This document outlines a vision, justification, and action plan to improve the performance of LC through increased presence, delivery speed, and pipeline sustainability. It proposes focusing on members' learning plans, leveraging collaboration, and improving information management. Milestones would track key performance indicators quarterly. A proposed new LC structure aims to achieve top performance, better transition management through information sharing, recognition as a personal development platform, and widespread presence. Finding suitable KPIs is key to measuring success.

1. Self Introduction

2. How LC could operate at its peak
performance?
Operation
Management
Strategic Tactical

3. Flow of my Presentation
• Vision
• Focuses
• Realities
• Action Plan
• Milestone
• Proposed LC Structures
• Ultimate Goal/Effects

4. Vision Widespread Presence
Personal Development tool

5. Create presence through collaborations & projects
Increase product delivery speed through synergies
Improve pipeline sustainability through I.M
Define member’s learning plan
Partnership, path to successful
exchange management
Fortify financial stability

6. Justification
• Members’ learning plan: Learning & growth
perspective covers the intangible drivers of
future success such as human capital,
organisational capital and information capital
• Presence: collaboration with other
events/activities/org., open events, impact-
lasting projects [PM], virtual outreach [COMM] &
media
• Synergy: See Proposed Structures. Synergy for
EwA, TMP, TLP, GCDP, GIP & LLC

7. • Strong financial reserves: Through exchange
numbers. Tools: “AIESEC Programmes for ALL”
strategy, “1 M, 1 EP” campaign, Alumni,
• IM: represents the synergy between FA to the
rest of the departments. Knowledge
management = good pipeline
• Partnership = securing exchange opportunities
(See “AIESEC Experience Programmes for ALL”
[OGX, NCR] strategy & Sales Cultures [CR] )

9. LC Cultures/Practice

10. Kay-Poh, “My-”, Square Dance, Roll Call culture
Mark-Your-Calendar Habit & Punctuality
Read up at least a self-help book
Weekly VP Meeting (WVPM)
IM: Documentation , File Naming Protocl & SOP
Wednesday Dailies (WD)

11. Something more about…
• Taking leverage on the existing “kay-poh”
culture to instill sense of competitiveness by
displaying departmental
achievements/progress during Episodes
• WD includes excerpt(s) from EB
• “My-” culture attempts to instill sense of
belonging

13. Information Management (I.M)

14. Information Management (I.M)
Documentation
Lesson Learnt
GCP & SOP Case Studies
Track & Review
Effective meeting minutes Google Doc./software
Task Delegation
Knowledge Transfer/Training
Hand-outs Simulation
FA, Syn

15. Phase: EwL
EwL
RD
Open
Events
Collaboration
can take place

16. Member Life-Cycle
RD &
Allocation
Orientation
& Team
Building
Training &
Development
Review &
Appraisal
EwA starts from
here.
Member’s
Learning Plan

17. Personal Learning Plan &
Mentorship

18. Personal Learning Plan: we help
members to define

19. Individual Discovery & Reflection: MLP
• Self-learning, understanding yourself, your personal direction,
challenging personal perspectives. TM helps to devise personal
learning plan. Mobilization of internal talents is encouraged.
Team Experiences: Functional Areas
• Learning how to work and operate in a team, learning how you
work in a team, team management and development.
Learning Circles: Episodes, OPS, Y2B etc
• Facilitated unstructured conversations formed by individuals who
share a common interest in gaining experience, knowledge and
networks in a common topic. They are to build understanding of
the external environment, so topics cannot include AIESEC.

20. Conferences & Seminars: MyLDS, LLDS
• Events where delegates are invited to sit down and learn about
the topic it is focused on from facilitators and speakers either in
AIESEC or externally.
Mentorship: Performance-Coaching and other
• One-on-one relationship between two people, such as EB and
Team Member, meeting each other up twice a month to build
self-awareness, provide guidance on personal direction and
challenge perspective.
Virtual Spaces
• The BOOK, Information Management (Data Pool), respective
functional virtual group, Google doc, myaiesec.net and OTHERS

21. Decision-Making Process
• Why? In a volunteering org., decision must be
processed wisely or else do not touch about
leadership
• How?
• Other Analysis: Business Generation Model,
SWOT Analysis

23. “1 M, 1 EP” campaign
• Reward given to high achievers (among AIESEC
members)

24. Educational Episodes
• ER: Securing Learning partner/inviting Alumni
(a way engage with Alumni)
• COMM: Make this an open event
• TM: Ensure the contents align with the
members’ learning interests

25. Reintegration as strategy to sell
TMP/TLP

26. Other Analysis help decision-making process

27. ‘Firing a Volunteer’ System
~The last resort~

28. Firing Mechanism
• Why? Less highly involved volunteers
undermining the morale of other volunteers
• How?
Expectation
Setting
Investigation Documentation
Exit
Interview
Follow-up

29. Y2B as a Selling Point

30. “AIESEC XP FOR ALL” Strategy
• A partnership management approach to boost
number and improve customer
service/customer relationship

31. Synergy Structure
• Phase EwA: PM-TM-OGX-COMM
• Phase GCDP (outgoing): OGX-COMM-TM
• Phase GIP (outgoing): OGX-COMM-TM
• Phase GCDP (incoming): NCR-COMM-PM
• Phase GIP (incoming): CR-ER-COMM
• Phase TMP: OGX-TM-COMM
• Phase TLP: OGX-TM-COMM
• Phase LLC: ER-TM-COMM

32. COMM
Marketing plans
(Inputs from TM & OGX)
OGX
OGX Planning
(Goals & Timeline)
TM
Talent Planning
(# of Members &
Timeline)
Discussion
Discussion
Discussion

33. Milestone
• Quarter Review:
Q4: July ’12 – Sept ’12
Q3: Oct ’12 – Dec ’12
Q2: Jan ’13 – March ’12
Q1: April ’13 – June ’12
If the previous process that we are using is not
yielding enough positive outcomes, then this
signifies a change is required. KPI as a tool to tell.

34. Quarter Exchange No. No. of ppl
educated/
approached
No. of TMP No . of TLP
Q4
Q3
Q2
Q1

35. Proposed LC Structure

36. LCP
OGX
AIESEC
Experience
Expansion
TM
Learning HR
Alumni
Engagement

37. LCP
ER
Strategic
Initiative
(e.g: Y2B)
Business
Development
MARKETING
& COMM
Internal
COMM
External
COMM
Creative Team
CR

38. LCP
NCR FA
Information
Management
PM
YV Red Ribbons

39. Ultimate Goal/Effect
• LC UM becomes TOP GUN for the term 12/13
• Better Information Management which reinforces
transition pipeline sustainability management:
Shorter learning curves
• LC UM is recognized as a personal development
platform that caters to each unique AIESEC
members: Members retention rate
• Widespread of presence of LC UM: Best COMM

40. Finding suitable KPI is the key =)
• Multifactor Productivity = (Fee x no. of EP) /
(Transport + i-talk card + overhead)
• Power of Volunteer = Energy contributed
Task Completion Time

41. Reference
1. How to Fire Volunteers and Move On by Thomas
W. McKee
http://www.volunteerpower.com/articles/Firing.as
p
2. Singapore @ XP Synergy Booklet
3. Brazil OGX Booklet
4. LC Columbia (TM) official website