AIESEC business model
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Young People Network System provides leadership development opportunities for young people through international internships and volunteer programs. It connects young talent with hosting organizations, generating revenue through program fees. Key resources include its global network of members and EXPA system for program execution. Key activities involve delivering internships and training through the Student and Society (S&S) and Leadership (LEAD) programs with support from funding, PR, and host family partners.
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AIESEC Business Model
This document discusses AIESEC's business model and provides guidance on its implementation. It begins by defining a business model and providing examples of companies that have changed their business models. It then outlines AIESEC's unique value proposition of developing leadership qualities in young people. The document provides several questions and considerations for ensuring AIESEC's value proposition is clear and delivered through all activities. It discusses priority areas for business model implementation including standards, LEAD, structures, financial management, education, and system usage. Specific entities are suggested as examples for implementing different elements. The summary concludes by emphasizing priority setting and sequencing of implementation based on an entity's resources and focuses.
Aiesec culture
AIESEC's culture focuses on togetherness and energy. As a youth-run organization, AIESEC builds energy through togetherness, which is demonstrated through their attitudes and behaviors. This togetherness is what distinguishes AIESEC from other organizations.
Advanced University Relations [AIESEC Training]
Created and Delivered by Sotiris Baratsas.
This was part of the Transition for the new VPs Marketing for 2015-2016 of AIESEC in Greece.
AIESEC Marketing OGX Structures
This document provides guidance on structuring marketing teams for Local Committees (LCs) based on their stage of growth and realization goals. It outlines key responsibilities for LCVPs and marketing team members focused on tasks like branding, communications, and driving specific programs like oGIP and oGCDP. Marketing teams should be sized appropriately based on realization targets and focus on just 1-2 key programs or issues. Data-driven backwards planning is recommended to set sign-up and conversion rate goals needed to achieve targeted realizations.
Inner&Outer Journey
AIESEC focuses on developing leadership through international exchange experiences by providing "inner and outer journeys" for participants. The inner journey involves self-reflection, mentoring, and practice to help participants become self-aware leaders. The outer journey gives participants hands-on leadership experiences through challenges, risks, and systems designed to empower others and find solutions to world problems.
AIESEC structure
AIESEC's organizational structure consists of several levels - AIESEC International oversees regional growth networks, which guide strategy for member committees in different countries. Member committees then oversee local committees based in universities, which implement strategies and plans through their members. This hierarchical structure enables AIESEC to integrate local efforts into a common global vision and track performance across its large, worldwide network.
Synergy, Raising,MOS and OS
This document outlines the organizational structure and initiatives for AIESEC India's Global Cultural Development Programme (GCDP) Outgoing Exchange (OGX) department. The vision is to be the best in the AIESEC network for quality of experiences delivered and number 2 for number of experiences delivered. The purpose is to develop entrepreneurial leaders through international experiences. It proposes organizational structures for local committees involving teams for university relations, delivery, exchange support, international relations, and regions. It also details initiatives for raising, product packaging, partnerships, marketing, training, and an information hub.
Job descriptions aiesec in Turkey 2015:2016
This document contains job descriptions for various roles within AIESEC in Turkey for 2015/2016. It includes descriptions for the Executive Board role, the Local Committee Vice President role, the Team Leader role, and functional roles including Local Committee Vice Presidents for Incoming Global Cultural and Professional Development, Incoming Global Internship Program, Outgoing Global Cultural and Professional Development/Outgoing Global Internship Program, Business Development, and Marketing. The job descriptions outline the key responsibilities, competencies, and key performance indicators for each role.
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AIESEC Business Model
This document discusses AIESEC's business model and provides guidance on its implementation. It begins by defining a business model and providing examples of companies that have changed their business models. It then outlines AIESEC's unique value proposition of developing leadership qualities in young people. The document provides several questions and considerations for ensuring AIESEC's value proposition is clear and delivered through all activities. It discusses priority areas for business model implementation including standards, LEAD, structures, financial management, education, and system usage. Specific entities are suggested as examples for implementing different elements. The summary concludes by emphasizing priority setting and sequencing of implementation based on an entity's resources and focuses.
Aiesec culture
AIESEC's culture focuses on togetherness and energy. As a youth-run organization, AIESEC builds energy through togetherness, which is demonstrated through their attitudes and behaviors. This togetherness is what distinguishes AIESEC from other organizations.
Advanced University Relations [AIESEC Training]
Created and Delivered by Sotiris Baratsas.
This was part of the Transition for the new VPs Marketing for 2015-2016 of AIESEC in Greece.
AIESEC Marketing OGX Structures
This document provides guidance on structuring marketing teams for Local Committees (LCs) based on their stage of growth and realization goals. It outlines key responsibilities for LCVPs and marketing team members focused on tasks like branding, communications, and driving specific programs like oGIP and oGCDP. Marketing teams should be sized appropriately based on realization targets and focus on just 1-2 key programs or issues. Data-driven backwards planning is recommended to set sign-up and conversion rate goals needed to achieve targeted realizations.
Inner&Outer Journey
AIESEC focuses on developing leadership through international exchange experiences by providing "inner and outer journeys" for participants. The inner journey involves self-reflection, mentoring, and practice to help participants become self-aware leaders. The outer journey gives participants hands-on leadership experiences through challenges, risks, and systems designed to empower others and find solutions to world problems.
AIESEC structure
AIESEC's organizational structure consists of several levels - AIESEC International oversees regional growth networks, which guide strategy for member committees in different countries. Member committees then oversee local committees based in universities, which implement strategies and plans through their members. This hierarchical structure enables AIESEC to integrate local efforts into a common global vision and track performance across its large, worldwide network.
Synergy, Raising,MOS and OS
This document outlines the organizational structure and initiatives for AIESEC India's Global Cultural Development Programme (GCDP) Outgoing Exchange (OGX) department. The vision is to be the best in the AIESEC network for quality of experiences delivered and number 2 for number of experiences delivered. The purpose is to develop entrepreneurial leaders through international experiences. It proposes organizational structures for local committees involving teams for university relations, delivery, exchange support, international relations, and regions. It also details initiatives for raising, product packaging, partnerships, marketing, training, and an information hub.
Job descriptions aiesec in Turkey 2015:2016
This document contains job descriptions for various roles within AIESEC in Turkey for 2015/2016. It includes descriptions for the Executive Board role, the Local Committee Vice President role, the Team Leader role, and functional roles including Local Committee Vice Presidents for Incoming Global Cultural and Professional Development, Incoming Global Internship Program, Outgoing Global Cultural and Professional Development/Outgoing Global Internship Program, Business Development, and Marketing. The job descriptions outline the key responsibilities, competencies, and key performance indicators for each role.
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Role of Talent Management
The document discusses the role of talent management in an organization. It states that people decisions are the ultimate control an organization has. The key roles of talent management are to make decisions around getting the right people, keeping them, and developing them. It emphasizes measuring success through both lag measures like retention rates and lead measures that can influence lag measures, like whether team members feel appreciated. The document provides examples of lead and lag measures and stresses the importance of tracking lead measures over time to improve lag measures. It concludes by listing many areas of knowledge important for talent management and posing frequently asked questions.
Answered application questionnaire
Thomas Carlyle said "Our grand business is not to see what lies dimly at a distance, but to what lies clearly at hand". This document is Stephen Adomako's application to be the Managing Country President of AIESEC in Ghana. It outlines his 4 years of experience in AIESEC including various leadership roles. It also analyzes the strengths, weaknesses, opportunities and threats for different AIESEC programs, and discusses the organization's achievements over the past 3 terms.
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The document discusses AIESEC's brand experience, which is defined as the experience AIESEC wants its stakeholders (members, supporters, enablers) to have when interacting with the organization. It outlines the brand experience's key elements, including competitors, target audiences, physical manifestations, benefits, values, differentiator, and essence. It also provides a filter tool for assessing how aligned activities and messages are to the defined brand experience.
Membership criteria
The document outlines membership criteria and procedures for an organization called People Management Center.
The membership criteria include minimum requirements that must be fulfilled to be considered an active member, such as being a university student between 18-30 years old, participating in a selection process, signing a volunteer term, and meeting attendance requirements.
If a member does not fulfill the criteria, they will go through an "alignment phase" to understand the importance of fulfillment and propose an educational plan to help the member improve. If the member still does not meet the criteria or follow the development plan, they may be disengaged from the organization.
Team Standards - Building : Personal Goal Setting
Personal Goal Setting involves setting individual goals and action plans for team members. It includes clarifying roles and responsibilities, setting personal development goals, and creating an individual action plan. Regular tracking of goals and performance is important through one-on-one meetings and team meetings. The process of personal goal setting helps team members stay focused on their goals and accountable for their performance and development.
Aiesec 2015 & mos
This document outlines several programs offered by AIESEC, an international student organization, including their goals for 2015. It discusses the Global Internship Program (GIP), Global Cultural Development Program (GCDP), Team Member Program (TMP), and Team Leader Program (TLP). The key recommended changes for 2015 implementation are to increase customer understanding, ensure sustainable and legal operations, and capitalize on the local market. Priorities for 2015 include legal compliance for GIP, financial sustainability for GCDP, and focusing resources on differentiating GIP and GCDP.
The AIESEC Experience
AIESEC provides global leadership experiences to develop peace and fulfill humanity's potential. It uses an experience called Engagement with AIESEC to spark interest in young people to develop themselves and contribute to a better world. Experiential Leadership Development enables learning from practical experiences in challenging environments. Finally, Life Long Connection embodies leadership in everyday life for those who participate in AIESEC's programs. Over 1.82 billion people have been part of the AIESEC experience globally.
GET: Induction Guideline
The document provides guidance for onboarding new members within their first 10 days. It emphasizes the shared responsibility of talent management and team leaders to ensure new members feel welcomed and gain clarity on why they joined, where they belong, and what their responsibilities are. The team leader checklist outlines key activities for the first 10 days like having lunch to get to know the new member, giving them real work, connecting them with a peer buddy, and helping them build their social network. The document also discusses considering members' expectations, retention factors, and involving other roles to make the onboarding process successful.
Leadership Development Model (LDM)
AIESEC's leadership development model focuses on creating world citizens who are self-aware, able to empower others, and solution-oriented. The model delivers an inner and outer journey through AIESEC's Experiential Learning and Development program to develop leaders. It cultivates leaders who believe in their ability to make a difference in the world, are interested in world issues, and enjoy taking responsibility for improving the world.
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This document provides guidance on establishing LC-LC partnerships within AIESEC. It recommends that partnerships have long-term agreements with measurable goals for mutual benefit and purpose. Partnerships aim to deliver more powerful exchange experiences and make the process faster and easier. The MC's role is to educate LCs, especially larger ones, on building partnerships and aligning with national partnerships. When establishing a partnership, LCs should analyze supply and demand, approach target LCs, finalize agreements, operate with follow-ups, and review results. Guidance is provided on each step and considerations like timelines, requirements and logistics. Resources for the Canada and Philippines partnerships are also included.
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This document discusses plans for Outbound Preparation Seminars (OPS) for Exchange Participants (EPs) in AIESEC. It suggests holding OPS to better prepare EPs for cultural differences abroad, help match them to internships, and introduce them to AIESEC culture. Sample agenda outlines are provided for half, full and multi-day OPS. Logistics, activities and tips for facilitators are discussed to ensure EPs are well informed and supported before their exchanges.
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This document provides an overview of the Talent Education process within AIESEC and outlines the objectives and content of a Learning and Education Circle (LEC) framework. The LEC is designed to increase members' skills and knowledge through various learning environments like conferences, mentoring, team experiences, and learning circles. It includes education on areas like AIESEC knowledge, skills development, functional processes, and strategic knowledge tailored to members' roles and experience levels. The LEC aims to improve member retention, increase knowledge, engage externals for training, and decrease time to proficiency within AIESEC roles.
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This document contains definitions of common abbreviations and terms used within AIESEC, the international student organization. It includes abbreviations for things like types of internships (DT, ET, MT, TT), roles within the organization (LCP, MCP), programs (GIP, GEP, Y2B), and statuses (AVAILABLE, MATCHED, REALIZED). Meeting and event types are also defined (LC-meeting, OPS, IC). The document categorizes the terms alphabetically to serve as a reference guide for AIESEC members.
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The document discusses "The AIESEC Way", which is both the manner and path that AIESEC aims to positively impact society. The AIESEC Way provides leadership opportunities, international internships, and participation in a global learning environment to enable young people to discover and develop their potential. It is comprised of values like activating leadership, enjoying participation, striving for excellence, and demonstrating integrity. The AIESEC Way is AIESEC's unique approach to empowering youth and fulfilling humanity's potential through peace.
Aiesec history
AIESEC began in 1946 in Belgium and has since grown to be active in over 100 countries. Over its 60+ year history, it has exchanged over 350,000 students through internship programs. In the early years, exchanges were organized manually through forms at annual congresses, while today matching is done online. AIESEC has also expanded its mission beyond Europe to include countries on all inhabited continents and behind the Iron Curtain.
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AIESEC History
After World War 2 left Europe in ruins, with 55 million deaths and hatred between nations, students from 8 countries met in Paris in 1946 to begin organizing an exchange program. They formally established AIESEC at a meeting in Stockholm in 1948 with the goal of promoting tolerance through international exchanges. Starting with 7 countries and 250 members, AIESEC grew steadily over the following decades, spreading to all continents and facilitating thousands of internships annually by the 1960s. It continued expanding its global reach and member programs over subsequent decades, reaching 90 countries and over 20,000 members by 2005.
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AIESEC Talent Management Kit: Managing My Talent
First step to ensure that you are running your organizations right: you DO manage and develop your talent. Here is how! :)
Role of Talent Management
The document discusses the role of talent management in an organization. It states that people decisions are the ultimate control an organization has. The key roles of talent management are to make decisions around getting the right people, keeping them, and developing them. It emphasizes measuring success through both lag measures like retention rates and lead measures that can influence lag measures, like whether team members feel appreciated. The document provides examples of lead and lag measures and stresses the importance of tracking lead measures over time to improve lag measures. It concludes by listing many areas of knowledge important for talent management and posing frequently asked questions.
Answered application questionnaire
Thomas Carlyle said "Our grand business is not to see what lies dimly at a distance, but to what lies clearly at hand". This document is Stephen Adomako's application to be the Managing Country President of AIESEC in Ghana. It outlines his 4 years of experience in AIESEC including various leadership roles. It also analyzes the strengths, weaknesses, opportunities and threats for different AIESEC programs, and discusses the organization's achievements over the past 3 terms.
Aiesec brand elements (1)
The document discusses AIESEC's brand experience, which is defined as the experience AIESEC wants its stakeholders (members, supporters, enablers) to have when interacting with the organization. It outlines the brand experience's key elements, including competitors, target audiences, physical manifestations, benefits, values, differentiator, and essence. It also provides a filter tool for assessing how aligned activities and messages are to the defined brand experience.
Membership criteria
The document outlines membership criteria and procedures for an organization called People Management Center.
The membership criteria include minimum requirements that must be fulfilled to be considered an active member, such as being a university student between 18-30 years old, participating in a selection process, signing a volunteer term, and meeting attendance requirements.
If a member does not fulfill the criteria, they will go through an "alignment phase" to understand the importance of fulfillment and propose an educational plan to help the member improve. If the member still does not meet the criteria or follow the development plan, they may be disengaged from the organization.
Team Standards - Building : Personal Goal Setting
Personal Goal Setting involves setting individual goals and action plans for team members. It includes clarifying roles and responsibilities, setting personal development goals, and creating an individual action plan. Regular tracking of goals and performance is important through one-on-one meetings and team meetings. The process of personal goal setting helps team members stay focused on their goals and accountable for their performance and development.
Aiesec 2015 & mos
This document outlines several programs offered by AIESEC, an international student organization, including their goals for 2015. It discusses the Global Internship Program (GIP), Global Cultural Development Program (GCDP), Team Member Program (TMP), and Team Leader Program (TLP). The key recommended changes for 2015 implementation are to increase customer understanding, ensure sustainable and legal operations, and capitalize on the local market. Priorities for 2015 include legal compliance for GIP, financial sustainability for GCDP, and focusing resources on differentiating GIP and GCDP.
The AIESEC Experience
AIESEC provides global leadership experiences to develop peace and fulfill humanity's potential. It uses an experience called Engagement with AIESEC to spark interest in young people to develop themselves and contribute to a better world. Experiential Leadership Development enables learning from practical experiences in challenging environments. Finally, Life Long Connection embodies leadership in everyday life for those who participate in AIESEC's programs. Over 1.82 billion people have been part of the AIESEC experience globally.
GET: Induction Guideline
The document provides guidance for onboarding new members within their first 10 days. It emphasizes the shared responsibility of talent management and team leaders to ensure new members feel welcomed and gain clarity on why they joined, where they belong, and what their responsibilities are. The team leader checklist outlines key activities for the first 10 days like having lunch to get to know the new member, giving them real work, connecting them with a peer buddy, and helping them build their social network. The document also discusses considering members' expectations, retention factors, and involving other roles to make the onboarding process successful.
Leadership Development Model (LDM)
AIESEC's leadership development model focuses on creating world citizens who are self-aware, able to empower others, and solution-oriented. The model delivers an inner and outer journey through AIESEC's Experiential Learning and Development program to develop leaders. It cultivates leaders who believe in their ability to make a difference in the world, are interested in world issues, and enjoy taking responsibility for improving the world.
How to build lc lc partnerships o-gcdp tier1
This document provides guidance on establishing LC-LC partnerships within AIESEC. It recommends that partnerships have long-term agreements with measurable goals for mutual benefit and purpose. Partnerships aim to deliver more powerful exchange experiences and make the process faster and easier. The MC's role is to educate LCs, especially larger ones, on building partnerships and aligning with national partnerships. When establishing a partnership, LCs should analyze supply and demand, approach target LCs, finalize agreements, operate with follow-ups, and review results. Guidance is provided on each step and considerations like timelines, requirements and logistics. Resources for the Canada and Philippines partnerships are also included.
Outgoing preparation seminar (ops) ppt
This document discusses plans for Outbound Preparation Seminars (OPS) for Exchange Participants (EPs) in AIESEC. It suggests holding OPS to better prepare EPs for cultural differences abroad, help match them to internships, and introduce them to AIESEC culture. Sample agenda outlines are provided for half, full and multi-day OPS. Logistics, activities and tips for facilitators are discussed to ensure EPs are well informed and supported before their exchanges.
AIESEC Academy | Talent Education
This document provides an overview of the Talent Education process within AIESEC and outlines the objectives and content of a Learning and Education Circle (LEC) framework. The LEC is designed to increase members' skills and knowledge through various learning environments like conferences, mentoring, team experiences, and learning circles. It includes education on areas like AIESEC knowledge, skills development, functional processes, and strategic knowledge tailored to members' roles and experience levels. The LEC aims to improve member retention, increase knowledge, engage externals for training, and decrease time to proficiency within AIESEC roles.
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AIESEC Dictionary
This document contains definitions of common abbreviations and terms used within AIESEC, the international student organization. It includes abbreviations for things like types of internships (DT, ET, MT, TT), roles within the organization (LCP, MCP), programs (GIP, GEP, Y2B), and statuses (AVAILABLE, MATCHED, REALIZED). Meeting and event types are also defined (LC-meeting, OPS, IC). The document categorizes the terms alphabetically to serve as a reference guide for AIESEC members.
1. AIESEC: The AIESEC Way
The document discusses "The AIESEC Way", which is both the manner and path that AIESEC aims to positively impact society. The AIESEC Way provides leadership opportunities, international internships, and participation in a global learning environment to enable young people to discover and develop their potential. It is comprised of values like activating leadership, enjoying participation, striving for excellence, and demonstrating integrity. The AIESEC Way is AIESEC's unique approach to empowering youth and fulfilling humanity's potential through peace.
Aiesec history
AIESEC began in 1946 in Belgium and has since grown to be active in over 100 countries. Over its 60+ year history, it has exchanged over 350,000 students through internship programs. In the early years, exchanges were organized manually through forms at annual congresses, while today matching is done online. AIESEC has also expanded its mission beyond Europe to include countries on all inhabited continents and behind the Iron Curtain.
AIESEC - Strategic Planning
This document provides an overview of strategic planning for AIESEC Queen's Local Committee. It discusses the importance of developing a strategic plan and outlines the key components, including developing a mission and vision, conducting an environmental assessment through a SWOT analysis, establishing objectives and goals using an OGSM framework, creating an action plan and timeline, and implementing the plan. An example OGSM for QSAA is provided. The document aims to guide AIESEC Queen's in creating its own strategic plan to focus its efforts and ensure effective use of resources to fulfill its mission over the short and long term.
AIESEC History
After World War 2 left Europe in ruins, with 55 million deaths and hatred between nations, students from 8 countries met in Paris in 1946 to begin organizing an exchange program. They formally established AIESEC at a meeting in Stockholm in 1948 with the goal of promoting tolerance through international exchanges. Starting with 7 countries and 250 members, AIESEC grew steadily over the following decades, spreading to all continents and facilitating thousands of internships annually by the 1960s. It continued expanding its global reach and member programs over subsequent decades, reaching 90 countries and over 20,000 members by 2005.
AIESEC Academy | OPS Agenda
The document outlines the objectives and agenda for a one-day OPS (Onboarding and Pre-Selection) event. The objectives are to learn about the perfect OC (Onboarding Coordinator) for OPS and the types of sessions that should be delivered. It then provides details on the mentor, planning considerations, budget, and synergy. The agenda includes introductory, informational, and preparatory sessions on topics such as AIESEC history, the internship process, cultural adjustment, and a returnee sharing their experience. Participants are reminded to obtain their OPS certification upon completion.
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AIESEC business model
- 1. Young People Network System Program Fees Cost of running operations SecretariatInfrastructure Opportunity to Develop Leadership Hosting Organisations Programs’ Participants Opportunities’ Providers Partnership Revenues Source Young Talents Enable Leadership Development in Youth Virtual & Physical Channels for Young People Virtual & Physical Channels for Organisations S&S and LEAD execution Account Delivery Funding Partners PR/ER Partners LEAD Partners Host Families
- 2. 1. Customer Segments: young people (we place our confidence in YOUTH as the key to unlock a better future) and hosting organisations (which open opportunities for our exchange participants). 2. Value Proposition: 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. For hosting organisations it is the source of young talents and the possibility to enable youth leadership development. 3. Channels: virtual and physical channels for young people (opportunity portal, website, social media, on-ground/offline, word-of-mouth); virtual and physical channels for hosting organisations (company opportunity portal, online marketing, direct sales and referrals, forums and PR). 4. Customer Relationships: our programs’ participants and hosting organisations go through a specific customer flow composed of 4 phases (attraction, consideration, value delivery, community). 5. Revenue Streams: we get revenues through program fees and partnerships, and we distribute them according to our financial models. 6. Key Resources: our network (members, structures) and our system (EXPA) are our main resources to execute our key activities. 7. Key Activities: the execution of S&S and LEAD. 8. Key Partnerships: we partner with other organisations/stakeholders to deliver our value proposition. 9. Cost Structure: the costs to run AIESEC properly (included in our budgets). Together these elements provide a pretty coherent view of AIESEC’s business drivers.