EXPANSION, SU, What is a SU in Colombia?
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This document discusses Specialized Units (SU) within AIESEC Colombia. It defines an SU as a proactive expansion strategy to provide more leadership development experiences at the local and national level. SUs allow AIESEC Colombia to reach new markets by installing units in new territories or universities. To be considered an SU, the unit must achieve at least 1 traineeship long program, 3 traineeship mid programs, and 10 participants in any AIESEC program. The benefits of SUs include participating in challenges and growth of local committees' leadership development experiences. The document provides guidelines for local committees on evaluating their potential markets and resources for creating a new SU. It notes that one local committee can create as many SUs as it wants
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This document outlines plans to create images of the future for AIESEC in Portugal in 2015. It provides background on AIESEC's past strategic plans from 1999 to 2010 that set ambitious goals and visions. The group will follow a process of individual envisioning, discussions in pairs and groups, and consolidating ideas to develop 3 images of the future for how AIESEC Portugal can achieve the global goals of being a leading global youth voice, first choice partner, and creating cross-generational positive impact by 2015. The document guides participants through visualization, idea sharing, drawing concepts, and selecting a team to finalize the images of the future.
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At the beginning of the new millennium, there were less than 100 million entrepreneurs on the planet. Today, the number is over 400 million, and there are a projected 1 billion entrepreneurs by 2020. The Entrepreneur Movement is the largest global shift in vocation the world has ever seen.
This Entrepreneur Blueprint 2030 is our vision of where we see the next 15 years for Entrepreneurs, and how we can collaborate together to tackle the world's greatest challenges.
Our organization, Entrepreneurs Institute, has a mission to connect and empower entrepreneurs around the world to grow the businesses they run and the impact they have.
Today, we have over 500,000 entrepreneurs from over 100 countries within our network, and we are growing by over 20,000 new entrepreneurs every month.
Join us on the journey: www.geniusu.com
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El documento presenta los resultados de un benchmarking de capital humano realizado por la organización AIESEC el 29 de noviembre de 2012. El benchmarking comparó los datos de AIESEC con los de otras 267 organizaciones de diferentes sectores en Colombia en áreas como selección, remuneración, capacitación y bienestar. El informe contiene tablas con indicadores generales, de gestión, planeación, selección, valoración, desarrollo, bienestar e impacto para realizar el análisis comparativo.
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The document outlines a 4-phase process for planning and aligning an organization's culture:
1) Phase 1 involves conducting a culture audit, crafting a vision and goals, and developing a culture change plan.
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4) Phase 4 involves monitoring performance through benchmarks and targets for customer satisfaction and cultural behaviors to drive continuous improvement.
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The document outlines the training for POT (People of Tomorrow) on AIESEC Colombia's organizational vision and focuses. It discusses six main pillars: 1) organizational development, 2) local development and improvement, 3) general management, 4) growth and performance, 5) organizational understanding (O), 6) organizational understanding (N). Each pillar covers focuses such as leadership development, administrative strengthening, strategic marketing, and external connections. It also outlines AIESEC Colombia's roadmap for 2013 with focuses on talent development, process optimization, LCD strategy, and positioning.
Pot training lcd model.
This document discusses the Greiner Curve theory of organizational development and applies it to AIESEC Colombia's development. It describes five phases of evolution and revolution that organizations go through according to the Greiner Curve: (1) Creativity, (2) Direction, (3) Delegation, (4) Coordination, and (5) Collaboration. For each phase, it provides definitions of the evolution period and crisis/revolution period, as well as focuses for education. It then lists eight focuses for 2013, including leadership development, administrative strengthening, strategic marketing, and external connections.
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Este documento presenta una propuesta de estructura organizacional para comités locales basada en un modelo matricial. Sugiere dividir las áreas funcionales y los procesos/productos en "corners" liderados por VPs. Cada corner se reuniría semanalmente para analizar indicadores, tomar decisiones estratégicas y hacer seguimiento a tareas y participantes. El documento también discute consideraciones como roles claros, coordinadores de soporte, y evaluaciones periódicas para asegurar el buen funcionamiento de esta estructura.
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The document outlines a 4-phase process for planning and aligning an organization's culture: 1) Planning through a culture audit to assess the current culture and identify change champions. 2) Launching the culture transformation with communication and skills development. 3) Embedding the new culture by redesigning systems and processes to support the culture change. 4) Monitoring performance through benchmarks and targets to ensure continuous improvement.
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Telstra, an Australian telecommunications company, underwent a cultural transformation led by the CFO to develop a stronger customer service culture called Value Service Culture (VSC). A 4-phase process was used: 1) Planning, including a culture audit and vision/goals, 2) Transformation through training, communication, and early wins, 3) Embedding the culture in systems and processes, and 4) Monitoring through customer satisfaction surveys and cultural metrics. After 2 years, customer satisfaction improved but not all business units met targets, and cultural surveys found average scores except for empowerment. The transformation generated estimated annual savings of $15 million.
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This document outlines AIESEC in Colombia's roadmap and priorities for 2013. It discusses developing leadership skills, strengthening administrative processes, focusing marketing strategies, and strengthening external connections. The steering team concluded the roadmap should have some flexibility to adapt to changing conditions throughout the year.
2013 leadership behaviours.
The document discusses strengthening a vision of responsible ambition for achieving organizational goals through real actions. It calls for a self-driving network based on maturity, commitment, and coherent decision-making. This network enhances autonomy and accuracy in local decision-making. Responsible leadership is emphasized, with leaders taking action, understanding their environment, and contributing sustainably through role modeling and maturity. Goals include efficiently understanding local needs to achieve mid-term ambitions through clear work focuses and synergies.
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The document outlines the responsibilities of an LLC Leader in AIESEC, which includes managing local strategies and processes to align with national plans, improve quality, and enable activities that accomplish the vision. Specifically, the role involves building and maintaining relationships with alumni to Alumni to Alumni, Alumni to AIESEC, and Alumni to the World. This requires implementing the national alumni strategy locally, measuring alumni impact, and benefiting from knowledge sharing. It stresses the importance of collaboration and being in sync with clear expectations and speaking the same language to work as one team.
4. alumni to aiesec
El documento proporciona información sobre las diferentes formas en que un área de soporte puede apoyar a un comité. Explica brevemente las estrategias de soporte a través de juntas asesoras, auditorías, mentoría, capacitación, coaching, generación de proyectos e intercambios. También destaca la importancia de la comunicación, el seguimiento de metas y la participación de los alumni.
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Este documento describe varias iniciativas para involucrar a los antiguos miembros ("alumni") de una organización, incluyendo charlas informativas organizadas por y para los alumni, un boletín mensual para mantener informada a la red sobre noticias y oportunidades, y citas con empresas donde los alumni trabajan para vincularlas a las campañas de la organización.
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El documento proporciona lineamientos sobre enfoque, estrategias y estándares para mejorar la comunicación, sinergia y trabajo en equipo entre los miembros de la organización Alumni to the World. Se enfoca en estandarizar bases de datos, mejorar canales de comunicación, y replicar proyectos exitosos para aprovechar sinergias y lograr resultados de manera más eficiente.
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This document provides information about a global initiative to raise support for AIESEC's Global Internship Program (GIP) from alumni. It outlines plans to update webpages, implement an online registration system, and launch a social media campaign to connect alumni with internship opportunities at their companies. Alumni are encouraged to spread information about the initiative on their own social media and to inform other alumni about supporting GIP.
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EXPANSION, SU, What is a SU in Colombia?
- 1. :
- 2. 1. Why SU? 2. What is a SU? 3. When should I create an SU? 4. SU Management 5. Contact Information
- 3. s “Our growing physical and virtual reach makes us the most credible and diverse GLOBAL YOUTH VOICE” AIESEC in Colombia is committed with AIESEC 2015 , providing leadership opportunities to more Colombian young people. In 2012, AIESEC in Colombia reach more places around the country and focused their efforts on opening this new entities around the country, 2013 is the time to reach more Universities. Its time for our LCs to get in charge of more and give the opportunity to more students in our own cities and closed ones to experience what AIESEC is able to offer. 2010: 18 Entities 2011: 20 Entities 2012: 30 Entities 2013-1 GOAL 16 LCs 2 Extensions 17 LCs 2 Extensions 1 Observer Group 17 LCs 5 Extensions 7 Interest Groups 1 Observer Group 20 SU
- 4. A Specialized Unit (SU) is a proactive expansion strategy to provide and increase the number of ELD Experiences at Local and National level. SU are an opportunity to reach more markets. We can install a SU at a new territory or at a new University in which we found the opportunity to develop any of our programs. SU must achieve the following minimum results: •1 TLP •3 TMP •10 X (From any of our programs) BENEFITS •Participate on the SU Challenge and be rewarded on LDC Pereira 2013 •LCs ELD Growth • Contribute through the impact to the achievement of our BHAG
- 5. The LC that is interested on create an Operational Unit must be aware to its reality and potential market: 1. POTENTIAL MARKET Is there any Market opportunity where you can achieve the minimums of a SU? • There are any closed towns or cities to your LC without AIESEC Presence? • Do you have some Universities that have not been explored enough? 2. LCs’ REALITY • Financial Sustainability: Is your LC able to finances more operations? • Membership Sustainability : Do you have or can recruit enough people to support SU operations?
- 6. LCVP Expansion SU Leader TM TM TM LC SU SU SU SU HOW MANY SUs CAN LEAD BY ONE LC? MC is responsible to train the LC with the management model as soon it decides to expand. The LC is final responsible for OU, so must be attempt to: Selection Training Planning Development Tracking and Coaching One LC is able to create as many SU as they want taking into account their financial and membership sustainability .
- 8. :