Aware
  7. 7. WHY A LEADERSHIP CENTERED CHANGE THE RULES?
  8. 8. HOW CAN WE ENSURE THAT OUR UNIQUE VALUE PROPOSITION IS CLEAR TO EVERYONE AND DELIVERED IN EVERY ACTIVITY THAT WE DO?
  9. 9. HOW TO DRIVE THIS SHIFT? How great leaders deal with change?
  10. 10. START FROM ..... ENTITY FREQUENCY
  11. 11. MC Engagement Have clear definition of JDs and responsibilities on your MC for BM implementation & progress tracking Define key KPIs for tracking and assign clear responsible MCVP for tracking Make sure that your planning process has clear links to the BM
  12. 12. EY Engagement Gear your R&R towards BM implementation Gear internal communications plan for highlighting relevant success stories and pushing for BM related messages. Embed BM education in the coaching activity for LCPs and/or LCEBs to increase understanding Make sure that is not just a project or just a checklist and processes but also it should have a cultural aspect and plan about how to turn the conversations within the plenary towards BM implementation
  13. 13. CHANNELS Entity control board for standards LCP coaching calls/visits Planning & re-planning conferences Induction & training conferences Online channels for campaigns
  14. 14. FREQUENCY • Helps to understand how far your entity is from ideal state • Helps in making decision about assigning responsibilities for specific MC members regarding the project Define Current level of understanding • To utilize national / regional touch physical points • To also define how your internal communication plan should work to compliment the fixed physical touch points How to use fixed touch points with the plenary • Contineously assess progress of understanding & implementation • Helps you add dynamic aspect to your coaching activity (your communication can become fast; based on need) Follow-up
  15. 15. OPERATIONAL LEVEL! TIERS
  16. 16. How can my entity use the insights from Youth Speak data to make my term plan more relevant externally? How does these insights affect my planning? Out first customer segment is «young people» and what we offer to them should be based on their needs & opinions : that’s the biggest impact of YS on our planning!
  17. 17. How are my LCs currently implementing the BM taking it from concept to on ground reality? What activities are they doing to make this happen? Business Model might be already in the implementation phase : analyze your LCs, spot the activities and plan activities to help them connecting the dots! NETWORK SENSINGNETWORK SENSING
  18. 18. S&S are a fundamental part of the Key activities we are providing to customers (GCDP/GIP) to guarantee I&O Journey and high quality delivery! STANDARDS & SATISFACTION STANDARDS & SATISFACTION What is the current understanding of standards in the plenary? What are the activities I need to do to make sure that standards implementation is aligned with the business model?
  19. 19. Business Model is changing, customer flow is changing, AIESEC is evolving. Did you evolve your LCs structures according to this evolution? STRUCTURESSTRUCTURES What are the needed changes in LCs structures to enable BM on ground implementation? What are the roles that need to be activated and defined, & what roles that should be removed/improved? How can I communicate those structural changes to my plenary in the most effective way possible to be implemented?
  20. 20. Ensure a proper revenue stream can provide you enough resources to invest and make your organization grow wven more! FINANCIAL MANAGEMENT FINANCIAL MANAGEMENT What are the needed changes I need to do in entity’s financial model to enable BM implementation both in MC & LC levels? How can I communicate and manage the change process effectively? How can I track implementation? What are the most suitable tools for my reality?
  21. 21. Education cycle, KPIs and proper usage of channels can lead you to successful implementation and mindset shift! KPIs & KNOWLEDGEKPIs & KNOWLEDGE What are needed changes in my education cycle to enable BM implementation? How can members, MM & EBs become empowered & motivated to implement those changes? What will be my KPIs to track progress? What are the most effective channels to deliver this knowledge to my plenary?
  22. 22. LEAD is the catalyst for delivering our unique value proposition to our customers. Like the standards, it is not an option to implement! LEADLEAD How to align LEAD activities with operational timeline? Who will be the key responsible people on MC level for LEAD implementation? And What is the needed synergy on LC level as well?
  23. 23. EXPA is the platfrom (resource &channel) through which our business model works. Ensuring its complete understanding and usage is the basis for success! SYSTEM USAGESYSTEM USAGE How knowledgeable my plenary about EXPA? What do they still need to know? & How? How to communicate the urgency of fully utilizing EXPA to enable the new customer flows?
  24. 24. All elements are very important, what needs to be ensured is how they are prioritized according to your reality & focuses for next term. Determining priority will also depend on the resources that your entity have currently and on deciding upon which elements can bring biggest result in your term based on the resources and focuses you have.
  25. 25. Standards & team minimums implementation. LEAD delivery in all programs. BD structural evolution Piloting financial model changes for enabling new customer flows Standards and team minimums education cycle and delivery plan. LEAD implementation in at least the key driver program. Reflecting new customer flow in the job descriptions. Adapting financial model to support in OPS & IPS basic delivery. LDM based promotion in the student market 1&2 3&4
  26. 26. INDIA Useful guide for Team Lead ers on how to concretely implement Team Minimums at the local level!
  27. 27. AIESEC in Ukraine -> LEAD for GCDP AIESEC in Russia -> LEAD for GCDP AIESEC Czech Republic -> S&S Tracking & Implementation AIESEC in Italy -> I&O Journey in Team Educcation Cycle AIESEC in Egypt -> LEAD for TLP AIESEC in Romania -> LEAD for TMP / TLP AIESEC in Serbia -> LEAD oGIP / iGCDP CONTACT THEM!
  28. 28. #steeringteam1516

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