1. The document outlines the objectives and flow of an ILM Strategic Meeting to understand the stakeholders involved in ILMs, including the conference committee, hosting entity, AIBD team, agenda manager, project manager, global partners, and delegates. 2. It identifies the key roles, interests, investments, revenues, and characteristics of each stakeholder. The conference committee is responsible for organizing the ILM and fulfilling various logistical needs. The hosting entity provides local support and recruits for the conference committee. AIBD ensures delivery of services to global partners. The agenda manager and project manager coordinate content and logistics between the AI team and conference committee. 3. Global partners invest in conferences for branding and talent

1. Understanding the ILM Business
ILM Strategic meeting
28th April to 1st May, Rotterdam

2. Objectives
 Understand the stakeholders involved
 Understand what it means for AI to engage with the
network and to drive towards midterm ambitions
 Understand the AI BD involvement and what it means for
AIESEC’s Global sustainability
 Understand the different connections between CC,
Plenary, AI in terms of cost sharing and revenue
generation

3. Session Flow
• Identify Stakeholders
• Get inputs from Stakeholders
– PR, Project Manager, Agenda Manager, BD/Global Partners
– MCPs/Delegates
– CC
– Host Entity
• Financial Overview: Plenary, CC, AI
• BD Financial Ecosystem – target, where money comes from,
connection to ILMs
• Stakeholder Mapping
• Draw connections
– Example: CC is delivery capacity for BD, but no revenue source from BD
– What are the connection points and who is dependent on what?
• Does financial sharing of costs reflect stakeholder map?
– What is funded by AI/plenary
– What is exact meaning/logic behind?
– Where is the responsibility of the CC for providing the space?

4. IPM “Stakeholders”
Internal External

5. IPM “Stakeholders”
Internal
• MCP currents
• MCP elects
• AI
• CC
• Agenda Manager
• Project Manager
• CEEDers
• Chair(s)
• International Control Board
(ICB)
• Finance & Legal Board (FLB)
• Internal Auditors
External
• Global Partners
– Senior HR/CEOs
– Global Coordinators
• AI Supervisory Group
• External Facilitators
• Y2B Guests
– Speakers, Panelists,
Moderators
• Invited Special Guests
• Sponsors

6. Financial Overview

7. BD Ecosystem
• Engagement Points
– Partnership Launches
– Y2B
– Partners Dinner
– Partners Lounge
• Costs
– CC: domestic transportation, venue costs
– AI: investments into Y2B delivery
– Partners: Partners dinner, travel to conference, accommodation,
special logistics

8. AI Agenda Manager
 Responsible for content of the conference
 Creates agenda and session objectives
 Coordinates content creation within AI team
 Collects needs of sessions and overall needs
 Designs atmosphere and flow for delegates
 Appointed in late December
 First agenda draft by end of January (after AI Re-
planning)

9. AI Project Manager
 Logistics responsible for AI team
 Works with Agenda Manager for session logistics
 Works with BD team for Partner Delivery logistics (Y2B and
partnership launches)
 Connection point between AI and CC
 Collects all information and needs from AI  communicates
to CC
 Agrees on final task execution and implementation with CC
 Appointed in end of December
 Once selected, is the main contact with the CC for specifics
 (AI Conference Responsibles VP F/VP BD are responsible for
communication Project Manager is selected)

10. Stakeholders involved in ILMs
1. Conference Committee
Role:
1. Organizing the ILM from all perspectives.
2. Delegate support to the ILM.
3. Selling to Partners.
4. Fulfilling AI needs/BD.
5. Ensuring logistics support to make ILM happen.
6. Working with project managers for logistical needs.
Main Interests:
1. Delegate Satisfaction.
2. Profit.
3. Good positioning for conference.
4. Great team/member experience.
5. Fulfilling AI objectives for the ILM.
Main Investments:
1. Time: 2 years preparation.
2. HR: 1 CCP – 2 years.
8 CCVPs (approx.) – 1.5 year – 2 years.
10-12 TLs (approx.) – 1 year.
20-40 Teamsters – ½ year.
3. Finances: Flight tickets, transportation,
operational costs, personal investments, AI access, AI
flights, special events, IM equipment, special quests, CC
access, logistics.
Main Revenues:
1. Delegate fees
2. Partners (Day 0, special events, Y2B)
3. MC/LC Support
4. Government
5. Side events
6. Parties
7. Merchandise
Other key characteristics:
- Bad transition
- Lack of understanding of the reality
- No clear communication with AI

11. 2. Hosting Entity/MC
Role:
- Recruiting CCP.
- Enrolment in CCVP recruitment.
- Getting local talents to CC.
- Governing CC performance.
- Representing CC in global plenary/reporting.
- Supervisory Group management.
- Government Relations representation.
- Sales support.
Main interests:
- Revenue generation.
- Public Relations in the student market.
- Public Relations in corporate market.
- Positioning in the network (AIESEC).
- Contribution to global plenary.
Main investments:
- HR: Sacrificing best talents to conference management,
MC responsible on the conference.
- Finance: Initial investment, strategic reserves, salaries,
accommodation, CC office.
- Time: 2 years, transition across CCs, reporting to
plenary/nationally-globally.
Other key characteristics:
-Lack of Framework of accountability between CC and MC.
3. AIBD
Role:
- Ensuring the delivery of all the services to global partners
during conferences.
- External Representation.
- External Satisfaction.
Main interests:
- Satisfaction of global partners.
- Future partners satisfaction.
- Delegate satisfaction.
Main revenues:
- Partners launches.
- Partners lounges.
- Y2B.
- Dinners.
- Co-sales.
Main Investments:
- BD team travel and accommodation expenses.
- Materials needed for the delivery (“Y2B, launces).
- Time to deliver partnerships and coaching to C.C.
- Partners’ expenses during ILMs, speakers, etc.
Other key characteristics:
- Invite new guests that can be possible new partners.
- Work in the external representation with AIVP PR.
- Lack of clarity of the role in delivery of global partners
between CCER and AIBD Team.

12. 4. Agenda Manager
Roles:
That the objectives of ILM are met.
Main interests:
- Agenda delivery.
- Delegates satisfaction and participation.
Main investments:
- HR: FACIs, CEEDers, Support from OC.
- Time: Full time on site (20 days)
- Finance: CEEDer experience, extra logisticcs, IT.
Main Revenue:
- CC Budget 1000-3000 euro.
- ILM Fund for extra logistics.
Other key characteristics:
- Dependent on CC HR .
- Too long decision making on session logistics
(Agenda Manager, Project Manager, CCP…).
- No clear HR CC allocation to make the
communication efficient.
- No alignment with Day 0 (Context or content).
5. Project Manager
Role:
- Connect AI team and the CC in terms of logistical
needs to deliver content.
- Ensure AI has all the requirements fulfilled to deliver
desired content.
Main interests:
- CC fulfills the logistical demands of AI.
- CC flexibility when it comes to making requests.
- AI has everything they need to deliver.
Main investments:
- 50% or more of working time 1 month before the ILM
with increasing tendency.
- 100% working time from day -10 until the end of the
conference.
Other key characteristics:
- Unclear JD division.
- Selected very last minute.
- Struggling with understanding and clear JD division of
the CC.

13. 6. Global Partners
Role:
- To represent the company, promote the services that they
offer to youth and brand, exchange opportunities with
them, recruit youth talent and brand.
Main investments:
- HR: CEO or relevant manager + GC + local manager.
- Time: 1 months before to prepare launch + conference days.
- Money: Travel cost, sponsorship cost, extra cost (give-aways,
special requests), accommodation.
Main interests:
- Branding.
- Motivate youth to apply for X opportunities with them to
select and retain best talent.
- Network with other global talents.
- Access to youth in general.
Main revenues:
- Get best talent of AIESEC applying for their X.
- Marketing.
- Good image of the brand between youth.
- Network opportunities with other global partners or
national partners.
Other key characteristics:
- Need to have an special service.
- His/her impression about the conference is crucial for the
sustainability of the partnership.
- Information about the service since a GC perspective is
different.
Delegate
Role:
- Participate in global network, bringing own contribution
and inputs.
- Decide and learn how to lead the organization.
- Be on the same page with the global network in terms of
direction of the organization.
- Take main decisions for leading the organization forward.
Main interests:
- Connect with the network.
- Learn from others and main direction and strategies.
- Discover and learn about their leadership skills.
- Represent own entity in the global network.
Revenue:
- Total cost sharing.
Main investments:
Financial: Delegate fee + transportation + insurance.
Time: During conference + maybe preparation in advance.
Other key characteristics:
- Expectations.

14. Global Plenary
Role:
Decision making, host selection, ILM reserve fund/ GP investments, assessing progress and possibility of ILM
to happen, discharge, compendium/Subcommittee mandate, cost sharing.
Main interests:
- ILM purpose and objectives fulfilled.
- Sustainability of ILMs (For hosting entity, AI, global funds).
- Safety and risks of ILMs, delivery for global organization.
- External engagement.
- Decision making.
- Participation of the network.
Main investments:
- TCS.
- Participation from MC Budgets.
- Emergencies.
Main Revenues:
- Surplus of ILM reserve fund.
Other key characteristics:
- Low understanding on process.

15. Thank you!