1. AIESEC in NOVA has grown significantly over the past few years, starting small and increasing performance through cycles of growth and sustainability phases.
2. It is one of the top performing LCs in Portugal and ranks highly in its region, though there is potential to achieve more.
3. The LC focuses on growing its ICX and OGX programs through innovation to address bottlenecks in each program and drive further exchange growth.
Este documento lista varios instrumentos musicales y sus precios, incluyendo un pack de guitarra por $77.990, una guitarra clásica por $36.990, una batería por $183.990, un teclado por $96.990, un pack de bajo por $86.990, una viola por $52.990, un contrabajo por $299.990, un saxofón por $261.990, una flauta dulce por $2.990, una flauta traversa por $94.990 y un set de congas por $179.990. También proporciona
El documento lista lugares y aspectos culturales de varios países de Asia, incluyendo sitios históricos como la mezquita azul en Afganistán, la ciudad sagrada de La Meca en Arabia Saudita, y el monasterio de Gandzasar en Armenia, así como paisajes naturales como el mar de Aral en Kazajistán, los campos de arroz en Indonesia y las montañas de Thamserku en Nepal.
Evelin z schools in the past, schools of right now, and highschool i want to...danaee1234
Evelin has attended three elementary schools - Laughlin Falconer, Henry D. Lloyd, and is now in eighth grade at Northwest Middle School. She hopes to attend either Lane Tech or North Side College Prep for high school. Evelin enjoyed her time at Laughlin Falconer and Henry D. Lloyd, and participates in band and after school programs at Northwest Middle School. She hopes to gain acceptance into North Side College Prep, which has an excellent academic standing, smaller class sizes, and would be a great accomplishment. Evelin's goal is to have a career as a successful fiction writer.
This document outlines the structure and rules for a bridge building challenge project management exercise. The challenge involves dividing into groups of 3 with assigned roles of manager, paper roller, and builder to construct the tallest, longest, and strongest bridge out of paper, tape, and toothpicks. The document also discusses identifying flaws, successes, and lessons learned after the challenge as well as exploring project management concepts like measures of success, key performance indicators, human resource allocation, and deadlines.
The document discusses people, time, organization, communication, and tools needed for a great team. It mentions that the team has 11,000 people and 5,000 copies. The document also discusses how a sports provider makes money through sports consumers and events, as well as subscription fees and commissions. Targeted advertisement is segmented. The next targets are 400,000 Euros and the contact email is hello@timpik.com.
This document appears to be about self-reflection and understanding one's identity. It contains prompts for the reader to think about situations where they felt various emotions like fear, hurt, insecurity, sadness, happiness and pride. It also discusses the difference between how we perceive ourselves and how others perceive us. The conclusion asks the reader to reflect on who they are based on the prior questions and thoughts.
The document discusses best practices for managing a high-performance team. It covers creating a team culture of motivation by focusing on four key spheres: personal and professional bonding between team members, establishing a common vision, effective communication, and defining clear roles and responsibilities. Specific techniques are provided under each sphere to help leaders foster motivation within their teams and drive results.
This document outlines the structure and rules for a bridge building challenge project management exercise. The challenge involves dividing into groups of 3 with assigned roles of manager, paper roller, and builder to construct the tallest, longest, and strongest bridge out of paper, tape, and toothpicks. The document also discusses identifying flaws, successes, and lessons learned after the challenge as well as exploring project management concepts like measures of success, key performance indicators, human resource allocation, and deadlines.
Este documento lista varios instrumentos musicales y sus precios, incluyendo un pack de guitarra por $77.990, una guitarra clásica por $36.990, una batería por $183.990, un teclado por $96.990, un pack de bajo por $86.990, una viola por $52.990, un contrabajo por $299.990, un saxofón por $261.990, una flauta dulce por $2.990, una flauta traversa por $94.990 y un set de congas por $179.990. También proporciona
El documento lista lugares y aspectos culturales de varios países de Asia, incluyendo sitios históricos como la mezquita azul en Afganistán, la ciudad sagrada de La Meca en Arabia Saudita, y el monasterio de Gandzasar en Armenia, así como paisajes naturales como el mar de Aral en Kazajistán, los campos de arroz en Indonesia y las montañas de Thamserku en Nepal.
Evelin z schools in the past, schools of right now, and highschool i want to...danaee1234
Evelin has attended three elementary schools - Laughlin Falconer, Henry D. Lloyd, and is now in eighth grade at Northwest Middle School. She hopes to attend either Lane Tech or North Side College Prep for high school. Evelin enjoyed her time at Laughlin Falconer and Henry D. Lloyd, and participates in band and after school programs at Northwest Middle School. She hopes to gain acceptance into North Side College Prep, which has an excellent academic standing, smaller class sizes, and would be a great accomplishment. Evelin's goal is to have a career as a successful fiction writer.
This document outlines the structure and rules for a bridge building challenge project management exercise. The challenge involves dividing into groups of 3 with assigned roles of manager, paper roller, and builder to construct the tallest, longest, and strongest bridge out of paper, tape, and toothpicks. The document also discusses identifying flaws, successes, and lessons learned after the challenge as well as exploring project management concepts like measures of success, key performance indicators, human resource allocation, and deadlines.
The document discusses people, time, organization, communication, and tools needed for a great team. It mentions that the team has 11,000 people and 5,000 copies. The document also discusses how a sports provider makes money through sports consumers and events, as well as subscription fees and commissions. Targeted advertisement is segmented. The next targets are 400,000 Euros and the contact email is hello@timpik.com.
This document appears to be about self-reflection and understanding one's identity. It contains prompts for the reader to think about situations where they felt various emotions like fear, hurt, insecurity, sadness, happiness and pride. It also discusses the difference between how we perceive ourselves and how others perceive us. The conclusion asks the reader to reflect on who they are based on the prior questions and thoughts.
The document discusses best practices for managing a high-performance team. It covers creating a team culture of motivation by focusing on four key spheres: personal and professional bonding between team members, establishing a common vision, effective communication, and defining clear roles and responsibilities. Specific techniques are provided under each sphere to help leaders foster motivation within their teams and drive results.
This document outlines the structure and rules for a bridge building challenge project management exercise. The challenge involves dividing into groups of 3 with assigned roles of manager, paper roller, and builder to construct the tallest, longest, and strongest bridge out of paper, tape, and toothpicks. The document also discusses identifying flaws, successes, and lessons learned after the challenge as well as exploring project management concepts like measures of success, key performance indicators, human resource allocation, and deadlines.
The document discusses the history and current state of AIESEC in NOVA, an LC in Portugal. It outlines the LC's growth over the years in exchanges and performance, with cycles of growth and sustainability phases. While the LC is one of the top performers nationally, it still has potential for more growth compared to top LCs globally. Bottlenecks like culture, recruitment, and project sustainability need innovation to drive new growth. The document aims to help the team leader understand the LC's opportunities and challenges to shape future strategies.
This document provides guidance on sales techniques for AIESEC representatives. It discusses the importance of having an elevator pitch to represent AIESEC to different audiences. It also covers the SPIN selling method, which is based on asking questions to understand the customer's situation, problems, implications, and needs in order to build rapport. The document provides examples of different types of questions to ask at each stage. It also discusses how to handle objections and close the sale by focusing on advantages, costs, and benefits. Representatives are encouraged to practice these sales techniques in teams to convince others to commit to opportunities with AIESEC.
Dokumen tersebut membahas perbandingan antara konstruktivisme psikologis personal menurut Piaget dan konstruktivisme psikologis sosiokultural menurut Vygotsky. Kedua teori tersebut sepakat bahwa pengetahuan dibangun secara individual maupun sosial, namun perbedaannya terletak pada peran personal dan sosiokultural dalam proses konstruksi pengetahuan.
Este documento presenta una actividad educativa llamada "Viviendo el Adviento con Webquest" creada por la profesora Yelimar Pargas para el Colegio Católico "Nuestra Señora del Carmen" en Venezuela. El objetivo es explorar el significado y las tradiciones del Adviento a través de recursos en línea.
El documento presenta información sobre las plantas para estudiantes de quinto grado. Les da las gracias a los estudiantes y les desea la bendición de Dios. Fue elaborado por la maestra Yelimar Pargas para sus alumnos de quinto grado de la sección U.
Un documento del Ministerio de Educación de Venezuela presenta comics sobre cuentos del lobo para estudiantes de primer grado en noviembre de 2012. Los comics fueron elaborados por dos profesoras para enseñar cuentos sobre lobos a niños pequeños de manera entretenida e ilustrada.
AIESEC UNSW National Awards 2010 Wiki - LC of the Yearhyan024
AIESEC UNSW achieved significant growth in 2010. Exchange experiences increased 371% to 26, with new partnerships at Google and the Centre for Social Impact contributing. Membership declined to 39 but exchange efficiency improved to 1.5 exchanges per member. The LC expanded leadership opportunities and improved quality measures while strengthening key partnerships and sustainability.
AIESEC UNSW National Awards 2010 Wiki - Developing LC of the Yearhyan024
AIESEC UNSW achieved significant growth in 2010, with exchanges increasing 371% to 26. Membership declined to 39 from 60 in 2009. Key partnerships with Google Australia and the Centre for Social Impact drove growth, contributing to 600% increase in incoming exchanges to 6. The team aimed to sustain this growth through continued partnerships and a strengthened focus on outgoing exchanges and leadership development.
Perez Elementary in La Joya ISD presented their campus STaR Chart results from 2009-2012. The STaR Chart measures four key areas related to technology readiness and produces a profile that places the campus in one of four levels of progress. Perez Elementary showed improvement in three key areas over the three years but remained at the "Developing" level for Infrastructure for Technology. To improve, the presentation recommended that teachers review assessment trends, establish technology goals, become literate in technology standards, and create a technology rich learning environment for students.
The document discusses how improving insulation in buildings is a profitable way to achieve an energy efficient, low-carbon society. Insulating existing buildings in Europe and North America, as well as new construction in developing economies, could significantly reduce global energy consumption and emissions. The European Union is leading the way on energy efficiency legislation, with requirements that new buildings be nearly zero-energy by 2018 and all new homes by 2020. Individual countries are also launching programs to improve insulation in existing buildings.
This document provides an annual report and accounts for Cycling Scotland for 2009/2010. It includes introductions from the Chair and Chief Executive outlining the organization's progress and commitments. Several case studies are presented showing projects that have promoted cycling. Statistics are also presented demonstrating trends in cycling rates. The report outlines Cycling Scotland's business plan and role in implementing Scotland's Cycling Action Plan to increase cycling. The financial accounts for 2009/2010 are also included. The Chair emphasizes that promoting cycling and active travel requires sustained long-term efforts but can provide social, environmental, and economic benefits for Scotland.
Universities as Regenerators 2017: George Griffith, CBREPlace North West
Head of university consulting at CBRE, George Griffith, gives an overview of the higher education property market in the North West at the Place North West Universities as Regenerators conference, in association with Morgan Sindall
This document summarizes the growth and achievements of AIESEC Macquarie over the past year from July 2011 to June 2012. Some key points:
- Outgoing exchange increased dramatically from 42 to 81 exchanges, far surpassing growth targets. International exchange also increased substantially.
- Strong leadership and processes were established to support growth, including expanded exchange teams, improved matching tools, and new financial and governance policies.
- Marketing efforts like Facebook engagement and an exchange video increased awareness and event attendance. Connections with university groups also strengthened.
- Talent development initiatives like new member rewards and leadership training programs helped integrate more members and applicants into the organization.
- Financially, fundraising targets were exceeded
Presentation update of mmx business plan...mmxriweb
This document summarizes MMX's business plan to expand its mining operations. It discusses plans to expand production capacity at the Serra Azul mine from 25.3 million tonnes per year to 24 million tonnes by 2014 and 24 million tonnes through 2020. It also outlines milestones for permitting and beginning construction of the Serra Azul expansion. Additionally, it provides funding plans for the estimated $1.4 billion expansion project, with $800 million expected to come from third-party debt financing. Finally, it briefly mentions plans to increase iron ore storage capacity at MMX's Sudeste Superport facility.
This document provides a summary of Tele2 Group's financial performance and strategy. It shows that Tele2 has achieved strong growth and returns in its core and greenfield markets over the past few years. Tele2 also has a progressive dividend policy and maintains a strong balance sheet with moderate leverage. Going forward, Tele2 reiterates its guidance for 2014 and outlines its strategic focus on being a champion of customer value in mobile access across Europe and Eurasia through focused technology, productivity improvements, and developing a winning culture.
Keppel Capital Presentation Slides for REITs Symposium in Singapore KeppelCorporation
This document provides an overview of Keppel Capital and its commitment to environmental stewardship, responsible business practices, and investing in people and communities. It discusses Keppel Capital's role as a signatory to the UN Global Compact and its principles. It then provides an overview of Keppel Capital's asset management platform and its various REITs and trusts, including Keppel REIT, Keppel DC REIT, Keppel Infrastructure Trust, Keppel Pacific Oak US REIT, and Prime US REIT.
This document summarizes Eni's 2014-2016 strategy execution, which transformed the company into a fully integrated oil and gas company focused on profitable growth. Key aspects of the strategy included upstream enhancement increasing production 10% and cash flow per barrel 20%, midstream restructuring achieving break-even refining margins and positive chemicals EBIT, and cost optimization reducing capex and opex by over 30% each. Exploration successes like Zohr in Egypt were fast-tracked from discovery to production in under 3 years. The strategy halved Eni's cash neutrality price to $50 per barrel and positioned the company for structural free cash flow and self-financing.
This document provides a financial analysis of DAYANG for the 2014 financial year. It summarizes DAYANG's business activities in offshore topside maintenance services, marine charters, and equipment hire for the oil and gas industry. The analysis finds that DAYANG has strong profitability and scale, wide economic moats, and a healthy financial position. Key growth drivers include aging offshore infrastructure in Malaysia driving demand for maintenance contracts. Risks include downturns in the oil and gas sector and difficulties executing international expansion.
This document provides an overview of the Industrial & Infrastructure group's construction activities. It highlights three business lines: Infrastructure, Manufacturing and Life Sciences, and Mining and Metals. Projects range from transportation and mining facilities to manufacturing plants globally. Safety is a top priority, with a goal of zero injuries. The group has major projects underway in the US, Canada, Chile, and Peru. Upcoming projects are expected to be larger and in more diverse locations.
The document discusses the history and current state of AIESEC in NOVA, an LC in Portugal. It outlines the LC's growth over the years in exchanges and performance, with cycles of growth and sustainability phases. While the LC is one of the top performers nationally, it still has potential for more growth compared to top LCs globally. Bottlenecks like culture, recruitment, and project sustainability need innovation to drive new growth. The document aims to help the team leader understand the LC's opportunities and challenges to shape future strategies.
This document provides guidance on sales techniques for AIESEC representatives. It discusses the importance of having an elevator pitch to represent AIESEC to different audiences. It also covers the SPIN selling method, which is based on asking questions to understand the customer's situation, problems, implications, and needs in order to build rapport. The document provides examples of different types of questions to ask at each stage. It also discusses how to handle objections and close the sale by focusing on advantages, costs, and benefits. Representatives are encouraged to practice these sales techniques in teams to convince others to commit to opportunities with AIESEC.
Dokumen tersebut membahas perbandingan antara konstruktivisme psikologis personal menurut Piaget dan konstruktivisme psikologis sosiokultural menurut Vygotsky. Kedua teori tersebut sepakat bahwa pengetahuan dibangun secara individual maupun sosial, namun perbedaannya terletak pada peran personal dan sosiokultural dalam proses konstruksi pengetahuan.
Este documento presenta una actividad educativa llamada "Viviendo el Adviento con Webquest" creada por la profesora Yelimar Pargas para el Colegio Católico "Nuestra Señora del Carmen" en Venezuela. El objetivo es explorar el significado y las tradiciones del Adviento a través de recursos en línea.
El documento presenta información sobre las plantas para estudiantes de quinto grado. Les da las gracias a los estudiantes y les desea la bendición de Dios. Fue elaborado por la maestra Yelimar Pargas para sus alumnos de quinto grado de la sección U.
Un documento del Ministerio de Educación de Venezuela presenta comics sobre cuentos del lobo para estudiantes de primer grado en noviembre de 2012. Los comics fueron elaborados por dos profesoras para enseñar cuentos sobre lobos a niños pequeños de manera entretenida e ilustrada.
AIESEC UNSW National Awards 2010 Wiki - LC of the Yearhyan024
AIESEC UNSW achieved significant growth in 2010. Exchange experiences increased 371% to 26, with new partnerships at Google and the Centre for Social Impact contributing. Membership declined to 39 but exchange efficiency improved to 1.5 exchanges per member. The LC expanded leadership opportunities and improved quality measures while strengthening key partnerships and sustainability.
AIESEC UNSW National Awards 2010 Wiki - Developing LC of the Yearhyan024
AIESEC UNSW achieved significant growth in 2010, with exchanges increasing 371% to 26. Membership declined to 39 from 60 in 2009. Key partnerships with Google Australia and the Centre for Social Impact drove growth, contributing to 600% increase in incoming exchanges to 6. The team aimed to sustain this growth through continued partnerships and a strengthened focus on outgoing exchanges and leadership development.
Perez Elementary in La Joya ISD presented their campus STaR Chart results from 2009-2012. The STaR Chart measures four key areas related to technology readiness and produces a profile that places the campus in one of four levels of progress. Perez Elementary showed improvement in three key areas over the three years but remained at the "Developing" level for Infrastructure for Technology. To improve, the presentation recommended that teachers review assessment trends, establish technology goals, become literate in technology standards, and create a technology rich learning environment for students.
The document discusses how improving insulation in buildings is a profitable way to achieve an energy efficient, low-carbon society. Insulating existing buildings in Europe and North America, as well as new construction in developing economies, could significantly reduce global energy consumption and emissions. The European Union is leading the way on energy efficiency legislation, with requirements that new buildings be nearly zero-energy by 2018 and all new homes by 2020. Individual countries are also launching programs to improve insulation in existing buildings.
This document provides an annual report and accounts for Cycling Scotland for 2009/2010. It includes introductions from the Chair and Chief Executive outlining the organization's progress and commitments. Several case studies are presented showing projects that have promoted cycling. Statistics are also presented demonstrating trends in cycling rates. The report outlines Cycling Scotland's business plan and role in implementing Scotland's Cycling Action Plan to increase cycling. The financial accounts for 2009/2010 are also included. The Chair emphasizes that promoting cycling and active travel requires sustained long-term efforts but can provide social, environmental, and economic benefits for Scotland.
Universities as Regenerators 2017: George Griffith, CBREPlace North West
Head of university consulting at CBRE, George Griffith, gives an overview of the higher education property market in the North West at the Place North West Universities as Regenerators conference, in association with Morgan Sindall
This document summarizes the growth and achievements of AIESEC Macquarie over the past year from July 2011 to June 2012. Some key points:
- Outgoing exchange increased dramatically from 42 to 81 exchanges, far surpassing growth targets. International exchange also increased substantially.
- Strong leadership and processes were established to support growth, including expanded exchange teams, improved matching tools, and new financial and governance policies.
- Marketing efforts like Facebook engagement and an exchange video increased awareness and event attendance. Connections with university groups also strengthened.
- Talent development initiatives like new member rewards and leadership training programs helped integrate more members and applicants into the organization.
- Financially, fundraising targets were exceeded
Presentation update of mmx business plan...mmxriweb
This document summarizes MMX's business plan to expand its mining operations. It discusses plans to expand production capacity at the Serra Azul mine from 25.3 million tonnes per year to 24 million tonnes by 2014 and 24 million tonnes through 2020. It also outlines milestones for permitting and beginning construction of the Serra Azul expansion. Additionally, it provides funding plans for the estimated $1.4 billion expansion project, with $800 million expected to come from third-party debt financing. Finally, it briefly mentions plans to increase iron ore storage capacity at MMX's Sudeste Superport facility.
This document provides a summary of Tele2 Group's financial performance and strategy. It shows that Tele2 has achieved strong growth and returns in its core and greenfield markets over the past few years. Tele2 also has a progressive dividend policy and maintains a strong balance sheet with moderate leverage. Going forward, Tele2 reiterates its guidance for 2014 and outlines its strategic focus on being a champion of customer value in mobile access across Europe and Eurasia through focused technology, productivity improvements, and developing a winning culture.
Keppel Capital Presentation Slides for REITs Symposium in Singapore KeppelCorporation
This document provides an overview of Keppel Capital and its commitment to environmental stewardship, responsible business practices, and investing in people and communities. It discusses Keppel Capital's role as a signatory to the UN Global Compact and its principles. It then provides an overview of Keppel Capital's asset management platform and its various REITs and trusts, including Keppel REIT, Keppel DC REIT, Keppel Infrastructure Trust, Keppel Pacific Oak US REIT, and Prime US REIT.
This document summarizes Eni's 2014-2016 strategy execution, which transformed the company into a fully integrated oil and gas company focused on profitable growth. Key aspects of the strategy included upstream enhancement increasing production 10% and cash flow per barrel 20%, midstream restructuring achieving break-even refining margins and positive chemicals EBIT, and cost optimization reducing capex and opex by over 30% each. Exploration successes like Zohr in Egypt were fast-tracked from discovery to production in under 3 years. The strategy halved Eni's cash neutrality price to $50 per barrel and positioned the company for structural free cash flow and self-financing.
This document provides a financial analysis of DAYANG for the 2014 financial year. It summarizes DAYANG's business activities in offshore topside maintenance services, marine charters, and equipment hire for the oil and gas industry. The analysis finds that DAYANG has strong profitability and scale, wide economic moats, and a healthy financial position. Key growth drivers include aging offshore infrastructure in Malaysia driving demand for maintenance contracts. Risks include downturns in the oil and gas sector and difficulties executing international expansion.
This document provides an overview of the Industrial & Infrastructure group's construction activities. It highlights three business lines: Infrastructure, Manufacturing and Life Sciences, and Mining and Metals. Projects range from transportation and mining facilities to manufacturing plants globally. Safety is a top priority, with a goal of zero injuries. The group has major projects underway in the US, Canada, Chile, and Peru. Upcoming projects are expected to be larger and in more diverse locations.
The document discusses shipping and logistics performance in Sri Lanka and its impact on investments. It provides an overview of Sri Lanka's rankings in global logistics performance indicators and factors impacting foreign direct investment. While Sri Lanka faces challenges like high inspection rates and paperwork requirements, opportunities exist to improve logistics through competence building, smart capacity development, and leveraging Sri Lanka's strategic location as a trading hub.
SIAS-Keppel Briefing to Retail Shareholders 2023.pdfKeppelCorporation
Keppel has been transforming from a conglomerate structure into an integrated global asset manager and operator with three core platforms focused on infrastructure, real estate, and connectivity. It has divested non-core businesses and reorganized over the past several years. Keppel reported record net profits in 1H2023 and has announced over $4.8 billion in asset monetizations, exceeding its target. It aims to grow its funds under management to $100 billion by 2026 and $200 billion by 2030 by leveraging its deep operating expertise and connections to proprietary assets. Keppel provides investors access to high-quality infrastructure, real estate, and connectivity assets that produce strong cash flows.
The document summarizes a school district's self-assessment of technology integration using the Texas STaR Chart, which measures progress in four key areas aligned with the state's Long-Range Plan for Technology. For the past three years, the district scored in the "Developing" range for Teaching and Learning but "Advanced" in Leadership/Administration, Infrastructure, and sometimes Educator Development. While some areas improved briefly in 2009-10, overall progress has been slow, suggesting the need for increased technology training, resources, and support to help more effectively integrate technology across the curriculum.
Muhammad Haneef is a geophysicist with over 20 years of experience in oil and gas exploration services and operations. He has worked on seismic services projects in Pakistan, Egypt, Saudi Arabia, Nigeria, the UK, and UAE for companies like OGDCL, LMKR, and Spectrum. Haneef has expertise in project management, seismic data acquisition, processing, interpretation, and quality control. He is currently an independent consultant seeking new project opportunities.
Toll Today Magazine | Dec 2009 - Feb 2010Mick James
NQX Freight System is focused on reducing its environmental impact and carbon footprint through trials of more fuel efficient Euro 5 technology prime movers. It is also committed to sustainable development and meeting customer demand for greener transportation solutions. NQX's specialist linehaul unit carefully plans routes, driver changes and fuel stops to maximize efficiency. Recent examples include reconfiguring Queensland routes after the diesel subsidy removal to minimize costs for customers.
Parex resources corporate_presentation september 5 2014PaceGrp
The document provides an overview of Parex Resources and its operations. It summarizes that in the second quarter of 2014, Parex had an operating netback of US$61.65/bbl and production of around 25,250 bopd. Parex has a significant land base in Colombia and a diversified production portfolio, with plans to continue growing and diversifying production. The company also discusses exploring new plays and expanding in existing areas through partnerships and acquisitions to provide sustainable growth.
2. GOALS OF THE SESSION
1) Learning about AIESEC in NOVA’s past and present
2) Understand the LC’s problems, bottlenecks and opportunities
3) Learn about the current LC projects
4) Understand your role as Team Leader in shaping the LC
EXPECTED OUTPUTS
1) Being able to think strategically about your LC
3. FLOW
2. LC’s
1. LC national 3. LC’s 4. LC’s
History positioning culture strategies
5. LC HISTORY
Luís Neves 07/08
Ø Rebirth and Positioning
Ø First year of Big Recruitments
Ø There were no clear and fixed Leadership Roles
Ø
6. LC HISTORY
Lara Azevedo 08/09
Ø Structures and Positioning in NOVA;
Ø Most productive recruitments;
Ø Focus in the XP of the members;
Ø Sustainability of the projects;
Ø Increasing in results;
Ø Construction of a new structure for the EB
7. LC HISTORY
Constança Santos 09/10
Ø Structures created and an increase on efficiency;
Ø Members ended up leaving the organization at the end of the term
Ø A really Leadership Support and coaching started to be created;
Ø Strong recruitment of members and Eps;
Ø More connection between TLs/OCPs and EB.
Ø There was a lack of orientation for the results in ICX GIP because of
the creation of all the projects at the same time.
8. LC HISTORY
Hugo Pereira 10/11
Ø Further efficiency in results;
Ø High Quality members were recruited
Ø Good financial partnerships
Ø The selection has been increasing in UNL and must continue so we can
select the right people;
Ø Due to the VP COMM, that had been fired, all the synergies that were
related to COMM failed;
Ø It was a good year in terms of financial partnerships with the increase of
the portfolio and with the results of OGX;
Ø Beginning of a better positioning of AIESEC in NOVA at the national
network.
9. LC HISTORY
Rita Abrantes 11/12
Ø New strategies in the recruitment area (2nd Semester)
Ø Members didn’t reacted in the way of being involved in
everything, exp. the LC Planning Days where they just
remained with their functions of each area.
Ø Great difference between the support areas and the areas of
results, the support areas need to be more efficient so they
can support properly the other areas.
Ø ICX GCDP
Ø External Communication
Ø FCT - Expansion
17. Global Heroes
INDIA CHINA POLAND
Delhi University SYSU Karkow
559 exchanges 452 exchanges 305 exchanges
BRAZIL RUSSIA
COLOMBIA
Salvador Moscow
Uninorte
233 exchanges 279 exchanges
339 exchanges
18. TOP 10 WENA
Conclusions
• With a smaller external reality than most
countries in WENA, Portugal makes it to
the top 10
•
• Portugal is one of the countries with higher
growth (last year we did 287 exchanges)
•
• Portugal is number 2 in ICX GCDP in WENA
•
• Out of the 6 AIESEC regions, WENA is
number 4
•
• There are LCs in India and China doing
more exchanges than Portugal as a
whole
20. LC CULTURE
Which culture
do you want to
see in the LC?
21. LC CULTURE
Group 1: Improve the members’ experiences
ü Involvement of the members in the LC
ü Create a culture of physical presence in the LC
ü Initial support right after RIMT
ü Rotation of experiences
ü Responsibilities instead of tasks
ü Capitalization of the LC House
ü Members’ responsible for the hole process
22. LC CULTURE
Group 2: Improve the members’ experiences
ü Feedback system
ü Message that the experience is the “payment”
ü Antecedence in the activities
ü Team Spirit of all the LC
ü More participation in conferences and GAs
ü Include returnees as members
ü Dinner with other LCs
ü Better relation with the trainees
ü
ü
ü
27. SUSTAINABILITY
GROWTH CHALLENGES in
12/13 CHALLENGES in 12/13
- Doubling the editions of the ICX • Creating a higher members’ retention
GCDP projects (ex: SwITch and M! (succeeded)
P) (ongoing) • Re-structure all recruitment processes
- (succeeded)
- Creating a winter peak for OGX
(failed) • Re-structure ICX reception model
(ongoing)
- OGX GIP new matching strategies • Find sustainable solutions for future ICX
(ongoing) GCDP growth (succeeded)
• ICX GIP product-development (ongoing)
• Create better external positioning in the
university (to help TMP recruitment
and financial revenue) (failed)
28. CHALLENGES for 2013 - 2014
Next year, if we want to continue our growth path, we’ll need to create a new
growth phase.
We need to capitalize on the sustainability legacy that is being worked in 12/13 and
find different ways of doing things.
We will need INNOVATION to
counteract stagnation.
29. Bottlenecks by program
OGX GCDP ICX GCDP
- AIESEC positioning - HR for sales and reception
- -
- Targeting for winter - Financial sustainability of projects
- -
- HR for recruitment and matching - Markets and sales
OGX GIP ICX GIP
- Sub-product knowledge - Market Knowledge and segmentation
-
- Targeting the right profiles - Financial crisis
-
- Ensuring supply of TNs - Sales capacity
30. INNOVATION HUB
Considering the presented bottlenecks, how to
drive exchange growth next semester in each
program?
TEAM 1 – OGX GCDP and ICX GIP
TEAM 2 – OGX GIP and ICX GCDP
INNOVATE!
31. WRAPPING UP…
1. AIESEC in NOVA has had several 5. AIESEC in NOVA, compared with
cycles. It started small and has the most performing LCs of
been increasing performance other countries, has a lot to
every year learn
2. 6.
3. GCDP performance is increasing 7. One of the most crucial
rapidly while GIP is stagnant bottlenecks of the LC has
4. always been the LC culture
5. The LC is becoming more efficient and members’ retention
(exchange per member) 8.
6. 9. The LC has had 1-cycles of
7. AIESEC in NOVA ended 12/13 as performance focus and
the most performing LC in the sustainability focus
national network but it’s loosing 10.
this place to AIESEC ISCTE 11. In order to guarantee a new
8. performance boost next term,
9. we have to make things
10. different - innovate
11. 8.
12. 9.
10.
11.