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.
