MC 2122 replanning output presentation
MC GRIT 21.222
mc 21.22 stand | purpose | values
bottomline | goals & projects
individual | plan
our legacy | 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
bottomline goals and projects
strategic objectives priorities and battles
MC GRIT STRATEGIC OBJECTIVES
#1 - HR sustainability Increase membership engagement in their FA #proudtobeAIESECinDenmark
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. #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 GRIT STRATEGIC OBJECTIVES
#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 contracts / per LC # 240 delegates Y2B # tba delegates NORD Summit 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
MC Focus for 21.22 - live
FOCUS
OPERATIONS
1
iGTa
2
BD
3
oGTa
4
EwA
5
iGV
6
oGV
Sustainable Metrics
Entity Performance
Partnership Metrics
PvA(Q2)
PvA(Q2)
PvA(Q2+Q1)
35 | 14
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
HR sustainability
label
timeline
project manager: Elena #proudtobeAIESECinDenmark
Members find value in their experience inside of the organisation and choose to stay to develop. We develop young people by delivering a personalised, relevant and measurable leadership development experience; connecting people to a global network of people and partner #proudtobeAIESECinDenmark
gs involvement
MCP, MCVP FIN, MCVP OD
network involvement
stakeholder involvement
LCVP TM, LCP
Key milestones
scope
project team: Elena, Bogdan, Yoan
duration: 4 months
key metrics # 1 TL per / FA(OPS,BD,MKT) / LC 80% of position TL fulfilled # newbies number TBA
Leadership pipeline: TL board creation
30/03
Recruitment and onboarding
30/04
Functional Area Summits
30/05
Rewards and recognition system creation aligned with OP and BD timeline (#proudto…)
28/02
Retention experiences that are tailored to each member to develop
30/08
NEC spring edition (start)
15/03
DK Hub update / NEC / Conf / CC (ongoing)
30/05
#2 -Establishing and Developing External project manager: Gabriel
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.
gs involvement
MCP, MCVP FIN, MCVP BD, MCVP MKT
network involvement
stakeholder involvement
LCVP BD, LCP, LCVP FIN,
timeline
#partnerships #Y2B2022
duration: 4 months
Delivery of the first physical Y2B
Key milestones
scope
project team: Gabriel, Elena, Tudor
label
key metrics # 2 contracts / per LC # 240 delegates Y2B 66,5K profit for Y2B
Kickstart new sales for Youth to Business Sprint #1
14/02
Onboarding BD commission to Youth To Business as part of their portfolio
17/02
Youth to Business core team & OC Y2B completed
20/02
Start the external Promotion of Youth to Business
14/02
Y2B Agenda Draft
28/02
#3 - Change the direction project manager: Yoan project team: Yoan,Gabriel, Lina, Elena, Tudor
With the pandemic many LCs started finding it difficult with HR & Finances & Operations.. Therefore AIESEC in Denmark is keeping members at the center of our focus and MXP has became a priority. When looking at the current financial status of EYs, Finance is another main area that EYs need to work on, in creating a stable base to build upon. Hence this strategy is aimed on supporting LCs to have a stable knowledge about their reality and how to take decisions based on data.
gs involvement
MCP, MCVP FIN, MCVP BD, MCVP MKT
network involvement
stakeholder involvement
LCP, LCVP FIN, LCVP TM
timeline
#proudtobealigned #fullmembership our people, our process
duration: 4 months
key metrics # LCs in Cluster 1 od report / newsletter / od visit # coach visits # OPS/BD visits
Basic Model: For the basic structural elements to be in place, with as much automation in place
Key milestones
scope
We want the aiesec in denmark network to be able to ensure that (1) boost ewa | bd on the local level (2) change to a data-based mindset (3) build system of operation improvement
label
By end Feb
Data input and review: To add all data to allow for benchmarking and cluster system creation. It will then expose any inaccuracies in the metric and ensure relevancy. The metrics will be adjusted accordingly.
Feb/Mar
Monthly Reports: As soon as benchmarks are created, it will be possible to retroactively measure the past year, providing us with a trend. There will be monthly newsletter/report with status updates and suggestions.
Exp Mar onwards
ODM Legislated: To update compendium with the new ODM and ensure its usage for future.
ALTIUS 2022
Ongoing Data collection: Measuring the LCs’ organisational performance using various sources. Ensuring we know how to support LCs given all the organisational changes and potential challenges.
Feb onwards
Transition: Ensuring MCPe as well as the next OD responsibles have an accurate picture of the entity’s evolution, and are aware of all necessary organisational processes and statuses.
MCPe from April OD 22.23 responsibilities as soon as elected
Alex Perunov
2022 purpose
finance
individual wins
1 2 3
Finance Standards Implementation Working with the commission to adapt new finance standards
Finance Elevation
Automate finance processes through help of external bookkeepers and new platforms
Strategic Funding / Revenue Sourcing EST responsible to develop a framework for funding options for LCs and MC. Applying for at least 1 fund
2021text purpose Finance Stabilisation
“ key metrics 1. Standards adaptation to the entity 2.Commission Education 3. Ongoing support and metrics tracking through OD Model
1. New FIN Process Outlined 2. FIN routines introduced 3. Stakeholders on-boarded
1. ESTs on-boarded 2. Funds found 3. Funds applied for #2
“
National VP Finance
key responsibilities Finance Standards Implementation Commission Mgmt Review new materials from AI for FIN Standards Adaptation of AI materials towards the entity Commission Education Monitoring progress and tracking deliverables Finance Elevation Outline FIN Process based on entity needs Research new relevant software tools to utilise Discuss possibilities with External Auditors & Bookkeepers Implement new software Launch new automated FIN software Strategic Funding / Revenue Sourcing Contact potential EST prospects Onboard new people Align on strategic focuses together Analysis of available funding options Contact / Apply for funds EST Mgmt
National VP Operations operations
individual wins
1 2 3
iGV development in LCs Develop operations in LCs for iGV as a new type of revenue for EY
iXP boost
For impact in A2025 and show to our members core of the organization we can boost iXP campaign as a part of RnR system
Quality iGTa Ops Support LCs in managing new type of structure with Ops and BD in LCs, show them how we should make selection and alignment with our partners for faster and quality selection
“
2021 purpose
“
Angelina Vaikhel
Build basic processes in Ops
key metrics 2 LCs run iGV 100% Fin->CO NPS 8 (Youth & Partners) LPS 8 (Youth) FA visits
#LCs take part #iXP appr NPS LPS
Process time op->apr #apr %apr with IR NPS (Partners) FA visits
key responsibilities iGV development in LCs run CCs with iGV have iGV Commission in general synergy with Morgs for safe iGV sales education by Gabriel EST coaches with iGV experience IR building iGV NEC FA visits iXP Boost RnR system Apply for a Fund TM and Mkt syn for promo Build strong and quality IR for this project Quality iGTa Ops iGTa Ops NEC BD/Ops synergy guideline National IR with EU EYs FA visits
Bogdan Gabor brand&mkt
individual wins
1
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
2021 purpose
“
Contribute to the right environment and capacity for a proper execution of MKT activities
key metrics %MKT Activities done by LC independently #MKT Responsibles / LC #Members attending TtM / TtT
“
National VP BRAND&MKT
key responsibilities Enable LCs to perform MKT activities -
LCP & MKT Responsible Synergy Meetings Commission Calls Education spaces for MKT LC Visits & Workshops Encouraging members to attend iTtT Release the AIESEC in Denmark Blue Book Onboard all LCs on the DK Blue Book
Improve the EST Activities
2
Improve the EST Activities
By the end of my term, all campaigns are implemented optimally and give bigger payout
%SU Growth generated by SoMe %SU - APP Engagement growth rate
-
Tracking of Full-Time ESTs EST MKT Research EST Final Exam Tasks EST Team Days & Social Time Ensure that the EST has an active advisor Recruitment of a new EST Team once the ESTc finishes their term
General / Other
3
General/Others
MCP transition MCVP 22.23 selection Global Representative
-
MKT Research & Understanding External Communication Strategy Program Messaging & Positioning Synergies with Operations Global Campaign Customization & Implementation Social Media Management + Website Lead Nurturing & Community Manager Brand Advocacy / Ambassador Strategy Offline MKT
2021 purpose
National VP Talent Management
“
Create a stronger membership
talent management
individual wins
1 2 3
Purposeful recruitment Plan of membership role promotion & Recruitment
Conference Manager
Define project timelines and structures
@Dk Hub Develop a rnr culture, ensure a learning environment and culture
key metrics % of HR complete # of inducted members % Advanced nr of hours of newbies
# TL positions filled # delegates NPS
# of Local and National Cycles # of TLs Cycles Education % of Hub growth
“
Elena Cervantes
key responsibilities Purposeful recruitment Plan of membership role promotion & Recruitment Talent Attraction Recruiters On Board YOP to fill in their application Alumni turnover Advanced Conference Manager Logistics OC team coordination Materials preparation Venue and on site logistics Transition process Strategic Funding / Revenue Sourcing Planning Educational Cycles Effectiveness of educational strategies Membership educational plan Lead Spaces General/Others Conference Manager Coach Ethics Responsible Knowledge hub responsible iComm
National VP Org. Develop.
21.22 purpose
“
Implementing OD department in the EY.
Org.Development
key metrics
individual wins
1 2 3
ODM Dev Finalising the tool and Keeping metrics relevant
features.
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
# Drafts/versions of ODM # Features created % LCs Cluster benchmark % FA Tier system #tba
# reports # consulting calls % SONAs completed # SONAs reviewed % LCs using ODM in Coaching # LCs using ODM for re/planning
# Growth of OD process implementation # Change management for all the new departments (MXP/BD/OP/MKT/other) # Coaching Calls per LC # tba
“
Yoan Stoyanov
key responsibilities
ODM Dev Finalise Basic ODM Collect Data Benchmark Clustering system Tiering system Legislating it OD reporting Usage in BoD OD reports / newsletter Usage of ODM in reporting and re/planning Usage in LC coaching Entity Development EST management Coaching System Creating minimums for each coach to cover with their LCs Change management for everything (MXP / BD / OP / MKT) General/Other Synergies with all departments BoD and legislation support Educate EY on OD processes, what it is as FA and why its important Long term strategy Open consulting calls for any EB relating to OD - but also to curious TL and MBs
Tudor-Vasile Nae president
individual wins
1 2 3
2021 purpose
“
Unfold the Blindspot for Denmark
Throughout, purposeful people, passionate action, relevant presence.
key metrics
Support on national sales helping BD department with sales for Y2B and iGTa.
# 3 contract signed
LCPs Management -> plenary
%Response Rate LCPs %Attendance LCPs %plenary representation to NatCo
Gen 22.23 MCP Transition + Global
% Global Membership Criteria #MCP Applicants #MC Applicants
Representation
“
Member Committee President
National VP BD
business development
2021 purpose
“
The purpose of BD in 21.22 is to create the foundation for Sales and B2B Marketing for the BD department of AIESEC in Denmark, both at the national level and local level.
“
Gabriel Costa
key responsibilities individual wins
1
Delivering the first physical Y2B in a long time Deliver the first physical Y2B in 6 years and the first nordic summit in Denmark. The goal is to pilot what we call "EwA initiative". Now that we have a BD commission we can capitalize on their teams to sell this event.
2
BD Commission CULTURE & education boosting
3
Digitizing our processes
Now that I have a BD commission and I would like to capitalize on them selling national products contributing to diversify the revenue stream of AIESEC in Denmark.
Digitalizing some of our sales processes and improving iCX processes
key metrics #Revenue #Participants #Partners $Profit
#Contracts Signed by LCs #Cross-sells with MC
#LCs using constantly hubspot
Delivering the first physical Y2B in a long time 240 participants 66,5k profit 15 partners minimum 3 partners per LC Developing a portfolio containing Y2B and materials to sell to companies Marketing in Danish the event (Create different Tracks for different audiences) Sell packages for them to also participate in Altius Conference (1st round) BD Commission CULTURE & education boosting Make adjustments to the ER principles as needed, perhaps improve the GAP needed Bi-weekly workshops about sales management BD operational visits BD Summit with LCVPs BD specific R&R systems BD NEC track creation & improvement for members & VPs Digitizing our processes Creation of the Tickets pipeline to control EPs Work with morgs to change the audit process from Podio to hubspot Education about the customer success & consideration pipeline to the iCX commission (and to the BD one as well) Hiring a software to control our contacts and make it easier to sign contracts Re-buy hubspot, rethink who needs the sales professional license, pitch LC's participation Implementing the javascripts of google to track conversion properly in the B2B website Automatize the feedback forms when companies are closer to the evaluation meeting, so we have feedbacks more often
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)
bit.ly/AiD_knowledge_hub
Denmark MCVPs JDs
bit.ly/mcvp2122-jd