MC GRIT Q2 Review 21.22 (October, November, December ) by MC Denmark

MC 2122 q2 review output presentation

MC GRIT 2122 Q2 review

OCTOBER | NOVEMBER | DECEMBER

bit.ly/mcgrit-report-q2

bottomline updates | goals & projects

national ofﬁce | updates

individual | updates

network | updates

quarter three & four | priorities

OUR PURPOSE

"WE INTEGRATE A DATA DRIVEN MINDSET WHILST FOCUSING ON OUR CULTURE TO RESULT IN A SUSTAINABLE ORGANISATION THAT OUR MEMBERSHIP CAN BE PROUD OF."

OUR VALUES

STAY SIMPLE

PROFESSIONAL

TRANSPARENT

WE ARE INTERNATIONAL & EMBRACE DIFFERENCE

FLEXIBLE & AGILE

OUR LEGACY

WE ARE CREATING THE FIRST PHYSICAL Y2B SINCE 2014 ALONGSIDE THE NORDIC SUMMIT (NORDS) IN MAY 2022

quarter two priorities and battles

Objective #1: HR sustainability | Increase membership engagement in their FA

Objective #2: Establishing and Developing External Partnerships

Why do we want to achieve this objective? Our members enjoy the experience that they have in the organisation and therefore choose to stay. We have the right systems in place to be able to facilitate and enable their experience.

Why do we want to achieve this objective? We want the LCs to be able to diversify their revenue streams and core activities to enable leadership development under the current context. .

Goals for Quarter 2 1. 2.

# EB positions fulﬁllment downscale NEC % of members certiﬁcates

Objective #3: Change the direction

Why do we want to achieve this objective? We need to ensure that (1) boost ewa | bd on the local level(2) change to a data-based mindset (3) build system of operation improvement

Goals for Quarter 2 1. 2.

# of partners sign up for conferences ( CITIUS, NorLDS, NPM, Y2B) # of leads for iGTa (B2B marketing, sales navigator, alumni, etc.)

Goals for Quarter 2 1.

Refreshing the LCs tools for 22.23 gen

bottomline goals and projects

MC GRIT STRATEGIC OBJECTIVES

#1 - HR sustainability Increase membership engagement in their FA #proudtobeAIESECinDenmark

#2 -Establishing and Developing External Partnerships Money for the sustainability of organization/partnerships #parternships

Why do we want to achieve this objective? We want the aiesec in denmark network to be able to diversify their revenue streams and core activities to enable leadership development under the current context.

#3 - Change the direction #1 Boost ewa | bd on the local level #2 Change to a data-based mindset #3 Build system of operation improvement

Why do we want to achieve this objective? We need to ensure that

(1) boost ewa | bd on the local level (2) change to a data-based mindset (3) build system of operation improvement

MC Focus for 21.22 Q2

FOCUS

OPERATIONS

iGTa

oGTa

EwA

iGV

oGV

Sustainable Metrics

Entity Performance

Partnership Metrics

PvA(Q2)

PvA(Q2 & Q1)

35 | 13

442,500.00 kr. 180,799.16 kr (MC revenue)

# ELD realisations

kr Revenue Signed

3|1

0 (tba)

16 | 6

# MoCR

# People Engaged (EwA)

# BD Partners

94 | 98

# ideal number of members

national ofﬁce ﬁnance & legal

MC budget 21.22 October - December 2021 Budget of AIESEC IN DENMARK

Budget Q2

Actual Q2

difference %

Total Revenue

131.000 DKK

101.000 DKK

-23%

LC Share Revenue

52.500 DKK

44.900 DKK

-14%

MC iGTa Revenue

48.000 DKK

34.101 DKK

-29%

Salary Costs

178.500 DKK

193.412 DKK

Overhead Ofﬁce Costs - to FILL

7.934 DKK

8.202,06 DKK

Comments Revenues are lower due to not achieved sales targets Increased Salary Costs are due to Holiday Money payments from last year that were not accounted for

partner receivables as of 31/12/2021

December

0-45 days

32.062,50 DKK

45-90 days

0 DKK

Comments

Big accounts seem to delay payments of our invoices, need expectation settings

90+ days

100.763 DKK

3 iGTa partners still haven’t paid their obligations, 2 of them submitted to debt collection agency

Total

132.825,50 DKK

+32% since Q1 (100k)

LC receivables as of 31/12/2021

September 0-45 days

8.419,68 DKK

45-90 days

15.000 DKK

90+ days

25.482,40 DKK

Total

48.902,08 DKK

Comments

LCs still struggle with revenue streams and thus delays in payments due to insufficient funds

+52% since Q1 (32k)

national ofﬁce entity control board

Q2 21.22

Morgana Patrocinio Costa ECB Chair 21.22

Key Insights & Next Steps

ecb

Key Insights:

Next Steps:

New LCVPs are eager to learn more about audit

Organize time and agenda for the next quarter

Communication from International Side (AI/ICB) is not always aligned with MC/ECB and cause issues with audit

Educate new VPs on Audit and Standards Management

Q2 21.22

Morgana Patrocinio Costa ECB Chair 21.22

individual wins | Q2

“

ecb

key metrics

iGV Resumed

ECB Annex Legislated

Reduction of ﬁnes invoiced

%reduction of debt invoiced

iGV resumed

key success

Organizing all materials and alignment with MCVP ICX and LCP Aalborg <3

Getting constant feedback form my auditor coach, keeping in touch and asking feedback from LCPs

Audit education and consultancies with LCs <3

Q2 21.22

Morgana Patrocinio Costa ECB Chair 21.22

ecb

What went well? | Why

1 2

iGV resumption

ICB AUDIT

WE CAN DO IT FINALLY

We got cookies from ICB :D

Even better if.. | WHY

GV Beyond - RO/AI communicated more clearly

Different info from different sources gave us a headache

Educational Cycle running

Had more people doing the forms

iGTa

EPs were followed-up properly

Morgana Patrocinio Costa

Q2 21.22

ECB Chair 21.22

I spend my time on ecb

Morgana Patrocinio Costa ECB Chair 21.22

ecb

main learnings | Q2

Communication is key

Preparing for ICB Audit made the delivery of documents much easier

Templates for IPS/OPS need urgently a revamp

Q2 21.22

Morgana Patrocinio Costa

Q3 21.22

ECB Chair 21.22

ecb

main priorities

1 2 3

Education of new EB

Membership/Branding insertion on Audit System

Membership Application

key metrics # of consultancies given % of areas covered % of EBs/Members attending touchpoints

Draft creation Legislation of draft

Having members! <3

individual plan output presentation

FINANCE w/ALEX

SUSTAINABLE LC'S LCs diversifying into running EwA apart from exchange | LCs determining 1 product of focus and moving its sustainability 1 Level Up

STRATEGIC FINANCES Reporting to BoD and MC on developed relevant metrics to enhance decision making of the entity

STRATEGIC FUNDING | REVENUE SOURCING EST responsible to develop a framework for funding options for LCs and MC | Applying for at least 1 fund

Q2 21.22

Alex Perunov National VP Finance

individual wins | Q1

“

Finance text Stabilisation

key metrics

GFB Survey Data Correction

External Audit Communication

Documents submitted Questions answered

CEO Summit

# sessions delivered

# months corrected

“

ﬁnance

2021 purpose

key success

Getting an approval from GFB to correct mistakes in past data which resulted in lower projected AI Fees

Timely communication with auditors, providing them with all necessary documents and answering follow up questions

Wonderful experience to be able to be part of the Summit which I believe greatly contributed to LCP preparation for the term

Q2 21.22

Alex Perunov National VP Finance

ﬁnance

What went well? | Why

1 2 3

External Audit progress

BoF Collaboration

FIN and OP / BD synergy progress

Thanks to External Bookkeeper we submitted all needed documents. AI also granted us extension of DDL

Meeting with Kristoffer to discuss future of ﬁnance and strengthen BoF relationship

Discussions on how to streamline the invoicing process and communication between each other

Even better if.. | WHY

Having a full elected FIN Commission

Not all LCs have a ﬁnance responsible with only one position which will require careful commission management

The entity had sustainable revenue sources

MC and LCs do not generate enough revenue to stay sustainable in the long-run

Partners paid on time

Some partners have difﬁculties paying on time which affects our cashﬂow

Alex Perunov

Q2 21.22

National VP Finance

I spend my time on ﬁnance

Q2 21.22

Alex Perunov National VP Finance

ﬁnance

main learnings | Q2

1 2 3

It’s very easy to get overwhelmed with endless tasks and demands from different stakeholders. Especially it is difﬁcult to recognise priorities and say no to other relevant projects

Physical touchpoints as an entity can have miraculous results

It’s important to be transparent and openly talk about important aspects of AIESEC experience such as elections, this way we give people opportunity to embrace it as a challenge and increase their motivation

Alex Perunov

Q3 21.22

National VP Finance

ﬁnance

main priorities

1 2 3

Finalise External Audit

New FIN commission on-boarding

EB Summit & ALTIUS 22

key metrics # touchpoints with Kreston CM Annual report delivered

# Commission Calls # Individual Meetings

FA Session delivered

OPERATIONS w/ LINA

FULFILL GV RESUMPTION PLAN We can make GV after 01/12/21

BUILD BASIC PROCESSES IN OGX Focus ﬁelds are BA and MKT | regular MoGX synergies in all LCs (where we have OGX and MKT)

BUILD BASIC PROCESSES IN ICX 35 RE (30% LCs / 70% MC) - 24 RE by MC

Q2 21.22

Angelina Vaikhel National VP Operations

Key Insights & Next Steps operations

iGTa funnel iGTa

Conversio Program n Goal

Oct

Q2 achieved Planne Achieve d d

Nov %PA

Plan ned

Achieve d

Key Insights: Process before Xmas holidays stay longer than we expected. We need to change timeline for iGTa according to this info

Dec %PA

Planned

Achieve d

%PA

Opens (OPPs)

200%

Applicants

10%

105

10%

400%

Accepted

100%

50%

Approvals

90%

50%

Realised

90%

50%

100%

Finished Complete

100%

We receive a lot of applicants, but still number of good EU candidates so low. IR needed

Next Steps: Create National IR with EST support Timeline and goals changing during re-planning

Q2 21.22

Angelina Vaikhel National VP Operations

Key Insights & Next Steps

operations

iGV funnel iGV Opens (OPPs)

Oct Q1 Convers Program achieve Planne Achieve ion Goal d d d

Nov Planne Achiev d ed

%PA

Key Insights: Need to start our work for WP for iGV ASAP

Dec Planne Achiev d ed

%PA

Applicants

Accepted

Approvals

Realised

Finished

Complete

IR alignment needed

Next Steps: Conduct CC and other routine for iGV commission Manage National IR with EST

Q2 21.22

Angelina Vaikhel National VP Operations

Key Insights & Next Steps

operations

oGTa funnel oGTa

Conversio Program n Goal

Q2 achieve d

Oct Planne Achieved d

%PA

Nov

Dec

Planned

Achieve d

Planned

Achieve d

%PA

Opens

30%

111%

500%

100%

Applicants

30%

75%

200%

Accepted

80%

100%

Approvals

50%

Realised

50%

Finished

100%

Complete

Key Insights: OGX is in unstable situation in LCs and we should create a future of OGX in AIESEC in Denmark -

A lot of Alumni applied and it’s easier to approve them

Next Steps: Understand the future of OGX in Denmark

Q2 21.22

Angelina Vaikhel National VP Operations

Key Insights & Next Steps

operations

oGV funnel July

August

September

Planned

Achieve d

Planned

Achieve d

Key Insights: Still in

Conversio Program n Goal

Q1 achieve d

Opens (SU)

Applicants

Accepted

Approvals

Realised

Finished

Complete

oGV

Planne Achieved d

%PA

oGV Resumption process

Next Steps: Pass GV Resumption plan Understand what we should do with oGX in Denmark

Q2 21.22

Angelina Vaikhel National VP Operations

individual wins | Q2

“

Build basic processes in Ops

key metrics

key success

high level of ECB Audit passing

GV Resumption

%of achievements

Finished iGV Resumption oGV Resumption in process

LCs engagement

#people attend CCs #LCs attend touchpoints #LCs who have APRs #LCs support MC in RE

3 LCs have RE with MC 100% LCVPs attend CCs 80% LCVPs attend O2O

#WP

“

operations

2021 purpose

LCs start to make Audit better and take care of Standards

Q2 21.22

Angelina Vaikhel National VP Operations

operations

What went well? | Why

1 2 3

Communication with LCs

They engage in FA activities

We have REs and APRs

EPs come and it made LCs more motivated

Synergies

I feel team support with MC during touchpoints

Even better if.. | WHY

Informal activities with Commissions and MC

In remote work, it is easy to lose connection with the entity

More APRs

I see that we can have more OPPs to sell

Being in Denmark

Easier to communicate and build processes

Angelina Vaikhel

Q2 21.22

National VP Operations

I spend my time on operations

Angelina Vaikhel

Q2 21.22

National VP Operations

operations

main learnings | Q2

1 2 3 4

Processes are so long and we need to adapt out timeline according to this info. Also support LCs in processes with companies. We need to add it to the transition EB2EB and MC2MC

Need to have roadmap for realizations with LCs when each side understand responsibilities. The same for BDxOps synergy

GV Resumption is done, but that was the easiest part. We need to build our working system according to the new changes

We want to run oGX, but we need to put more resources on it for having SUs and Approvals. Now we can’t allocate enough resources for oGX (money, people, time) because iGTa/BD are the main focuses. Because of it we need to align with LCs that maybe oGX will be mostly iXP product as a part of RnR for members

Angelina Vaikhel

Q3 21.22

National VP Operations

operations

main priorities

1 2 3 4

key metrics

Start to run oGV and iGV + LCs support in GV products via NEC (iGV, oGV) and coaching by EST

#APR in GV PvA GV

Transition for LCVPs elect

NPS %coverage

National Operations

LCs Operations

#APR CR APR->RE #process time OP->APR Process time APR->RE

%GA in LCs

national ofﬁce business development

BD GOALS | Q2 21.22 New Sales

Former Accounts

New Sales Funnel

PLANNED

ACHIEVED

GAP

Suspects

163

169

103.68%

First approach

147

138

93,87%

-9

Prospect

64.05%

-20

Qualiﬁed lead

33,3%

-3

Proposals Sent

38%

-13

Proposals Conﬁrmed

66,7%

-2

Contracts Signed #

66,7%

-2

0.00

New Sales CS $

57.750 DKK 12.000 DKK

Grundfos

PLANNED

ACHIEVED

Global Talent

16.500 dkk

27.017 dkk

163%

Total

16.500 dkk

27.017 dkk

163%

DSV

PLANNED

ACHIEVED

Global Talent

15.000 dkk

100%

Total

15.000 dkk

100%

BUSINESS DEVELOPMENT w/ GABRIEL

CUSTOMER SUCCESS IMPLEMENTATION Implementation of Customer Success measurables and initiatives (metrics that go beyond just NPS, such as health score) CREATING THE AIESEC'S PLAYBOOK FOR SALES AND MARKETING B2B Find the right positioning, the right message, the ideal customer proﬁle, the process to reach these people and to optimize all of these elements: positioning, messages, segmentation, portfolio development, pricing

GOING DIGITAL Digitalising our attraction and most of our sales processes

Q2 21.22

Gabriel Costa National VP BD

Key Insights & Next Steps

business development

Key Insights: -

Physical Meetings are usually more successful than a process that happens fully digital. It helps to create rapport with the partner.

Our pricing is a bit off depending on the position we are going to open, for example if it's positions that the danish market has lots of professionals it is harder to show the value we provide to our partners.

Specializing members in speciﬁc functions ensure a better compliance to the process and higher conversion rates throughout the funnel.

We need better and more consistent strategies for lead nurturing, we have lots of contacts on our CRM, but little strategy to educate our customer about our product. Alumnus can be a good resource to supply us with referrals and easy access to decision makers in key accounts

Next Steps: -

Tickets pipeline creation to control interns from companies

Audit process move from Podio to Hubspot

B2B Inbound Marketing (e-mail marketing & linkedin posting)

Google Ads campaings

Youth to Business & iTtT

Funding applications

Follow-up on warm leads from the ﬁrst semester

BD network education

Portfolio Consolidation

Q1 21.22

Gabriel Costa National VP BD

individual wins | Q2

1 2 3

4 new MC accounts

Business Development Playbook

Account Management

“

The purpose of BD in 21.22 is to create the foundation for Sales and Marketing for the BD department of AIESEC in Denmark, both at the national level and local level.

key metrics

#Opens #New partners

key success

Efﬁcient Communication and standardized sales process

Created a playbook with information on how to call companies, how to prepare for meetings, meetings ﬂow, pitches template, what's BD, our products, key selling points, how to create lists of suspects, sales sequences and many more!

Creation of a framework for account management, meeting with higher stakeholders from Grundfos to upsell to different departments.

#Processes for each stage of the BD Funnel #Processes implementation

#Upsell

“

business development

2021 purpose

Q1 21.22

Gabriel Costa National VP BD

business development

What went well? | Why

1 2 3

Hubspot National Implementation

A lot of automations in places, standardized usage of hubspot as a CRM, 90% migration from Podio to Hubspot

EST management

Managed to have the whole team performing until the last day of their experience

New BD processes in place

Easy to track data, easy to understand what are the companies in my pipeline and create a forecast

Even better if.. | WHY It had happened earlier and LCs were better educated about it & Ops start using it

It took a while until we ﬁnally migrated everything and the education plan w/ hasn't been so efﬁcient.

We had more FUN TOGETHER as a team

Most of the touchpoints with them were individual, which means there wasn't so much of a team bonding

LCs implement the same processes themselves

We deliver the sames levels of services no matter the team doing it

Gabriel Costa

Q2 2021

National VP BD

I spend my time on business development

Q1 21.22

Gabriel Costa National VP BD

business development

main learnings | Q2

1 2 3

Our pricing might be a little bit off for companies recruiting people in departments that are not IT. Although Denmark is an expensive country, it is huge the pricing difference between us and any other entity in AIESEC, for example, one year intern in Denmark costs around 8000 euros, meanwhile in the netherlands it costs 2250 euros, in germany 1300 euros and in sweden 3300 euros and the service provided is pretty much the same as they're also AIESEC. So for a big company if it's not non-negotiable that their intern is in Denmark even if they start the partnership with us they will obviously prefer to take the intern somewhere else.

It is possible to shorten at least two weeks the former overall process to bring an intern, for that it is crucial that from the moment the company signs the contract the timeline and deadlines are well aligned, so 10-15 days to shortlist and interview candidates, 10 days for the company to go over the shortlist (or more if they need it, but then it's their responsibility if it is taking longer). It is taking around 45-50 days for SIRI to give the permit, that's already a month and half, so everything else that is under our control (other parts of the process) we should strive a lot to shorten it. So the company signed the contract today, means we should post on expa the same day, shortlist and interview candidates as we are getting applications and have a clear deadline for the company to reject all candidates or pick one from the shortlist. Otherwise, they might slow down a lot the process.

Documenting information, feedbacks and inputs from companies is very important to ensure the longevity of the partnership. Since, they often provide account manager with very important insights, but since it's not documented, the next generations don't get to learn from that insight and tend to make the same mistake and with that lose the partnership.

Gabriel Costa

Q2 21.22

National VP BD

business development

main priorities

1 2 3 4

B2B Marketing (google ads)

Network Training regarding BD

Youth to Business

Pipeline creation/ Followups on prospects from the 1st sem

key metrics

#Leads

#LCs revenue coming from BD initiatives

#NPS #Signups #Participants #Partners #Proﬁt

#opens

TALENT MANAGEMENT w/ ELENA

MXP IMPLEMENTATION Deﬁne project timelines and structures

LONG LASTING CONNECTIONS Strong alumni network

RECRUITMENT Plan of membership role promotion & Recruitment

Elena Cervantes

National VP Talent Management

talent management

Plan

Achieved

Retention Rate

90 %

91.6 %

LPS

8.5

8.6

NPS

8.5

8.8

Retention Rate

91.6 %

Realizations

100

108

Key Insights: -

CITIUS as key factor for EB application

LC planning recruitment according to needs

NEC wasn’t properly followed up, project to be nurtured in the next month to be ready for newbies

Structure suggestions

Next Steps: -

Nurture and promote National education cycle Downscale NEC through LEC Strengthening alumni network, social media and LC events, strong LC alumni network to make national

Q2 21.22

Elena Cervantes talent management

“

2021 purpose

Create Connecting a stronger withmembership the entity

individual wins | Q2

key metrics

key success

Onboarding

% RR % OB

RR: 91.6 % OB: 80.8 %

CITIUS

NPS

CITIUS NPS: 8.7 Alumni: 16

Succession

Positions ﬁlled

26 EBe /21 EBc

“

National VP Talent Management

Q2 21.22

Elena Cervantes

National VP Talent Management

talent management

What went well? | Why

1 2 3

On boarding

Increased Expectation vs reality

CITIUS 2021

Motivated people to apply 26 EBe members

MXP

85 % of completed. @DK MXP path and tools

Even better if.. | WHY

Increase feeling of productivity in ﬁrst 10 days

Purposeful recruitment

Proﬁtable

Decide if we care about money or experience for Altius

Stop being scared

Learn by doing

Elena Cervantes

Q2 2021

National VP Talent Management I spend my time on talent management

Elena Cervantes

Q2 21.22

National VP Talent Management

talent management

main learnings | Q2

Plan conferences at least 3 months in advance, have an OC team selected. Outsource OC to Alumni interested

Engage the members and alumni in the execution of National projects

Purposeful recruitment

Elena Cervantes

Q3 21.22

National VP Talent Management

talent management

main priorities

key metrics

1 2 3

EB Summit / Altius

NPS

Recruitment / On boarding

P/A

Education Delivery

Alumni - Long lasting AIESEC

NPS

national ofﬁce marketing & brand

mini-campaigns/engagements quarter 2

Q2 - Operations’ Attraction Campaign - Did not happen #ProudToBe on-going campaign with aiesec. - Did not happen Events

MARKETING w/ BOGDAN

GENERAL MKT Research & Understanding | External Communication Strategy | Program Messaging & Positioning

IMPROVE THE EST ACTIVITIES By the end of my term, all campaigns are implemented optimally and give bigger payout

ENABLE LCS TO PERFORM MKT ACTIVITIES By the end of my term, all LCs will have a good understanding of marketing and independency capacity wise

Bogdan Gabor

National VP BRAND&MKT Facebook & Instagram Data

Key Insights & Next Steps Key Insights: General decrease in SoMe performance (October - January) -

Focus has been on physical support for LCs. Digital channels suffered.

#proudtobe campaign in January has a successful start

Next Steps: The new EST Team will take over after January 6th. Separate Facebook and Instagram responsibles will create promotion plans to improve our SoMe.

Q2 21.22

Bogdan Gabor

National VP BRAND&MKT

individual wins | Q2

1 2 3

Got a better understanding and direction of what MCVP Marketing should do this term.

“

text

key metrics

key success

Shift of focus from immediate Social Media results to the building of a foundation for our Digital MKT

We have recruited people who will dedicate themselves full time to co-creating and implementing a strategy for our social media channels along with MCVP MKT.

Ensured that each LC has an access person with blue book knowledge to the AIESEC in Denmark pages, so we can still have content ﬂowing from LC side while the EST is in the reworks.

Recruited a new EST Team to work full-time starting Q3

#EST Positions ﬁlled #Campaign initiatives

Supported LCs

#LC Visits, #Supporting activities

“

brand&mkt

2021 purpose

Q2 Q1 21.22

Bogdan Gabor

National VP BRAND&MKT

brand&mkt

What went well? | Why

1 2

LC Collaboration

Each LC was open to collaborating with MCVP MKT in order to stay brand aligned and start building a brand presence.

Focus shift

Our focus shifted from generating immediate results towards building something for our successors to have results

Even better if.. | WHY

Better content management

Being brand aligned doesn’t include other factors such as consistency and design principles. We need more speciﬁc brand guidelines (in progress)

Active EST

The absence of an EST Team can be seen in our insights, having an EST team present and able to support the LCs will also tackle the problem above.

Commission Workshops

While there have been LC visits and I have collaborated with both VPs, TLs and Members on education, there has been less of a focus on commission capacity building in the past 3 months.

Bogdan Gabor

JULY Q2 21.22 2021

National VP BRAND&MKT I spend my time on brand&mkt

Q2 Q1 21.22

Bogdan Gabor

National VP BRAND&MKT

brand&mkt

main learnings | Q2

We need a more speciﬁc brand & SoMe guideline starting Q3

The new EST Team needs to be closely monitored in order to ensure accountability

Focusing on results without a foundation is not a good approach in the current context.

Q3 21.22

Bogdan Gabor

National VP BRAND&MKT

brand&mkt

main priorities

1 2 3 4

Release the AIESEC in Denmark Blue Book by ALTIUS

Ensure optimal transition for the EST Team and a good start to their term

Hold commission capacity building sessions & give transition

LC Visits & Workshops

key metrics

%reach & engagements growth GvA SUs for RCTM GvA SUs for ELD

#Sessions within commission #LCs with 100% completed transition

#LC Visits & Workshops happening

ORGANIZATION DEVELOPMENT

w/ YOAN

ORGANISATIONAL DEVELOPMENT MODEL (ODM) CREATION Finalising the tool and features. Keeping metrics relevant.

OD reporting Helping us to think strategically and give more data backed insights.

ENTITY DEVELOPMENT As the name suggests, developing the entity. Supporting the LCs to grow in a healthy and deliberate way, and supporting MC to make sustainable and long term strategic decisions

Q2 21.22

Yoan Stoyanov

National VP Org. Development

key metrics

individual wins | Q2

%Adherence to ODM Roadmap

ODM development

CITIUS Agenda

EB Pipeline

Implementing OD text department in the EY.

#drafts/iterations #feedbacks received

#of LCP and EB applicants #of LCP and EB positions ﬁlled

“

Org.Development

2021 purpose

key success

Tier system design Roadmap creation Mini EY OD education at NPM

Good feedback from plenary (high NPS) Adherence to agenda, given external delays and miscommunications Design of agenda achieved conference purpose (EB pipeline)

4/4 LCPs elected No EB vacancies due to lack of HR

JULY Q2 21.22 2021

Yoan Stoyanov

National VP Org. Development

Org.Development

What went well? | Why

1 2 3

Even better if.. | WHY

OD sessions at NatCo

Short but informative

OD Reports

Bit delayed until ODM completion

ODM

Completion of Backend

ODM

Data collection to start soon as not all metrics currently measured

iComms

More structure and regularity

CITIUS

EB Pipeline

Yoan Stoyanov

Q2 21.22

National VP Org. Development I spend my time on Org.Development

Q2 21.22

Yoan Stoyanov

National VP Org. Development

Org.Development

main learnings | Q2

1 2 3

Agenda Manager. A beautiful role that allowed me to shape the entity’s experience at CITIUS 2021, and to drive speciﬁc messages or results to fruition - Happily the LCP pipeline appeared and the EB pipeline soon after, with little to no gaps.

LC Cycles. The rise and fall of each of the LCs over the past few years. Every LC in the entity has been the best LC and in a bad enough position to be closed, before recovering again. Every LC has been through this cycle over the past 5-6 years. The journeys of the LCs are all unique, and all identical.

Choose your battles wisely. Prioritisation of main tasks or important or urgent ones. Learning to say no. It is neither necessary nor doable to do everything - pick a few key areas to work on and develop them.

Yoan Stoyanov

Q2 21.22

National VP Org. Development

Org.Development

main priorities

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ODM

CITIUS 2021 | EB Summit/NorLDS 2022

OD reporting w/ SONA and ODM inputs

LC Coaching

key metrics ODM data collection Benchmarks created

Adherence to agenda

#reports #feedback implemented

#touchpoints w/ coachees #tracking tool for coaches

local committees evaluation

AIESEC in Aalborg Key Insights & Next Steps

Key Insights: GV has been resumed which is great! The possible transition to GTe has potential legal issues, internally with ECB and externally with country law - ensure thorough research is done, perhaps a legal advisor or a certain BoA could be someone to approach for this subject. -

PD/BD is a new department/role in the LC which is great to see. Make sure to check out the update ER principles courtesy of Gabriel! As a newer department across the entity, it will be great to share as much GCPs within the new commission!

Next Steps: In recent years, iGV has proven to be a tough department who’s managers change more frequently that Hogwarts’ Defence Against the Dark Arts’ Professors. Remember that help will always be given at iGV to those who ask for it. Both Yoan and Lina will be happy to support with any transition needed. -

Leadership Academy time is approaching. Review the outputs of the previous iteration to see what can be improved, and keep the ECB in the loop - it will save you many headaches.

AIESEC in Aarhus | Horsens Key Insights & Next Steps

Key Insights: The term started an Initiative Group, evolved into an Ofﬁcial Expansion, and now the entity in Aarhus has matured to Local Committee, and one with Full Member status for the ﬁrst time in almost 5 years. This paragraph is testament to the hard work of the combined EB of Aarhus and Horsens. -

The structure has been very ﬂuid so ensure that going into the next EB term, that there will be enough continuity and stability of structure.

Next Steps: The LC is going through a merger of sorts, having combined the people of both entities. With a new EB Cycle and comes a chance to build upon the previous year’s foundations and really develop the LC’s culture to a new level. -

There will be some proposals at EB Summit about the future of Horsens, it will be up to you to decide which route to pursue.

AIESEC in Copenhagen Key Insights & Next Steps

Key Insights: PD/BD had it’s revival in Denmark through LC Copenhagen, a couple years ago, though a bit shaky as a it was a new department. With the new EB cycle comes a chance to crystalise the JD of the department as well the goals. -

The LCPe migrated from a very different LC, this will provide a challenge for him and the LC. It is, however, very manageable and has been done before. Old bonds will serve to strengthen the EY as LC-LC connections deepened. He need only remember that he is in a new LC, one that chose him, that trusts him, and that will achieve great things with him at the helm.

Next Steps: (LCP) Ask questions. As many as possible about different departments. -

Communicate often and well, and the gap will minimise with time.

AIESEC in Odense Key Insights & Next Steps

Key Insights: Odense continues to be one of the more stable LCs. It is great to see that the EB structure is expanding, and with it surely the opportunities it can tackle! -

Marketing is still a young department and in 22.23 will be the ﬁrst dedicated VP MKT to develop the area further!

Next Steps: Keep a close synergy with Bogdan to ensure that the MKT department grows in a healthy direction. -

Focus on partnerships. Odense is one of the LCs that has driven partnership development within their local community. It could be a good move to continue developing these existing partnerships as well as looking to create new ones - both with community partners and with ICX companies.

MCP w/ TUDOR

GOVERNANCE & REPRESENTATION

LCPS MANAGEMENT -> PLENARY

MC TEAM MANAGEMENT GLOBAL REPRESENTATION GEN 22.23 ELECTION & TRANSITION

Q2 21.22

Tudor-Vasile Nae

Member Committee President

key success

individual wins | Q2

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LCP 22.23 | MCP 22.23 application 100% LCPs in all LCs MCP 22.23 candidates

Ensuring ﬁnancial sustainability

Ensuring smooth transition between the two EB Generations

Unfold the Blindspot for Denmark

Throughout, purposeful people, passionate action, relevant presence.

“

president

2021 purpose

Quarter 2 of MC GRIT have been blessed with getting 3 out 4 LCs having 2 candidates for LCP position. Also, on the 16 of December we received 2 candidates applications ( Bogdan and Elena) for the MCP position for the term 22.23. Paying for Received the ESC and finishing up the previous year final report. Signing agreement contract for collaboration with Kreston, External Audit after consultation with BoF BoF meeting in November for ensuring cash liquidity and topping up the NFC, ICF, EST account (and during Jan/Feb 22 to apply for potential extra for helping members in participating in NatCos ) After 11 years the NemID ownership of AIESEC in Denmark is finally updated. Finally after many security documents, we got full access the organization government forms and formalities. - CEO Summit in December - EB Summit planning in December, executed in January 2022 - BoDe attending BoD calls from earlier and being involved in the decision making process and legislations New transition tool for LCP 21.22 and EBtoEB 21.22 Introduction new planning tools for gen 22.23 to fit the MC planning tools and also, to have more overview on operations, mxp, finances, etc.

JULY Q2 21.22 2021

Tudor-Vasile Nae

Member Committee President Even better if.. | WHY president

What went well? | Why -

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conferences

Physical touch points with MC team

Physical touch points with LCs

Successfully Co-creating the 2nd physical national conference, CITIUS 2021, hosted by LC Odense, which revolutionised the way we are organizing conference by finding a skole that can fit our requirements, sleep on bed and having space for session. This was possible for the first time after many many year, and it is here to stay. Nonetheless, this conference made our membership reconnect and connect with AIESEC at a different level, and soon after majority of the people applied for higher roles. #proudtobe #aiesecindenmark

Finally VISAs for MC members have been approved and during January 2022 we will meet for the ﬁrst time. Have been a long wait.

During Q2 MC GRIT members have been invited to LCs new gen elections, Christmas parties. This created a bond and trust within the entity leaders and giving all we have for our membership to success and in the end to contribute to our purposes.

ICB case with the netherlands

MC synergies and experience

This harassment case created in the netherlands by our EP have been taking lots of time to process and escalated very quickly due to lack of communication for the the netherlands LC involved. In the end AIESEC in Denmark is ok, but we learned a lots of things that we should be aware of it and prevent them in DK. All of this, thanks to our ECB Chair

Unfortunately the fact that we do not meet physically is not the best for our synergizing, also the fast open up of Denmark and the Front Ofﬁce to never been in DK situation had ups and down

Tudor-Vasile Nae

Q1 21.22

Member Committee President I spend my time on president

Tudor-Vasile Nae

Q2 21.22

Member Committee President

president

main learnings | Q2 -

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"G.A.P" the acronym and the words of the quarter. Gratitude. Accountability. Perspective. This are the 3 things I learned during the Q2. ! Appreciation towards my teams I am leading. Show them new paths, for example ( transition to BD and OPS mindset). An awareness of what is already done, what is already owned, and what we’ve got to work with is the foundation of all success. Accountability? For you? Surely in a global pandemic, the last thing we need is unwarranted guilt and/or responsibility…. Accountability is tricky because people confuse it with stress – there’s almost an instant lack of compassion…but I don’t see it that way. I view accountability as what can I control. Is the glass half-full or half-empty? The truth is, it’s bang in the middle. The rest is your perspective. You Were Born For Greatness - be like a fish and learn your GAPs…and you’ll be good to go. “And remember this. Have faith when things are challenging, difficult, and unstable…because that is exactly when leaders do well.” Well- planned and test LC Simulation are lit. During this quarter, I finally got to do something I wanted for AIESEC in Denmark for many year. Have a proper and crazy LC Simulation rundown, in a national Conference. That have been possible during CITIUS 2021. Where each LC members had to be act as EB member and do certain task as a team, however, mixing the LCs members. What I learned during this space, is that such space are sparking lots of emotions for the participants but in the end even if they don't consider it important, nowadays, more than 60% people that participated in the simulation are now in the EB term gen 22.23 The story continue with #proudtobe - finally after so many years, people are using these words, posting on social media, and talking about their AIESEC in Denmark experience with pride. Over the past few years, it seemed like members were afraid of sharing their experience because it was an unpaid, professional job; which supposedly makes it less worthy? But, as long as you are at peace with yourself, happy, and feel appreciated, challenged and develop leadership--what people and society says, is just white noise.

Tudor-Vasile Nae

Q3 21.22

Member Committee President

president

main priorities

1 2 3 4

key metrics

MCP 22.23 Transition start

weekly calls, and make ready the next MCP for the position

MC GRIT Re-planning in January 2022

Have our purposeful spaces were we talk out what the EY needs in the next 3 months before starting the transition with the next gen 22.23 and also enjoy our times as a team needed (the things provided from RO were ﬁltered)

BD involvement from my side to help our sales, by colding and learning how to sell AIESEC for our conference or internships. Help Gabriel to sell for Y2B and also, contribution for the next term cash ﬂow.

BoD UNITATEM support

#3 contracts signed

weekly calls, capacity building, 1o1, and visits

quarter three priorities and battles

MC GRIT STRATEGIC OBJECTIVES

#1 - HR sustainability Increase membership engagement in their FA #proudtobeAIESECinDenmark

#2 -Establishing and Developing External Partnerships Money for the sustainability of organization/partnerships #parternships

#3 - Change the direction #1 Boost ewa | bd on the local level #2 Change to a data-based mindset #3 Build system of operation improvement

Why do we want to achieve this objective? We need to ensure that

(1) boost ewa | bd on the local level (2) change to a data-based mindset (3) build system of operation improvement

MC GRIT STRATEGIC OBJECTIVES Q3&4

#1 - HR sustainability Increase membership engagement in their FA #proudtobeAIESECinDenmark

# 1 TL per / FA(OPS,BD,MKT) / LC 80% of position TL fulﬁlled # newbies number TBA

#2 -Establishing and Developing External Partnerships Money for the sustainability of organization/partnerships #parternships

# 3 signed contracts / per LC # 240 delegates Y2B 66,5K proﬁt for Y2B

#3 - Change the direction #1 Boost ewa | bd on the local level #2 Change to a data-based mindset #3 Build system of operation improvement

# LCs in Cluster 1 od report / newsletter / od visit # coach visits # OPS/BD visits

IMPORTANT LINKS

MC Team Dash

bit.ly/MC-GRIT-dashboard

MC Instagram

instagram.com/mc.denmark/

AIESEC in Denmark Calendar

bit.ly/aiesec-dk-calendar22

Knowledge Hub (coming soon)

https://humanresources48.wixsite.co m/knowledge-hub

Denmark MCVPs JDs

bit.ly/mcvp2122-jd