2.1 expansion visit day 2 - opening
•
0 likes•394 views
The document outlines activities for Day 2 of a visit by Udayana from February 27 to March 2. It instructs participants to make a map and play a game where they find 7 similarities they have in common that are not obvious, as well as at least two unique qualities and strengths per person, in order to get to know their team better. It concludes by wishing participants to enjoy Day 2.
Report
Share
Report
Share
Download to read offline
Recommended
3.1. expansion visit day 3 - opening
The document outlines the activities for Day 3 of Udayana's visit from February 27 to March 2. It begins with welcoming everyone to Day 3 and noting that yesterday they discussed making maps, and today they will read maps by playing a survival game where participants are stranded in the desert. They must individually and as a team rank survival items in order of importance and share their survival plans. Questions are also provided to facilitate discussion after the activity. The document encourages everyone to enjoy Day 3.
2.4 expansion visit being an expansion
The document outlines the history of expansion of AIESEC Indonesia from 2009 to the present. It shows the growth over time, with new universities and local committees being added each year. It also explains the different stages of the expansion process: Expansion Applicant, Expansion Initiative, and Official Expansion. Each stage involves different focuses and levels of operations. The document concludes by mentioning that expansion will be included in AIESEC Indonesia's compendium, which is a compilation of the organization's body of knowledge. It also asks if the reader is ready for expansion planning the next day.
Expansion history
From 2009 to the present, the company has expanded by adding new university partners each year. Some of the key university partners added include UI, UB, UD, UA, BDG, SBY, UGM, BN, UPN, PMBS, UNS, UNSRI UNHAS, UNILA, UNUD. The expansion history is documented by year with the universities added each year from 2009 to the present.
10291276 international relation_2
This document discusses international relations partnerships between Binus University and partner institutions in other countries. It provides guidance on how to plan, implement, track, and evaluate international relations partnerships in three main steps:
1. The planning process involves understanding partner institutions' past performance, setting targets for student recruitment and satisfaction, and outlining strategies for communication and delivery of promises.
2. Partnerships are tracked regularly through raising, matching, and marketing timeline updates to monitor progress towards targets.
3. Evaluations assess the marketing process, bottlenecks, fulfillment of minimum promises, key metrics like recruitment and satisfaction scores, and lessons learned for future partnerships.
2.3. expansion visit functional 101
This document provides an overview of the AIESEC organization and its key functions. It discusses AIESEC's strategy, vision, and values. It then describes several core parts of AIESEC, including exchange management, talent management, organizational structure, finance, information management, and understanding organizational image and trends. It also provides details on the Global Citizenship Development Program (GCDP), including how the program works and its benefits. Finally, it discusses talent capacity and recruitment for new initiatives.
Od fund
The document provides information about the Organizational Development Fund (ODF) held by AIESEC Indonesia to support local committee and expansion initiatives. This year, the ODF will only be given to initiatives that provide significant support for AIESEC 2015. The ODF can be used for initiatives in the applicant's term or future terms. Local committees and expansions can apply, and the allocation of funds will be decided by several AIESEC leaders. The application deadline is January 5th, 2014 and successful proposals will be presented at the National Election Conference.
Expanding Our Outreach
The document discusses specialized units (SU) and expansion in AIESEC Indonesia. It provides definitions of SU and expansion, as well as procedures for opening new local committees. Examples are given of current SUs and expansions in Indonesia and other countries. SUs allow for more flexibility in expanding to new areas beyond existing local committees' reach, with a simplified expansion process. The document outlines benefits of the SU model and cases of SUs becoming independent local committees. In conclusion, SUs in AIESEC Indonesia are globally recognized as one way to efficiently expand the organization's operations.
1.4. expansion visit day 1 check out
The document appears to be notes for self-reflection, asking what the person felt before entering the room, how they feel now, and what they still want to achieve for the rest of the conference in 3 short questions.
Recommended
3.1. expansion visit day 3 - opening
The document outlines the activities for Day 3 of Udayana's visit from February 27 to March 2. It begins with welcoming everyone to Day 3 and noting that yesterday they discussed making maps, and today they will read maps by playing a survival game where participants are stranded in the desert. They must individually and as a team rank survival items in order of importance and share their survival plans. Questions are also provided to facilitate discussion after the activity. The document encourages everyone to enjoy Day 3.
2.4 expansion visit being an expansion
The document outlines the history of expansion of AIESEC Indonesia from 2009 to the present. It shows the growth over time, with new universities and local committees being added each year. It also explains the different stages of the expansion process: Expansion Applicant, Expansion Initiative, and Official Expansion. Each stage involves different focuses and levels of operations. The document concludes by mentioning that expansion will be included in AIESEC Indonesia's compendium, which is a compilation of the organization's body of knowledge. It also asks if the reader is ready for expansion planning the next day.
Expansion history
From 2009 to the present, the company has expanded by adding new university partners each year. Some of the key university partners added include UI, UB, UD, UA, BDG, SBY, UGM, BN, UPN, PMBS, UNS, UNSRI UNHAS, UNILA, UNUD. The expansion history is documented by year with the universities added each year from 2009 to the present.
10291276 international relation_2
This document discusses international relations partnerships between Binus University and partner institutions in other countries. It provides guidance on how to plan, implement, track, and evaluate international relations partnerships in three main steps:
1. The planning process involves understanding partner institutions' past performance, setting targets for student recruitment and satisfaction, and outlining strategies for communication and delivery of promises.
2. Partnerships are tracked regularly through raising, matching, and marketing timeline updates to monitor progress towards targets.
3. Evaluations assess the marketing process, bottlenecks, fulfillment of minimum promises, key metrics like recruitment and satisfaction scores, and lessons learned for future partnerships.
2.3. expansion visit functional 101
This document provides an overview of the AIESEC organization and its key functions. It discusses AIESEC's strategy, vision, and values. It then describes several core parts of AIESEC, including exchange management, talent management, organizational structure, finance, information management, and understanding organizational image and trends. It also provides details on the Global Citizenship Development Program (GCDP), including how the program works and its benefits. Finally, it discusses talent capacity and recruitment for new initiatives.
Od fund
The document provides information about the Organizational Development Fund (ODF) held by AIESEC Indonesia to support local committee and expansion initiatives. This year, the ODF will only be given to initiatives that provide significant support for AIESEC 2015. The ODF can be used for initiatives in the applicant's term or future terms. Local committees and expansions can apply, and the allocation of funds will be decided by several AIESEC leaders. The application deadline is January 5th, 2014 and successful proposals will be presented at the National Election Conference.
Expanding Our Outreach
The document discusses specialized units (SU) and expansion in AIESEC Indonesia. It provides definitions of SU and expansion, as well as procedures for opening new local committees. Examples are given of current SUs and expansions in Indonesia and other countries. SUs allow for more flexibility in expanding to new areas beyond existing local committees' reach, with a simplified expansion process. The document outlines benefits of the SU model and cases of SUs becoming independent local committees. In conclusion, SUs in AIESEC Indonesia are globally recognized as one way to efficiently expand the organization's operations.
1.4. expansion visit day 1 check out
The document appears to be notes for self-reflection, asking what the person felt before entering the room, how they feel now, and what they still want to achieve for the rest of the conference in 3 short questions.
3.4. expansion visit day 3 check out
The document discusses a meeting where many topics were discussed. It prompts following up on the discussions and notes that one should write down next steps and actions rather than just notes.
Disbandment report pu
1. AIESEC Expansion PU was disbanded on February 4th, 2014 due to receiving a "D" rating on its internal audit.
2. The audit found issues such as a lack of education, dishonesty/fraud by managers, and inefficient transitions.
3. While Expansion PU had been performing well numerically, internal processes were lacking as discovered by the audit.
4.2. expansion visit your journey so far
This document summarizes Christina Kelman's leadership journey session from March 2nd, 2014. The session focused on reflecting on who the participant has become so far, where they want to go in the future, and experiences that have shaped them. Through a guided visualization to a beach, the participant reflected on childhood dreams, achievements, challenges, and what may be holding them back from pursuing future ambitions. They symbolically bottled their "essence" in a handful of sand to represent their life and potential opportunities. Finally, they considered where AIESEC, represented by the ocean, could fit into their journey going forward.
EndNote: les essentiels
Tell me and I forget
Teach me and my remember
Involve me and I learn (BENJAMIN FRANKLIN
[Expansion] Operational Guideline
This document provides guidelines for training an expansion operation. It outlines the following key steps:
1. Develop an annual expansion plan with targets that is reviewed by the MCVP Expansion and LCVP.
2. Break the annual plan down into specific action steps and project teams for each program. Define which activities the MC and LC Sister teams are responsible for supporting.
3. Deliver targeted training and coaching to the expansion teams shortly before major focus areas and deadlines. Close tracking of expansion progress against the timeline is critical.
4. Conduct monthly evaluations and quarterly visits to help expansions become mature entities and improve their exchange operations over time. Tracking of LCVPs is also important to ensure proper
1Q FY2014 Cardinal Health, Inc. Earnings Conference Call
Cardinal Health reported financial results for the first quarter of fiscal year 2014:
- Revenue decreased 5% to $24.5 billion due to contract expirations, but was partially offset by new customer growth.
- Operating earnings increased 3% to $471 million and the operating margin expanded to 1.92%.
- Non-GAAP earnings from continuing operations increased 35% to $378 million and diluted EPS increased 36% to $1.10.
- The Pharmaceutical segment saw a 7% decline in revenue but an 8% increase in segment profit. The Medical segment reported a 13% revenue increase and 43% growth in segment profit.
- For fiscal year 2014, Cardinal updated its non-GA
Q2 fy14 earnings deck final
Cardinal Health reported financial results for Q2 FY2014 with the following highlights:
- Revenue decreased 12% to $22.2 billion due to the expiration of the Walgreens contract.
- Operating earnings increased 2% to $519 million due to margin expansion in pharmaceutical programs and branded agreements.
- Earnings from continuing operations decreased 9% to $275 million.
- The company updated its FY2014 non-GAAP EPS guidance to $3.75-$3.85, representing year-over-year growth.
[AIESEC Indonesia] National Conference updated
The document discusses renewing the conference cycle and management for AIESEC Indonesia. It proposes holding regional conferences instead of one large national conference, to make management more sustainable as AIESEC grows. Two regions - West and East - would each host conferences for local LCs about every 6 months. Details are provided on conference types, the bidding process LCs must go through to host, and minimum requirements and responsibilities for conference committees and hosting LCs.
1Q FY2014 Cardinal Health, Inc. Earnings Conference Call
Cardinal Health reported financial results for the first quarter of fiscal year 2014. Revenue decreased 5% to $24.5 billion due to contract expirations, but operating earnings increased 3% to $471 million and diluted EPS from continuing operations increased 25% to $0.99. The Pharmaceutical segment saw a 7% revenue decline from contract losses, but an 8% increase in segment profit. The Medical segment reported a 13% revenue increase from the AssuraMed acquisition and 43% higher segment profit. For fiscal year 2014, Cardinal Health expects non-GAAP diluted EPS from continuing operations to be between $3.62 to $3.72.
Credit Suisse Healthcare Conference Presentation
George Barrett, chairman and CEO of Cardinal Health, presented at the 2014 Credit Suisse Healthcare Conference. Cardinal Health focuses on specialty pharmaceuticals, generics, international markets, and healthcare solutions for hospitals. It has grown revenue and earnings consistently through strategic priorities like expanding in generics, specialty biopharma, China, and alternate sites of care. Cardinal Health aims to add value for customers through services and solutions that improve patient care while reducing healthcare costs.
Q1 fy15 earnings presentation final w schedules
- Cardinal Health reported financial results for Q1 FY2015 with total revenue of $24.07 billion, down 2% from the previous year. Operating earnings on a non-GAAP basis were $566 million, up 6% from the previous year.
- The Pharmaceutical segment saw a 3% decline in revenue to $21.2 billion due to the expiration of a contract in the prior year, but segment profit increased 4% to $451 million. The Medical segment grew revenue 5% and segment profit 6%.
- For FY2015, Cardinal Health expects non-GAAP EPS to be in the range of $4.10 to $4.30, up from $3.80 in F
3.2. expansion visit i gcdp 101
The document discusses product packaging and customer flow for an organization providing internship projects. It explores analyzing internal and external factors to understand the market and choose a focus. Potential focuses include providing long-term national projects, local projects, or ad-hoc projects. Example value propositions are outlined for orphanages, schools, and NGOs. The customer flow involves attracting, converting, and delighting customers through understanding, focusing, customizing, and showcasing the product. Key performance indicators and goals are discussed to track progress.
General Transition 1 - Journal
This document outlines the agenda and topics to be covered over 3 days of a leadership transition program. Day 1 focuses on understanding AIESEC's essence and history, as well as the purpose and role of the transitioning leadership team. Day 2 covers the growth paths of various departments including Outgoing Global Corporate Development Partnership, Incoming Global Corporate Development Partnership, and Outgoing Global Internship Partnership. It also addresses the Transition Management and Talent Leadership Programs. Day 3 discusses the growth path of the Incoming Global Internship Partnership department, understanding the transitioning leader's own entity, and how to lead their commission. Each section includes space to reflect on how the topic relates to the participant and action steps they will
J.P. Morgan 33rd Annual Healthcare Conference
This document contains the transcript from George S. Barrett's presentation at the J.P. Morgan Healthcare Conference on January 13, 2015. It discusses Cardinal Health's strategic priorities including growing its specialty pharmaceutical, generic drug sourcing, and international businesses. It also outlines opportunities in health system solutions, alternate sites of care, and the home healthcare market. The presentation notes Cardinal Health's sustained financial performance and future aspirations for metrics like operating margin and earnings growth. It emphasizes the company's focus on key trends in healthcare like increased consumerism, transition to value-based care, and continued innovation.
Histoire des arts : Diapo général
Rappels sur l'organisation de l'épreuve histoire des arts. Proposition de problématiques.
Expansion stages
The document outlines the stages of expansion for an applicant entity: 1) The initiating phase involves researching feasibility and legal requirements; 2) The accelerating phase focuses on defining operational focus, aligning with national initiatives, and establishing finance and IT infrastructure; 3) The developing phase implements planning tools and frameworks to align operations with national goals.
4.1. expansion visit lc simulation
The document outlines a leadership simulation activity where participants take on the roles of a local committee executive board that has to make decisions to address various challenges facing their LC. They are given a series of challenges over 15-minute intervals and must work as a team to come up with solutions. The challenges include making initial strategic decisions as a new EB, developing a message to inspire members, focusing efforts to achieve goals while engaging members, addressing low retention and lack of skills, and reigniting passion to avoid burnout. The activity aims to have participants problem-solve as a team and consider how to effectively lead and motivate members through challenges.
3.3. expansion visit planning 101
This document outlines the planning process for an AIESEC leadership team. It includes sections on defining the team's ambition, leadership goals, drivers, operations, programme focus, LC strategies, functions, and outputs. The sections provide guiding questions to help the team establish their purpose and goals, analyze strengths/weaknesses, prioritize strategies and programmes, and develop an exchange plan, talent capacity plan, marketing plan, and calendar to guide implementation. Templates are included to help document pieces like inner/outer journeys, recruitment strategies, and learning & development plans. The overall document provides a framework to help the AIESEC team engage in strategic planning and translate their ambition into concrete plans and outputs to guide their work.
2.5. expansion visit day 2 check out
The document discusses a meeting where many topics were discussed. It prompts following up on the discussions and notes that one should write down next steps and actions rather than just notes.
More Related Content
Viewers also liked
3.4. expansion visit day 3 check out
The document discusses a meeting where many topics were discussed. It prompts following up on the discussions and notes that one should write down next steps and actions rather than just notes.
Disbandment report pu
1. AIESEC Expansion PU was disbanded on February 4th, 2014 due to receiving a "D" rating on its internal audit.
2. The audit found issues such as a lack of education, dishonesty/fraud by managers, and inefficient transitions.
3. While Expansion PU had been performing well numerically, internal processes were lacking as discovered by the audit.
4.2. expansion visit your journey so far
This document summarizes Christina Kelman's leadership journey session from March 2nd, 2014. The session focused on reflecting on who the participant has become so far, where they want to go in the future, and experiences that have shaped them. Through a guided visualization to a beach, the participant reflected on childhood dreams, achievements, challenges, and what may be holding them back from pursuing future ambitions. They symbolically bottled their "essence" in a handful of sand to represent their life and potential opportunities. Finally, they considered where AIESEC, represented by the ocean, could fit into their journey going forward.
EndNote: les essentiels
Tell me and I forget
Teach me and my remember
Involve me and I learn (BENJAMIN FRANKLIN
[Expansion] Operational Guideline
This document provides guidelines for training an expansion operation. It outlines the following key steps:
1. Develop an annual expansion plan with targets that is reviewed by the MCVP Expansion and LCVP.
2. Break the annual plan down into specific action steps and project teams for each program. Define which activities the MC and LC Sister teams are responsible for supporting.
3. Deliver targeted training and coaching to the expansion teams shortly before major focus areas and deadlines. Close tracking of expansion progress against the timeline is critical.
4. Conduct monthly evaluations and quarterly visits to help expansions become mature entities and improve their exchange operations over time. Tracking of LCVPs is also important to ensure proper
1Q FY2014 Cardinal Health, Inc. Earnings Conference Call
Cardinal Health reported financial results for the first quarter of fiscal year 2014:
- Revenue decreased 5% to $24.5 billion due to contract expirations, but was partially offset by new customer growth.
- Operating earnings increased 3% to $471 million and the operating margin expanded to 1.92%.
- Non-GAAP earnings from continuing operations increased 35% to $378 million and diluted EPS increased 36% to $1.10.
- The Pharmaceutical segment saw a 7% decline in revenue but an 8% increase in segment profit. The Medical segment reported a 13% revenue increase and 43% growth in segment profit.
- For fiscal year 2014, Cardinal updated its non-GA
Q2 fy14 earnings deck final
Cardinal Health reported financial results for Q2 FY2014 with the following highlights:
- Revenue decreased 12% to $22.2 billion due to the expiration of the Walgreens contract.
- Operating earnings increased 2% to $519 million due to margin expansion in pharmaceutical programs and branded agreements.
- Earnings from continuing operations decreased 9% to $275 million.
- The company updated its FY2014 non-GAAP EPS guidance to $3.75-$3.85, representing year-over-year growth.
[AIESEC Indonesia] National Conference updated
The document discusses renewing the conference cycle and management for AIESEC Indonesia. It proposes holding regional conferences instead of one large national conference, to make management more sustainable as AIESEC grows. Two regions - West and East - would each host conferences for local LCs about every 6 months. Details are provided on conference types, the bidding process LCs must go through to host, and minimum requirements and responsibilities for conference committees and hosting LCs.
1Q FY2014 Cardinal Health, Inc. Earnings Conference Call
Cardinal Health reported financial results for the first quarter of fiscal year 2014. Revenue decreased 5% to $24.5 billion due to contract expirations, but operating earnings increased 3% to $471 million and diluted EPS from continuing operations increased 25% to $0.99. The Pharmaceutical segment saw a 7% revenue decline from contract losses, but an 8% increase in segment profit. The Medical segment reported a 13% revenue increase from the AssuraMed acquisition and 43% higher segment profit. For fiscal year 2014, Cardinal Health expects non-GAAP diluted EPS from continuing operations to be between $3.62 to $3.72.
Credit Suisse Healthcare Conference Presentation
George Barrett, chairman and CEO of Cardinal Health, presented at the 2014 Credit Suisse Healthcare Conference. Cardinal Health focuses on specialty pharmaceuticals, generics, international markets, and healthcare solutions for hospitals. It has grown revenue and earnings consistently through strategic priorities like expanding in generics, specialty biopharma, China, and alternate sites of care. Cardinal Health aims to add value for customers through services and solutions that improve patient care while reducing healthcare costs.
Q1 fy15 earnings presentation final w schedules
- Cardinal Health reported financial results for Q1 FY2015 with total revenue of $24.07 billion, down 2% from the previous year. Operating earnings on a non-GAAP basis were $566 million, up 6% from the previous year.
- The Pharmaceutical segment saw a 3% decline in revenue to $21.2 billion due to the expiration of a contract in the prior year, but segment profit increased 4% to $451 million. The Medical segment grew revenue 5% and segment profit 6%.
- For FY2015, Cardinal Health expects non-GAAP EPS to be in the range of $4.10 to $4.30, up from $3.80 in F
3.2. expansion visit i gcdp 101
The document discusses product packaging and customer flow for an organization providing internship projects. It explores analyzing internal and external factors to understand the market and choose a focus. Potential focuses include providing long-term national projects, local projects, or ad-hoc projects. Example value propositions are outlined for orphanages, schools, and NGOs. The customer flow involves attracting, converting, and delighting customers through understanding, focusing, customizing, and showcasing the product. Key performance indicators and goals are discussed to track progress.
General Transition 1 - Journal
This document outlines the agenda and topics to be covered over 3 days of a leadership transition program. Day 1 focuses on understanding AIESEC's essence and history, as well as the purpose and role of the transitioning leadership team. Day 2 covers the growth paths of various departments including Outgoing Global Corporate Development Partnership, Incoming Global Corporate Development Partnership, and Outgoing Global Internship Partnership. It also addresses the Transition Management and Talent Leadership Programs. Day 3 discusses the growth path of the Incoming Global Internship Partnership department, understanding the transitioning leader's own entity, and how to lead their commission. Each section includes space to reflect on how the topic relates to the participant and action steps they will
J.P. Morgan 33rd Annual Healthcare Conference
This document contains the transcript from George S. Barrett's presentation at the J.P. Morgan Healthcare Conference on January 13, 2015. It discusses Cardinal Health's strategic priorities including growing its specialty pharmaceutical, generic drug sourcing, and international businesses. It also outlines opportunities in health system solutions, alternate sites of care, and the home healthcare market. The presentation notes Cardinal Health's sustained financial performance and future aspirations for metrics like operating margin and earnings growth. It emphasizes the company's focus on key trends in healthcare like increased consumerism, transition to value-based care, and continued innovation.
Histoire des arts : Diapo général
Rappels sur l'organisation de l'épreuve histoire des arts. Proposition de problématiques.
Viewers also liked (18)
1Q FY2014 Cardinal Health, Inc. Earnings Conference Call
1Q FY2014 Cardinal Health, Inc. Earnings Conference Call
1Q FY2014 Cardinal Health, Inc. Earnings Conference Call
1Q FY2014 Cardinal Health, Inc. Earnings Conference Call
More from Yuricia Vebrina
Expansion stages
The document outlines the stages of expansion for an applicant entity: 1) The initiating phase involves researching feasibility and legal requirements; 2) The accelerating phase focuses on defining operational focus, aligning with national initiatives, and establishing finance and IT infrastructure; 3) The developing phase implements planning tools and frameworks to align operations with national goals.
4.1. expansion visit lc simulation
The document outlines a leadership simulation activity where participants take on the roles of a local committee executive board that has to make decisions to address various challenges facing their LC. They are given a series of challenges over 15-minute intervals and must work as a team to come up with solutions. The challenges include making initial strategic decisions as a new EB, developing a message to inspire members, focusing efforts to achieve goals while engaging members, addressing low retention and lack of skills, and reigniting passion to avoid burnout. The activity aims to have participants problem-solve as a team and consider how to effectively lead and motivate members through challenges.
3.3. expansion visit planning 101
This document outlines the planning process for an AIESEC leadership team. It includes sections on defining the team's ambition, leadership goals, drivers, operations, programme focus, LC strategies, functions, and outputs. The sections provide guiding questions to help the team establish their purpose and goals, analyze strengths/weaknesses, prioritize strategies and programmes, and develop an exchange plan, talent capacity plan, marketing plan, and calendar to guide implementation. Templates are included to help document pieces like inner/outer journeys, recruitment strategies, and learning & development plans. The overall document provides a framework to help the AIESEC team engage in strategic planning and translate their ambition into concrete plans and outputs to guide their work.
2.5. expansion visit day 2 check out
The document discusses a meeting where many topics were discussed. It prompts following up on the discussions and notes that one should write down next steps and actions rather than just notes.
2.2. expansion visit aiesec 2015
The document discusses AIESEC's goals for 2015. It envisions AIESEC becoming a global youth voice, first choice partner, and having a cross-generational positive impact. To achieve this, AIESEC will focus on growing its physical and virtual reach, developing responsible and entrepreneurial leadership, and providing a collaborative environment and high-quality experiences. It will measure its success based on the number of leadership development experiences delivered and a program quality index. The measures of success are meant to help AIESEC achieve its goal of providing nearly one million leadership development experiences for young people by 2015.
1.2 expansion visit aiesec relevance
This document provides an overview of the different phases and programs within the AIESEC experience. It begins by outlining the engagement phase where newcomers learn about AIESEC. It then describes four main programs: [1] Team Member Program for practical team experience and skills development, [2] Team Leader Program for experience leading others, [3] Global Internship Program for professional development through long-term business projects, and [4] Global Community Development Program for international volunteer experiences creating social impact. The document explains how each program is structured to provide leadership development and networking opportunities on a local, national or global scale.
1.3. Expansion visit leadership in indonesia
This document discusses the leadership of AIESEC chapters in Indonesia and Bali. It provides an overview of an individual's involvement in AIESEC over several years in different leadership roles. It then outlines the structure of AIESEC internationally and in Indonesia. Specific chapters in Indonesia and Bali are mentioned, along with their purposes and goals for expanding programs and improving operations over the coming years. The document encourages the Bali chapter to believe that they can successfully take on new initiatives and impact their community.
1.1 Expansion Visit - Opening
The document outlines an agenda for a multi-day visit and leadership training at Udayana from February 27 to March 2. It introduces the facilitators Christina and Yuri and establishes expectations of respect, punctuality, and getting outside one's comfort zone. Participants are asked to choose two candies representing different topics about themselves, including a memorable experience, something from childhood, something indispensable, something learned recently, and something they do well.
Disbandment report umm
1. AIESEC Expansion UMM was disbanded on February 4th, 2014 due to failing an internal audit with a score of D.
2. The audit found issues with documentation formatting, lack of project tracking, incorrect AIESEC logo color, and weaknesses in financial systems and operations.
3. While UMM showed potential, perspectives from the Membership Subcommittee Board, LC Sister UB, and MCVP Expansion agreed that disbandment was necessary according to the rules given UMM's current lack of readiness and weak operations as evidenced by the audit results.
Disbandment report ipb
1. Expansion IPB was disbanded on October 16, 2013 due to failing an internal audit with a score of E, below the minimum passing score of C.
2. An audit found issues such as a lack of mentoring, inefficient transitions, and no financial statements or controls.
3. Perspectives agreed that IPB had very low performance compared to other expansions and bad operations based on the audit results. A lack of direction in previous terms also impacted IPB.
4. While IPB had potential for programs other than AIESEC's focus on outbound programs, it was considered not relevant. The decision to disband was ultimately respected.
Ogcdp Agendav3
The document outlines the agenda for an OGCDP meeting taking place over two days from 9 AM on January 11th to 5 PM on January 12th. The agenda includes discussions around expansion, target profiling, customer journey mapping, promotion, delivery, off-peak planning, and a simulation exercise. Breaks are scheduled for lunch and prayer between sessions.
National Expansion President Meeting 2014 - Replanning
The agenda outlines meetings and activities over two days for the NEPM conference. On the first day, there will be light consultations and breakfast, followed by discussions of IGIP, OGCDP, leadership, and replanning. The afternoon consists of sessions on expansion, quarterly reviews, learning and development, and changes to compendiums. The second day will cover product packaging, marketing, and HR plans for various projects, along with general replanning discussions and a closing session.
Day 1
The document discusses planning and leadership concepts across multiple sessions. It addresses defining leadership needs, team purpose, goals and strategies. Participants are guided through a planning process to establish ambitions, drivers, operations, functions and outputs to optimize their plan and leadership for the upcoming cycle.
Expansion presentation ppt template
This PPT template outlines the information and structure that AIESEC expansions should include in their presentations to progress from the Expansion Assessment stage to the Early Implementation stage, from Early Implementation to Operational Excellence, and from Operational Excellence to becoming a full member Local Committee. The template provides guidelines on presenting a short history, activities completed, criteria fulfillment at each stage, and strategies for the next stage. It emphasizes keeping presentations concise at 5-8 minutes and notifying the Local Committee Partner of any feedback 5 days before the national conference.
Expansion induction cycle
1. The document outlines different induction programs held by AIESEC for new members and leadership at different stages.
2. The inductions provide information on AIESEC's vision and operations, the expansion process, and functional responsibilities within specific roles.
3. The objectives of the inductions are to introduce AIESEC, build understanding of responsibilities, and set goals for career development within AIESEC.
Newsletter #2
The document provides updates from visits to expansion universities. It summarizes coaching provided to expansion teams and the progress made. Key points include:
- A visit to Universitas Udayana in Bali went well, with coaching provided on marketing and information sessions generating interest from students.
- A visit to Universitas Sriwijaya focused on setting clear agendas, coaching functions, and a LEAD session to empower the expansion team.
- Do's and don'ts of expansion visits emphasize preparation, engaging students directly, and ensuring visits have a clear purpose beyond just traveling.
More from Yuricia Vebrina (16)
National Expansion President Meeting 2014 - Replanning
National Expansion President Meeting 2014 - Replanning
2.1 expansion visit day 2 - opening
- 1. Welcome to Day 2 Udayana Visits: Feb 27 - Mar 2 Day 2
- 2. Let’s make a map!
- 3. Beloved Agenda Manager: Christina Kelman
- 4. Let’s play some game: Unique & Shared! Udayana Visits: Feb 27 - Mar 2 Day 2
- 5. Shared 1. Find 7 similiarities that you have in common 2. It has to be specific, no obvious, dig deeper! Udayana Visits: Feb 27 - Mar 2 Day 2
- 6. Shared 1. Find 7 similiarities that you have in common 2. It has to be specific, no obvious, dig deeper! Unique Find at least two unique qualities & strengths per person. Udayana Visits: Feb 27 - Mar 2 Day 2
- 7. Now you get to know your team even better*! *it’s still awkward though, but we’ll get there :P
- 8. ENJOY DAY 2! Udayana Visits: Feb 27 - Mar 2 Day 2