AI Team 18.19 Questionnaire

QUESTIONNAIRE

AIESEC INTERNATIONAL 18.19 TEAM

INTRODUCTION Dear candidate, Thispackage includes all information about the AIESEC International Role (Vice President, Manager, Director, etc.). You will be able to use allyourcreativity when creating and designing your own application to stand for AIESECInternational2018-2019. Theprocesshasbeen designed to help you stand outof thecrowd and feelcompletelycomfortable with yourapplication making sure that it reflects you, yourpersonality, and your perspectives. At the same time, this application will support you in preparing yourself fora great term on AIESEC International.

The application for AIESEC InternationalTeam 18-19 is divided into seven parts: q Executive Summary + VIDEO:A one-page (1) summaryofyourentireapplication and the link to your AI application video no more than 7 minutes. q Bio:In one (1) page, createyourown biographyand shareitwith us. Youhavejustonelimitation,one page! q CV: In one (1) page, outline any relevant information about you, yourAIESEC career, other experiences you have had, and your contact details etc. q Questionnaire: These questionsmustbe answered byallcandidatesand should nottakemorethan 7(SEVEN) pageswith minimumfontsizeof10. q Blank PaperChallenge: One page (1) to sharewith uswhat matters most to you (see the final pageofthis document fordetails). q Endorsement Letters:Three (3) in total, additional details on this can be found in AI Application Booklet. q Legal Documents: please review the AI Application booklet for detailed information.

Additional Notes forthe Application:

You can create your own design (graphics and color usage). Make sure you submit a separate file foreachpart: Executive Summary,Bio,C V, Questionnaire, and Blank Paper Challenge.

We will be expecting five PDF files alongside your 3endorsement letters and legal documents.

1. Executive Summary 2. Bio 3. C V 4. Answers to the questions of the general and specific questionnaire.

5. BlankPage Challenge

If you have any questions concerning the applications or the application process please contact Omar Issa (omari@ai.aiesec.org) as election manager for AI1819.

Once you finish creating your application package, send all the PDF documents along with the required legal documents to: https://podio.com/webforms/20064677/1362963

THE DEADLINE FOR SUBMITTING YOUR APPLICATIONIS: 17:00 GMT FRIDAY, 23rd OF FEBRAURY 2018

INSTRUCTIONS • • • •

There are 6 blocks of questions separated in the roles of AIESEC International Each block has 5 questions, in which the candidate will choose 1 question per block to answer.

All of the blocks need to be answered and the candidate must choose 1 block in which they must answer 3 questions.

In total, the candidate will answer 8 questions in the Specific Questionnaire and 3 questions in the General Questionnaire for a total of 11 questions.

GENERAL QUESTIONNAIRE

1 2

Who are you? What do you aspire to become through AIESEC, and what can AIESEC be through you?

What have we learned as an organization from our 2015 mid-term ambition, and how did we take it forward in 2020? How would that contribute to shaping our 2025 mid-term ambition?

3

Which trends and recent happenings across the globe do you see shaping the world we live in? Is the world getting better or worse? What will it mean for AIESEC to become a Youth Leadership Movement within 2020?

VIDEO: Attach in your Summary Page a video link that does not exceed 7 minutes where you briefly introduce yourself, your @XP, your motivations and the main ideas you have for the organization as AI1819.

You can choose to give a general answer of the AIESEC that you envision in the next year or you can choose to give further explanation of one of the questions in the Specific Questionnaire.

1 2

Assess the state of AIESEC 2020 and Roadmap implementation and suggest 3 improvements considering that we are entering final third of the ambition.

What kind of behaviors and culture is the new Measurement of Success shaping? What kind of evolution within the organization would you foresee with implementation of measurement of impact?

3

What kind of connection is important within the Network Strategy department and with other departments on AIESEC International? What should be the outcomes of that collaboration?

4 5

Assess the current revamped TM process and provide next steps to ensure It is rolled out successfully .

How can we have a strong final sprint of 2020 while starting to design 2025?

ORGANIZATIONAL LONG TERM STRATEGY & GROWTH

1 2

How would you assess the global 2017 organizational performance? How and why was it achieved? What can be improved?

What is the most effective way to implement global strategies through a network that is so diverse, in terms of performance and realities?

3

Assess AI’s main implementation touch points, both physically and virtually. What would you stop, start, and continue doing?

4 5

Assess how the management of regions has evolved over the past 3 years. How do you see regional management in your term?

How would you prioritize the global strategy in order to stay aligned as a global organization, while at the same time addressing the individual needs of an entity?

NETWORK MANAGEMENT & IMPLEMENTATION STRATEGY

1 2

What will be your key initiatives to leverage the power of AIESEC's Global Partnerships network in increasing our Global partners’ base? Take into consideration that being present in 100+ countries and territories can open plenty of opportunities as well as bring tremendous challenges when it comes to explore and develop a focused market penetration strategy.

3 4

Partnerships Development as a strategy is not embedded in the 2020 Roadmap, however it is expected to be a big enabler of achieving 2020. What should be the role of the Global PD Team during 18/19 towards contributing to our mid-term ambition?

Taking into consideration the office move to Canada and that all existing global partners are currently located in Europe and Asia, How do you foresee a Global strategy to nurture current partners and developing new ones? How should this be reflected in the synergy between the Global PD Team , Regional Offices and National Offices?

In 17/18, we have started building the foundations for AIESEC to implement Strategic Account Management. Benchmark at least 3 organizations that AIESEC can learn from, explain why you chose those organizations, state clear examples of activities that can be taken forward by adapting them into the AIESEC context and elaborate on the potential results it can bring to the Global Office.

5

As responsible for the creation and execution of new partners acquisition strategy, what will be your key sources of lead generation? How would you measure the progress, execute on a daily basis and evolve the process towards increasing the conversion rates on the sales funnel?

STRATEGIC PARTNERSHIPS AND PORTFOLIO EVOLUTION

1 2

What would you propose to improve the profitability of our products? Consider this for all our core exchange products (GV, GT and GE)

3 4

What does it mean to you to have all entities being sustainable? Based on your answer, how do you assess AIESEC's overall sustainability currently? Why do you think that it is this way?

What are the main risks and potential crisis that might affect AIESEC in the near future? How would you avoid/minimize the impact of them on the organization?

Considering the implementation of Strategy 5 and roadmap projects since the start of AIESEC 2020. What would you propose for the roadmap under Strategy 5 for 18.19 and 19.20? Assume you have free reign to be able add any project and that you can choose to do so under the current strategy lines (business model, financial information and financial/legal compliance) and even add a new strategy line.

5

What would be the key indicators you would measure from all entities to know how healthy is AIESEC? How would you collect data? What are the analysis you would do with the data?

ORGANIZATIONAL HEALTH & RISK MANAGEMENT

1 2

With POP about to be released and AIESEC becoming an OMSP. What do you think is the future of Organizations/B2B Marketing in AIESEC?

3 4

What does it mean for AIESEC to be a global organization in terms of brand and operations? Assess the current reality and how can we leverage on the power of 126 countries and territories.

How can you convert AIESEC’s external representation activities into direct contributions to the business impact of the organization?

What are the main milestones for Youth 4 Global Goals in 18.19 term? Please mention particular initiatives based on the Awareness - Understanding - Action framework.

5

How can we ensure that our brand content is relevant, in an era where there is content overload in all our social media networks?

ORGANIZATIONAL BRAND AND POSITIONING

1 2

AIESEC strives for an OMSP by 2020. Based on current trends and technologies, how should Information Management be represented in the vision of AIESEC 2025?

3 4

AIESEC has become a multisided platform organization, taking in consideration the 2020 context during the term 18.19. How do each of the platforms (DVD, YOP, EXPA, POP) contribute to the Global Roadmap Targets of 17.18? What should be the contribution of IM towards the Global Roadmap Targets of 18.19?

Keeping in mind that by 18.19 four platforms will be released to the network, how would you prioritize which platform needs to be improved at what point of time and which factors would you take into consideration? By which metrics would you decide which parts of a platform need to be improved?

Considering that IM as a role is becoming increasingly less present in the global network and requires specialization,
what do you envision as the role of the Global IM Network? What can AI do from the global office to support this?

5

If during your year you could select only 1 feature to develop, what would that be and how would this impact AIESEC, our ecosystems, and bring the organization to the next stage?

ORGANIZATIONAL PROCESS AND SYSTEMS.

PROPOSE & THE BIGGEST QUESTION THAT GIVE AN LIES IN FRONT OF ANSWER TO AIESEC TODAY YOU HAVE THE LICENSE TO CHANGE THE SYSTEM, TO CHALLENGE ANY PARADIGMS AND UNLEASH THE POTENTIAL OF THE ORGANIZATION.