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AIESEC HK Analysis

Analysis of @HK for my EGM
by

Hamilton Le

on 18 February 2011

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Transcript of AIESEC HK Analysis

AIESEC Hong Kong Analysis, focuses, vision, and strategies HKBU 10-11 Good Relations with School
Culture, 1) Member go to int'l conferences, 2)work in teams
stable TN raising teams
member engagment - 1)structuralized, 2) better pipeline succession Goals not high enough - 1)not aggressive in numbers, 2) member learning not high, 3) do simple things
no new TNs
not enough external TNs
no VP OGX
EPs leave, but don't come back
cannot control TN takers experience that they give to EPs Good relations with school - 1)Referrals to other dept’s
International Office cooperation Lots of competition
International voluntary organizations
Uniqueness is not present
Students not interested in leadership
School not recognize aiesec as leadership organization and doesn’t include AIESEC in their leadership development program Weaknesses Threats Opportunities Strengths HKBU 09-10 •Good ICX Numbers •Membership XP
•Motivation
•AIESEC Knowledge
•Poor Team Cohesion
•08-09 leadership crisis – only 6 retained •IC is done well in numbers
•2 campus events (international festival by school) EP recruitment
•AIESEC Festive – campus recruitment •No Products Weaknesses Threats Opportunities Strengths Other Notes
@HK essences to sustain
Result in ICX
oInternationalism
oIntern integration
Essences
oMC/6LCs
oLR Exp of LCP
oExperiential learning and opportunities
This year’s strategy for member retainment
oLC need more senior members to take on more students
oInternational conference…students will see international network
oHave more informal platforms to understand members
LC SWOTS PolyU 10-11 the strong and clear + unique positioning of AIESEC in PolyU
LC-PolyU often invited to join or to co-operate in the different event at school. Whenever they think of international and global, they will think of AIESEC
Furthermore, the as TN takers of the LC
it is most highest in retention rate among all TN takers in AIESEC in HK students in PolyU is relatively lack of sense of global citizen, so they not too care and aware of being international
in addition, students in polyu are very practical together with relatively lower profile in the society angle, so MTEP are harder for matching
and also leaders will not drive great move; simply speaking from others "LC-PolyU give birth to manager" •LC-PolyU start engage to the society through some projects
othe CSR Pbox,
oGlobal village and
oaiming to build the external relevancy
•also TT exchange is coming up; PolyU with strong pool of candidates •the pipeline together + more the similar organization start to embeded n polyu like SIFE and YMCA; actually we maintain a very good relationship
•but in future the talent pipeline is more different to build
•in addition, the financial situation of polyu is relatively weak due to the hotel, so support may be reduced Weaknesses Threats Opportunities Strengths PolyU 09-10 •ER + Comm Combined
•ER Not Clear •90,000 HKD Sponsorship for Greeneration Y - KPMG
•Gloval Village – Crown Motors Weaknesses Threats Opportunities Strengths HKU 10-11 1. Network
Strong alumni, partner and advisors network, continuing engagement
- internal advisors are mainly Faculty coordinator/professors or careers development PIC
- strong alumni network yet to be garnered

2. Process and Infrastructure
The methodologies of performing and selling our core product and experience is well designed. Most national good case practices (eg. IM HKU Weekly, Management by Objectives, Issue-based Exchange, AIESEC HKU Mentorship Programme) are our LC's initiative.

3. Culture of Excellence
Cultivated a deep-rooted culture of excellence, although the core work of each department varies, each member are required to perform up to a certain benchmark for their task and strive for constant learning. Currently given our 70% of achievement on BSC, it is difficult for my EBs/potential leaders to see how to bridge the gap between 70 to 100. Due to the decreasing marginal return, it requires much more effort to bridge the 70-100 gap than 40-70 gap. Given the strong infrastructure in terms of process and team management, members "take things for granted' and are contended with the current situation - resulting in lack of inspiration and sparks to come up with
1) breakthrough in exchange goals
2) improvement in leadership competency
3) ideas for other GCPs for national/international contribution and positioning Weaknesses Threats Opportunities Strengths HKU 09-10 Weaknesses Threats Opportunities Strengths Quality - in terms of member's leadership and quality of AIESEC experience provided
Values - values that drives the attitude in AIESEC development; integrity in complying with the standards (eg. AIESEC exchange process)
CUHK 10-11 Weaknesses Threats Opportunities Strengths CUHK 09-10 •Sales training is done by MDC, but want more externals •ER – No $
•Capacity = 14 members, 2 managers, 1 VP ER
•2010-11 – ER Restructure
oWork with Faculty at CUHK
oPossible learning partner – Benoit Consulting
oHR Reform Weaknesses Threats Opportunities Strengths Lingnan 10-11 •BRIC Country Exchange Weaknesses Threats Opportunities Strengths Lingnan 09-10 •ER Role is not clear
•ER + Comm
•Member need more sales XP
•Poor sales emphasis on ER Team Weaknesses Threats Opportunities Strengths HKUST 10-11 •Sufficient member pool
•Close school relationship
oSBM School
oSAO
•Active supportive alumni’s (York, tiff
•Member’s background
•Robust and sufficient financial resource
•A few Sustainable re-raising a/c s/tns
•better knowledge gap of EB
•matchability of MT EPs
•project experience
•committment •Focus on own functional area
•Poor planning
oLow retention rate
oTransition in sessions
•Poor LC bonding
•Departmentalization
•Lack of synergy
•Hierarchy Manager & VP
•Lack of @ knowledge and misunderstanding
•Branding & position of @ in UST
•opportunistic Weaknesses Threats Opportunities Strengths HKUST 09-10 •No TNs •Raised 100,000 HKD for Projects
•1st for all LC’s
•10,000 w/o project sponsorships
•2 learning partners Weaknesses Threats Opportunities Strengths •AIESEC Week on CUHK Campus
oOffice of student affairs
oOffice of admissions + Fin Aid
oVice Chancellor
•Learning Partner with
oIsland Junior chamber JCI
oNot X+LR focused
•Canadian Chamber of Commerce
oHelps with referrals/leads
oBut Events change a lot and poor management model •TN Raising + Alumni Rel + Partnerships are in 1 department
oDistracts from TN Raising
•Poor discipline Source: Youni Nip, LCP 09-10 Source: John Li, LCP 10-11 Source: Victor Wong, LCP 09-10 Source: Whitney Chan, LCP 10-11 IF Given another year, CUHK would give better education of AIESEC Way, send sales people to CEED/Conferences to learn more, and invest more on gaining contacts, instead of events Threats
- Competitors (Talent recruitment)
- @’s timeline VS other societies’ timeline
- Branding – only X agent
- MC Fee/ finance model
- University’s academic regulations
(hard to apply deferment of semester)
- Way of working towards one common goal



Strengths
- 1011 EB team quality
- 1011 EB team bonding
- 1011 EB’s @ xp
- Past ER strategy to campus – approach the right people,
to impress by our professionalism
- Small campus, high exposure
- Media exposure – BRIC symposium
- Alumni support
- Flexibility to innovate
- Widest network among different societies
Opportunities
- Campus resources (ILP, ceremony, alumni dinner)
- 334 education reform
- GCPs from other LCs
- “Liberal Art education” align with AIESEC
- University’s exchange policy (50% students go x)
- Lingnan’s strategic directions
- Potential campus partners
- Service-learning * @ DT program
- 10% international students+100% student residence – (ICX)
- Support from MC
- Cooperation with other societies on X opportunities Weaknesses
- Organization coherence
- Internal communication
- Low TR quality
- LR pipeline management
- Administrative delivery (Info for recruitment)
- Campus communication/ exposure (Few open-to-public brand events)
- Weak product development
- OGX / EP foundation (quantity, EP integration)
- Unclear concepts towards our core work – X
- Alumni engagement
- Membership (new, sense of belongings)
- Awareness to campus policies Source: Steven Wong, LCP 09-10 Source: Cathy Wong, LCP 10-11 •2nd in MT ICX •Didn’t up-sell to TN Partners •long winterbreak
•good X profiles: MT, TT
•partnership witg ENG. School
•School vision alignment
•3-3-4
oTN in High School
o4 yrs unilife 4 Yrs @ XP
•International students
•Greater cooperation with China and Taiwan
•TT EPs •Academic Exchange (from SBM)
oSubstitute fro @ X
•Aca-oriented members not willing to join aiesec
•Potential threats of replacement by coastal cities: shanghai in MoC (TN choose CHN)
•HK is developed cities: hard to raise DT TNs
•HK Students mentality Source: Selina Yuen, LCP 09-10 Source: Pooja Jhaveri, LCP 10-11 CityU 10-11 Source: Samuel and Laurent timmermans JD for everyone: Basic JD is present, need to confirm about bi-weekly basis

WNCF attendance: 12 delegates from CityU attended WNCF, all in member track. Among them 2 are going for LCP, 1 is going for LCVP, and 2 are discussing whether to go for LCVP or not.

the first meeting for ICX has been held - agenda - get to know each other for the ICX members, me and the potential ICX coach. Only 2 out of 4 ICX members attended the meeting.

They start to followup with all the teams budget, all the KPI and stuff will be out after the final budget is formed. And will still need LCPs input on relationship with campus, so that I can talk with SDS further on legal status

For IM team, basically nth much happen, but at next meeting will distribute work for Website, and start to do .net transition with them... And then might see if they can join the membership DB national taskforce (mainly formed by current LCVPIM)

High chance that Katy will be the ICX Coach of CityU, she is filling the application already.

1st Training for ICX would be held in February, the date is not set yet. World PEST Analysis Political Economical Social Technological Recent turmoils and uprising related to more democratic policies and implementation in countries of severe suppression among the majority of the population, we find that there is a deeper reason and more tangible impact that AIESEC can make today.

Wikileaks – With the response from wikileaks US cables, we have found that the general public is less angry about the content, but rather the notion of keeping these cables secretive. Security and protection is one thing, but disillusioning the world is another.
Recent turmoils and uprising related to more democratic policies and implementation in countries of severe suppression among the majority of the population, we find that there is a deeper reason and more tangible impact that AIESEC can make today.

Wikileaks – With the response from wikileaks US cables, we have found that the general public is less angry about the content, but rather the notion of keeping these cables secretive. Security and protection is one thing, but disillusioning the world is another.
As the world is becoming more interconnected through the internet and social networking, nations and corporations alike, are required to become more diversified. A CEO from the 1970s and a CEO today are facing entirely different realities, in terms of workforce and customer-base Technologies are becoming more infused into daily life, from developed countries to underdeveloped countries. With the benefits of technological ease though, comes problems as well. With further healthcare advances, comes population problems, etc. Hong Kong PESE Analysis Political Economical Social Environmental i)Reading a report on youth trends, it seems as though there is a decrease in HK’s youth feeling a sense of belongness to HK. This could be counteracted with students joining AIESEC and showing their culture to other AIESEC members at conferences. This would bring a sense of naitonalism to them.

ii)Another interesting trend is that due to the financial recession, HK’s youth has less confidence in employment prospects, and that starting their own business gives them more security. This is a great thing for AIESEC, as entrepreneurship and leadership skills are holistically addressed. i)The 2010 by-election for pro-democracy has been seen as a great turning point in Hong Kong’s independence. The fact that 5 legislators resigned, means that pro-democratic political parties have an opportunity to create an unofficial referendum on reform. Because of it’s innovative and amending spirit, this could be useful to AIESEC HK as a center point for though-provoking discussion. i)In PwC’s 12 Annual Global CEO Survey, it is stated that finding and retaining top talen is a top priority during the recession. The act of finding this top talent is something AIESEC can off-set with it’s leadership development nature. Furthermore, the survey shows that 47% of comapnies anticipate an increase in short term opportunities, making cross-border mobility strongly sought after, which our exchange program can offer.

ii)According to the 2010 Q1 Hudson report, this quarter sees the largest rise in expectations and economic turnaround. In the banking and financial services sector, 74% are expecting to hire more employees, which is a sharp increase to 2009’s Q4 expectation of 43%. This figure can be compared to expectations before the financial crisis. This means that companies are willing to hire fresh graduates, which means hurdles in selling AIESEC traineeships is alleviated. i)Currently, Hong Kong uses 2588 Terajoules of gas and 11,450 terajoules of electricity. These figures have stayed consistent with 2008-09 findings, with gas decreasing 1.1% and electricity increasing 3.8%. This lack of change signifies that Hong Kong has not been taking substantial measures to reduce carbon footprinting and meet global environmental parameters.

ii)On the other hand, AIESEC HK has implemented the Greeneration Y project, which signifies it’s commitment to environmental sustainability. This PboX is a great way to position AIESEC HK as an organization of change and commitment to our future. GLobal AIESEC SWOT Analysis Clear bottom-line. We can notice that the organisation started a fast-paced growth from 2007 onwards. I believe that this happened mainly because of the simple message about what was our bottom-line is as an organisation. There was no miscommunication or wrong expectations. We simply knew that we needed to grow and increase our exchange and leadership pipeline, with more focus on the exchange experience at the beginning.

Sense of purpose and urgency. Our purpose is still what drives each member every day. Our will to become first choice or to ensure that we are a global thriving network, even to develop agents of positive change make our members strive to do more. But to add on that we had the sense of urgency, the fact of having a unique opportunity of one year to make our term matter and leave a legacy. That sense of urgency became stronger and stronger and made the organisation be faster and more efficient.

Growth culture. The culture created in the organisation makes growth seem easy. Growth is normal. I believe that our generation got used to growth and that makes our culture of excelling ourselves incredible and unique. The accountability also within entities to make sure everyone is on the same page ensures that more and more stories of growth came from different regions and places of the world. We live in a nutshell. AIESEC still lives for itself. The relationship with the external world is not enough and the fact that we are not able to interact with many students (e.g. number of followers on twitter and facebook) or even engage a large number of organisations just shows that we still have a long way to go in order to become first choice for students and organisation for activating leadership.

We don’t grow as a whole. 20% of our entities ensure 80% of our results. If we say this to any economist they will say that it’s normal and something that any organisation goes through. However AIESEC was born to be different. We have not been able to ensure that every entity in the network is growing and increasing its impact every year.

We take too much time to implement something new. We took a fair amount of years to implement the AIESEC Experience and more years to make the concept behind it clear. I believe that as an organisation we need to be constantly flat and ensure that any member that enters in AIESEC is identified and connected with our vision and midterm ambition and is able to explain it clearly to anyone, even to his/her parents. Weaknesses Threats Opportunities Strengths • E-learning and webinars will enhance the self-education of the individual. Virtual learning, training and sharing will become a norm across the world.

• The number of jobs filled by telecommuters could grow nearly to 100 million by 2012. Wider broadband will bring the office home, giving workers and employers more flexibility.

• Young people will become more experience consumers. The value of getting diverse experiences will become scientifically recognised and youth around the world will become experience-consumer driven more than product-consumer driven. Power and influence will shift away from the US and toward Asia. US Influence will wane in the next two decades as China, India, and other Asian countries accumulate power and wealth. China GDP is projected to grow in average 9% for 2009, as opposed to flat yearly growth for the US.

• Talent shortages will undermine economic recovery. As the global economy becomes more dependent on technology, workers will need more proficiency in science, technology, engineering or mathematically based jobs. To produce these talented workers, the US, European and other education ministries and working on their educational system needs to work with community-based organisations and NGOs to improve training for tomorrow’s careers.

• The recession could cause the global labour force to grow. An increase in the global labour force means that more people will be competing for jobs in the short term, adding to stress on the job seekers. Increase in competition also means that the global labour force will become more efficient as vacancies are filled.
Taking in consideration these key trends I would highlight two representative words of these trends: Connection and Experiences.

Connection because the future is strongly connected with internet, and that’s a big opportunity for AIESEC since most of our operations can be developed and executed online and the physical points are becoming more a place of synergies and creating a sense of belonging inside the organisation, which is very important indeed. The threat might be the fact that we are afraid of risking on something that we won’t have so much control such as the social media. Accepting, that a lot of people can interact with AIESEC, although we might not have the experience to deal with all the situations that can come from that opportunity, of being online and open to everyone.

On the other hand the world is putting more and more focus upon the experiences (each of the individual’s life), trying to understand and measure them. Leaders and managers across the world start to see further than grades, positions, names. They started to assess the relationships we create during time, experiences we lived and learning we’ve got. The need for young people with a global mindset is bigger now than ever in history. It’s an opportunity that AIESEC needs to take on and that might have the threat of having to risk and change some of the structures that kept us stable for all these years. Hong Kong AIESEC SWOT Analysis 2009-10 •Close LC proximity means potential for excellent communication and collaboration
•AIESEC Hong Kong culture is strong
•Greeneration Y project is a great positioning tool Weaknesses Threats Opportunities Strengths •Open and untapped market for continuing education students
•40% of companies expect a decrease in cross-border movements in the next two years, meaning that they may be looking for a cheaper way to recruit international workers
•Strong educaitonal sector
•Some of the best international business schools are in HK
•China’s strong investment in HK.
•British investments in HK
•Outsourced companies, due to confidence in BRIC countries....shifting from „made in china” mentality to „created or designed in china” mentality. •Exchange isn’t a new idea in Hong Kong
•Expatriates are already largely present in Hong Kong Society
•Several Competing student Organizations
•MNC’s have their own ways to source international talents •LC’s having a different vision and mission for AIESEC
•Not enough MT TN’s to cope with the demand of MT EP’s (only 3 in 2010 Q1)
•More emphasis needs to be put on X + L, as well as increasing leadership roles
•Unstable number of TN’s and Eps (100 Eps and 30 TNs) in 2009 Hong Kong AIESEC SWOT Analysis 2010-11 •Imporved sales culture
•Good branding
•Sustainable finances Weaknesses Threats Opportunities Strengths •Huge market
•Issue based exchanges
•Key corporateions/GEP
•AI visits/focus
•Students willingness for professional growth
•HK as a destination
•Companies that need talents from around the world •Company regional offices relocating to Singapore/shanghai
•334 reform
•Competing student organizations
•University relations •Retention of members
•Transparency
•Communication channels
•Finance model
•Infrastrucutre
•No global Team involvement BHAG*: Engage and develop every young person in the world
Our growing physical and virtual reach makes us the most credible and diverse global youth voice
We are recognized across sectors as the first choice partner for our ability to develop responsible and entrepreneurial leadership
Our collaborative environment empowers every member to live a high-quality AIESEC experience, creating a cross- AIESEC International
Analysis of Hong Kong and Vision Every day, AIESEC is enabling the development of agents of positive change who create the needed impact in society.
Our rapidly growing network connects high potential people around the world to generate an increasing volume of AIESEC Experiences.
Every member in our thriving local and global
communities of learning completes a lifechanging AIESEC Experience
Our contribution makes us the first choice amongst young people and organizations for activating leadership AIESEC 2010 Vision AIESEC 2015 Vision Analysis of Current Situation I'll answer your first question by relating @ with its major stakeholders. First, young people in HK are as eager as previously to seek cultural and professional experiences, @ is the unique platform for uni students/graduates. Besides, HK companies/organizations are in need of talents/workers from around the world, including Mainland China. @ can serve the society by its world talent pool. Finally, HK is still a very attractive location for trainees from around the world, though an increasingly number of them may choose to go to China instead.

One of the significance of my MCP term is to re-introduce internationalism into @HK. We had an international MC member in our team, and we tried to introduce int'l MC members in our succeeding terms. This was not a popular concept at that time, and many people are still very 'local' and somehow resist foreign people.

I've been away from @ for years, so I guess I can't really give you answers for your 3rd question.

All the best, and feel free to let me know should you need anything else from me. haha ... it was some 20 years ago and we actually called it an 'NC' back then ... in short, I will say speak up for Hong Kong, speak up for China, speak up for Asia ... as an MCP, you are an ambassador as well as a spokespersom for this part of the world ... let our voices be heard! To be honest I left @-HOKN & Hong Kong for so long I really have not been following the happenings in the organization, therefore I dun think I am in a right position to answer your question 1) and 3), as I believe things change tremendously throughout. For 2), I can't really say so but I think it starts the "trend" of having double MC term and opening up more career paths for @ers. Like being a CEEDer, being the CC in International Congress, put resources on subsidizing full time MC etc....not sure the trend continues though.

Anyway my two cents worth is listen to your membership and think what exactly your vision to @ HOKN is, then if you are elected as MCPe, then the most important thing for you is to have a good and powerful team who identify your vision to run the org. including MCEB and LCPs. your vision need not to be complicated or lots, just focus one, only one, and work your ass off to make everybody work for the goal. thats much better than having formulating 10 1-year-outcomes and achieve none towards the end haha.

not sure whether i help but anyways good luck for the MCP election! It will be fun and memorable. For question 1, it would be great if u can clarify if ur asking @HK's uniqueness in the @ globallly, or @'s uniqueness in the Hong Kong society. If it's the former one, I think @HK is unique in a sense that it's not an @ country but it's a city. Administratively speaking it's much more efficient for MC to implement whatever plans they have in local level. Apart from this point there isnt any other uniqueness that I can think of. If you ask me about @'s uniqueness in the Hong Kong society, I think it's important to see that HK is a very commercial and "benefit-oriented" place, but @ is training social responsibility and entrepreneurial spirit in our future leaders. and this responsibility does not end with our city, but we have it towards our country, towards the world. It's important that you acknowledge that most ppl in Hong Kong think that what we need to care about is only HK, there isn't any country/ regional/ global concept. most ppl dun see that they have a responsibility towards the country or towards the world.

the obvious answer to question 2 is that my term is the first year of full time mc in HK. but i think it's just a historical mission that we have completed and from where @HK stands today it does not mean much becos full time mc seems to be a norm already (i hope).

I might disappoint you by saying that I dun consider myself capable of answering question 3, reason being I'm out of AIESEC since 2008, and I am always skeptical about @ alumni trying to intrude on @'s direction. It's a youth organisation so you're the best ppl to decide on @'s upcoming direction. 1. 3 unique essences
- AIESEC in Hong Kong is a national committee with over 40-year of history, the tremendous networks, both external and alumni, are the important asset to the organisational development.
- Hong Kong is the leading financial centre in Asia which is a hub for multinational corporations as well as SME which wants to enter into China. There are unlimited opportunities for AIESEC in Hong Kong to partner with these companies.
- Hong Kong is a small city, it is much easier for MC and LCs to collaborate with each other. With better resource planning, the impact by the entire AIESEC in Hong Kong could be maxmised.

2. The year 2005-2006 laid a solid foundation for AIESEC in Hong Kong to develop. My team was determined to enlarge our revenue base to support full-time MC initiative, to pioneer some global initiatives (at that time, strategic triangle - @XP+Culture of Excellence+Brand), to support the development of AIESEC globally. (4 of my team members were involved in global teams) After being rewarded the UBS Award, I think our members became more confident towards what they were doing.

3. If I were the MCP next year, haha, I would focus on the following things.
- Rationalise the number of members, making sure every member takes serious responsibilities
- Every LC should have the mindset to drive MT exchanges, not largely rely on driving DT EPs
- Create higher relevance between AIESEC in Hong Kong and Hong Kong community in general by doing media campaigns and issue-based initiatives Regarding a key outcome of my year, there are 3 aspects of it:

1. alignment between MC & LC in terms of what is the "core busienss" of aiesec:

I believe the 0910 team enables most LC have the alignment with MC that "exchange as a core business of aiesec"
=> leading to the fact that many members see the importance (or at least have the awareness) of driving performance as a bottomline as an organization (without a performaning basis its hard for you to talk about leadership developement)

2. recovery of LC to stronger and more performing state

=> we have got 5 out of 6 LC becomes full members LC at the end of the 0910 term (this is very rare in the history of AIESEC HK that most LC can pass all sorts of LC criteria)

=> we have spent a lot of time and capacity in various sorts of LC coaching (ICX, OGX, Finance, etc) leading to the fact that LC are becoming really doing some performance rather than talking.

3. consolidating structural change such as 1. incorporation, 2. first year of implementation of national finance model (after 5 freaking years of pure debate since 0506 term!!) 3. MBO, 4. facilitate the AAA official launch


3) If you were MCP next year, what would be your 3 major focuses?

1. Strengthening capacity to generate X [both ICX and OGX] - from market and LC perspective

2. LC Development - we need a much more systematic & strategic approach when it comes to LC coaching (and Strong LC will lead to MC pipeline at the end of the day)

3. Media & Govt relation - AIESEC Hk needs way more more more exposure on media like newspaper, TV, radio, etc - they are a key leverage to enhance our brand equity.
Outputs from Previous AIESEC HK MCPs the strong and clear + unique positioning of AIESEC in PolyU
LC-PolyU often invited to join or to co-operate in the different event at school. Whenever they think of international and global, they will think of AIESEC
Furthermore, the as TN takers of the LC
it is most highest in retention rate among all TN takers in AIESEC in HK
Good relations with school
Culture – members go to international conferences and work in teams
Stable TN raising
Member engagement
Structuralized
Better Pipeline Succession
Better sustainability
Strengths
1. Network
Strong alumni, partner and advisors network, continuing engagement
- internal advisors are mainly Faculty coordinator/professors or careers development PIC
- strong alumni network yet to be garnered

2. Process and Infrastructure
The methodologies of performing and selling our core product and experience is well designed. Most national good case practices (eg. IM HKU Weekly, Management by Objectives, Issue-based Exchange, AIESEC HKU Mentorship Programme) are our LC's initiative.

3. Culture of Excellence
Cultivated a deep-rooted culture of excellence, although the core work of each department varies, each member are required to perform up to a certain benchmark for their task and strive for constant learning.

•Sufficient member pool
•Close school relationship
oSBM School
oSAO
•Active supportive alumni’s (York, tiff
•Member’s background
•Robust and sufficient financial resource
•A few Sustainable re-raising a/c s/tns
•better knowledge gap of EB
•matchability of MT EPs
•project experience
•committment
Strengths
- 1011 EB team quality
- 1011 EB team bonding
- 1011 EB’s @ xp
- Past ER strategy to campus – approach the right people,
to impress by our professionalism
- Small campus, high exposure
- Media exposure – BRIC symposium
- Alumni support
- Flexibility to innovate
- Widest network among different societies students in PolyU is relatively lack of sense of global citizen, so they not too care and aware of being international
in addition, students in polyu are very practical together with relatively lower profile in the society angle, so MTEP are harder for matching
and also leaders will not drive great move; simply speaking from others "LC-PolyU give birth to manager"
Goals not high enough
Not aggressive in numbers;
Members learning not high;
They only do simple things
No new TNs
Not enough external TNs
No VP OGX
EPs Leave, but don’t come back
Cannot contral TN Takers experience that they give to EP
Currently given our 70% of achievement on BSC, it is difficult for my EBs/potential leaders to see how to bridge the gap between 70 to 100. Due to the decreasing marginal return, it requires much more effort to bridge the 70-100 gap than 40-70 gap. Given the strong infrastructure in terms of process and team management, members "take things for granted' and are contended with the current situation - resulting in lack of inspiration and sparks to come up with
1) breakthrough in exchange goals
2) improvement in leadership competency
3) ideas for other GCPs for national/international contribution and positioning
Focus on own functional area
Poor planning
Low retention rate
Transition in sessions
Poor LC bonding
Departmentalization
Lack of synergy
Hierarchy Manager & VP
Lack of @ knowledge and misunderstanding
Branding & position of @ in UST
opportunistic
Weaknesses
- Organization coherence
- Internal communication
- Low TR quality
- LR pipeline management
- Administrative delivery (Info for recruitment)
- Campus communication/ exposure (Few open-to-public brand events)
- Weak product development
- OGX / EP foundation (quantity, EP integration)
- Unclear concepts towards our core work – X
- Alumni engagement
- Membership (new, sense of belongings)
- Awareness to campus policies

Strengths Weaknesses Lack of internation understanding and attachment to the world Member profiles Talent Marketing during Recruitment Need to have more analysis and be more strict with member profiles Not strong MT EP Profiles Not enough external TNs strategy for external ccount sourcing can't find Good case practices no internal resource database applicable to HK’s reality poor information management system EPs leave but don’t come back EP Orientation, member profiles, purpose not enough focus on I2A Cannot control TN takers XP that they give to EPs Members are content with their achievement of 60-80% of the goals, and don’t want to work extra hard to achieve the remaining 20-40% of KPI’s poor goal planning….need to plan over overshooting goal…..Ex. set a goal of 130% standardize planning and alignement Senior member retainment don’t see a role for them after their LR term bad experience in LR/AIESEC No structured roles for senior members AIESEC XP Stage focuses - I2A, TR, LR, X, H4TF stage Talent Allocation No team cohesion no informal platforms to get to know members informal gatherings, culture of excellence starts with bonding No Cultural Infrastructure or usage of AIESEC Platforms Hierarchy is apparent team structure and expectation setting Lack of @ knowledge No consistent branding Talent Management Infrastructure LC Empowerment 334 Education Reform Information Management Event/Conference Cycle Culture <--> Performance
Balance Better Events Better conference planning Reaching objectives of conferences member's interest through events members gaining external relevance alumni engagement poor intern reception can't give international perspective to members appropriately members can't see long-term investment in aiesec too performance based can't harness members passion not benefiting from all the aiesec people in hk poor transparency communicaiton bottlenecks poor event management Guidance for LRs and Members Better AIESEC Experience Members Motivation Government Relations University Relations Publics perception of AIESEC AIESEC Brand External Relevance Credibility non-impactful projects community involvement Toyota's "5 Why's Root Cause" Analysis W: Talent Management

S: Members Ambition to Learn W: Infrastructure

S: Network 334 Education Reform Societal Positioning and Relevance Organizational Sustainability W: Finance Model

S: Physical Proximity Finance Model LC Empowerment Better Leadership
Pipeline Gap Organizational
Flexibility External Relevance @HK = 1 Fluid Entity @HK 11-12 @HK 10-11 @HK 09-10 @HK 08-09 @HK 07-08 @HK 06-07 @HK 12-13 @HK 13-14 @HK 14-15 AIESEC 2015 Vision Future & ideal @HK @HK 15-16 @HK 05-06 @HK 04-05 Outcomes Critical Success Factors Vision Focus Areas Focus on I2A Stage Membership Profiles Member Allocation More Strategic Talent Management Members with better alignment with AIESEC Professional Attachment
Personal Attachment
Emotional Attachment
Spritual Attachment
Interest-based Attachment
More Committed Members Hong Kong has 8 of the top Business schools in Asia/Globally
Current Exchange Participants are majority Development Trainees
Current EPs can't compete with SE Asia and MoC Increased Exchange Participant Profiles MC VP TM NST Research on @Talent 1. People with previous leadership experience in high school

2. People from international school

3. People who are interested in extra-curricular activities (ECA) Members Are... More Committed to AIESEC's Overall Mission
Feed the AIESEC Culture
Have better expectation settings of exchange and the AIESEC Experience
See the relevance of AIESEC to themselves and society Cann see the relevance of AIESEC to their professional and personal goals
Can tangibly see the outcomes of AIESEC through the sharings and alumni
Can see how far of a reach AIESEC has in communities across the world
Can see the cross-border implications of a unified youth body Members... Mormfddd Members don't feel an emotional attachment to AIESEC yet
Members don't know WHY they're peforming tasks for AIESEC( exchange, organizing events, projects, etc)
After 1 month, we know who are the committed members and who are the ones who will quit Currently, we don't have enough focus on I2A Alumni Talks
Current members sharing
Issue-based learning
AIESEC's Outcomes
Why we've existed for 60+ years
etc. More In depth Induction Conference Current Member Allocation 23.78% in ICX
33.33% in OGX
57.11%% in Exchange
11.89% in ER
15.85% in TM
7.46% in F
7.69% in IM Member Development is more aggressive
Creates a more collaborative environment for learning
Gives members the expectation that "if they want something, they need to get it" Outcomes Focused on Administration, Such as
Member Tracking
Performance Appraisals
Management-by-Objective
Member Cataloguing
Recruitment Guidance

Talent Mangement, Future Role More Strategic...

Internal Consultant Role
Being able to assess new members' current IQ, EQ, and self-awareness, and compare with members ideal state for the next stage
Assess necessary trainings for member to reach next stage of the AIESEC XP

Coordinate trainings for members on a national level
Interpersonal Skills, External engagement skills, Emotional intelligenece, knowledge trainings, Sales Trainings, etc Talent Management, Current Role Members dont' know where to go for further AIESEC opportunities (CEED, int'l conferences, OC, LRs, etc)
members don't know where to go for more trainings or AIESEC Understanding Outcomes % of international students
% of local students with int'l experience
% of local students who desire int'l XP % of Year 1
% of Year 2
% of year 3 35% in ICX
40% in OGX
70-80% in Exchange
10% in ER
5% in TM
5% in F
5% in IM Member Allocation of high-performing countires ICX OGX ER TM Fin IM, L LCP & EB Implementation Timeline Cultural Infrastructure Information Management Event Cycle Centralized Communication Channel Making use of the "Social network" mentality
No "middle men" in communicaiton channels
Direct Lines to and from members/MC/LC/Etc. Current Issues 1. Lack of Transparency between
MC/LC & LC/LC

2. Communication bottlenecks,
due to "administrative middle men" International AIESEC Trainees
Trainees with lots of AIESEC Experiences
Alumni's who can tangibly show the AIESEC benefits
International AIESEC members from abroad
Senior Advisors
General Supporters We have lots of AIESEC resources that are underutilized Work Hard <---> Play Hard Mentality Kick-off Conf (planning) LC LC LC MC "my@.net for only @HK" Good Case Practices AIESEC Events News and Sharing AIESEC Opportunities Informal Gatherings
AIESEC Dances
AIESEC Shouts
International AIESEC Culture
etc. Creating
Platforms AIESEC Members @ Trainees Suppoters and externals Alunni's Networking
events AAAHK ICX integration events Spring Conference Induction Conference Winter X, CEEDs, Int'l conf, issue-based conf, PBoX, etc LC Empowerment MC Centralized Coordination LC Ideal AIESEC MC/LC Relationship Trainings Guidance and Support Credibility Direct Relationship LC LC Finance Model Revenue Goal=
60,000 HKD MC raises Traineeship LC Current AIESEC MC/LC Relationship LC LC LC LC MC MC raises Traineeship MC raises Traineeship MC raises Traineeship MC raises Traineeship LC raises Traineeship LC raises Traineeship LC raises Traineeship LC raises Traineeship LC raises Traineeship LC raises Traineeship LC raises Traineeship LC raises Traineeship LC raises Traineeship LC raises Traineeship LC raises Traineeship LC raises Traineeship LC raises Traineeship LC raises Traineeship LC raises Traineeship LC raises Traineeship LC raises Traineeship LC raises Traineeship LC raises Traineeship LC raises Traineeship LC raises Traineeship LC raises Traineeship LC raises Traineeship LC raises Traineeship LC raises Traineeship LC raises Traineeship LC raises Traineeship LC raises Traineeship LC raises Traineeship Current Finance Model does not support MC to focus on LC Empowerment Revenue Goal=
60,000 HKD TN Admin Fee...1/6 Split TN Admin Fee...1/2 Split MC raises Traineeship MC raises Traineeship MC raises Traineeship MC raises Traineeship MC raises Traineeship MC raises Traineeship MC raises Traineeship MC raises Traineeship MC raises Traineeship MC raises Traineeship LC raises Traineeship LC raises Traineeship LC raises Traineeship LC raises Traineeship LC raises Traineeship LC raises Traineeship LC raises Traineeship LC raises Traineeship LC raises Traineeship LC raises Traineeship 1. Strengthen efforts to recruit outstanding students, focusing on diversity in our student population
To prepare students for global citizenship, it is essential that an international perspective pervades the curriculum across the University. Explicit attention must be paid to the global relevance of our programmes if they are to be attractive to a diverse international student population.

2. Invest in curriculum reform
nurture critical and independent thinking, develop effective communicators and team players, and produce imaginative and creative leaders. It must also inculcate moral values and ethical principles to guide their everyday action.

3. Enrich the educational environment and enhance student support
Excellent academic advising, counselling and career services will be provided. There will also be increased emphasis on academic integrity and ethical development.
We will provide more opportunities for students to have in-depth experiences internationally and in the Mainland, and ensure that these are supported financially.
There will be expanded opportunities for experiential learning through partnership with government departments, non-government organizations and commercial enterprises.
HKU's 334 Strategies by putting emphasis on international recruitment and bringing in academics with international teaching experience and a strong record of teaching competence
aiming to reach a goal of 25% non-local student population
through a vigorous recruitment campaign and through scholarships
affirming English as the medium of teaching and learning
implement a new Common Core Curriculum
virtual learning environment pursuit of academic/professional excellence, critical intellectual enquiry and lifelong learning
tackling novel situations and ill-defined problems
critical self-reflection and greater understanding of others, and upholding personal and professional ethics
intercultural understanding and global citizenship
communication and collaboration
leadership and advocacy for the improvement of the human condition six educational aims HKU's Operational priorities University Level Secondary Education Projects Events Projects that COMPLIMENT secondary students with the qualities that the reform aims for.
mentorship programs
global understanding
issue-based conferences Projects that EQUIP secondary students with the qualities that the reform aims for.
global citizenship
Ethical Values
intercultural understanding
leadership skills - communication & collaboration Securing a credible brand with
student union
University Dean
University facult University Relations Gov't and Public Relations Gaining support and endorsements from
Governemtn officials
educational board/bureau
Secondary school principles TNs in the University Taking the example from HKBU and PolyU, we can see that TNs in the university helps
the university see the impact of aiesec
have tangible AIESEC product for students and faculty
give aiesec a credibility
positions aiesec as more than a student organization
refers to aiesec as a biz-to-biz relationship 334 MC Director Keep next stage of Finance model performance-based until there is enough capacity OGX ICX 2011 Future 2013 2012 2014 MC Became
Full Time First Stage of the Finance Model Regain Full Membership Status Strategy is about Simplicity What does AIESEC give to the world?
To answer this question, I will ask the contrasting one: What would change if
AIESEC stops existing tomorrow? Here is something that wouldn’t have happened.
• A young girl from Qatar wouldn’t have led the first organisation that
provides practical leadership experiences for young people in her country;
• A young Canadian guy wouldn’t have learned about international
exchange program that his friend just took to go to Estonia, and would
have never become the president of the organisation creating those
internships;
• These two people would have never met in India for International
Congress which would have never led to young Canadian guy coming to
Qatar to chair the Youth to Economy Forum where youth of Qatar was
giving an input to the Qatar 2030 vision of the economy.
• The forum itself would have never happened and wouldn’t have
encouraged Qatari businessman to invite young people from all over the
world for internships in their companies.
• None of us would have heard the stories of Maha Fayyad, Brodie Boland,
and other talented young leaders around us.
AIESEC provides the world with more and more authors crafting the stories that
make a difference to local communities.
What is the biggest challenge that humanity is facing today and the role of
AIESEC towards that?
I think the biggest challenge humanity facing today is the lack of humanity.
When seven major war conflicts going on currently in the world, online
communication channels replacing physical ones, and people learning to control
their emotions at work instead of using them for the good of it, we are becoming
less and less human. Scientists predict that some human values such as intimacy,
biodiversity, privacy and letter writing could totally disappear by 2050 if the
humanity pursues the same rate of technological developments. At the same time,
all what humans need the most are the purpose of their existence and connections
with each other around common meaningful work.
For many years, AIESEC has been providing the space for young people
to develop behaviours we think are right for a so called change agent: emotional
intelligence, active learning, global mindset, social responsibility and
entrepreneurial outlook. To me it looks like AIESEC is making young people so
much more human! And they keep it throughout their lives!
Perhaps the next challenge for AIESEC is to become bolder with its stand
to offer these possibilities for diverse youth groups. #Growing capacity of countries
#challenge the power of the BRIC block will bring
investment in different industries and need of
competitor acknowledge
#investment in possible suppliers with lower capacity
(CAC region, Balkans)
#growing market for corporate internships AP
O:Expansion Projects supporter by many
big countries. China and India booming
I: --New Expansions creation
-Supply and demand in fast project Opportunity: Advancement in Information and Comm. Tech. in less developed regions.
Initiatives: Develop PboXs focused on ICT, Expand to technical campuses.
IGN
MENA
Africa
Opportunity: Expansion strategies of global companies.
Initiatives: Regional and National Exchanges partnerships with these corporations both focused on ICX and OGX (eg: Send AP EPs to the world).
AP, CEE
WENA
Africa
Opportunity: Millennium Development Goals (MDGs) demanding a role in the international agenda. Several issue-based-projects under MDGs.
Initiative: Develop project under the MDGs. Some regions, such as WENA, can start developing PboXs focused on DT ICX.
All Regions
Opportunity: Regional and sub-regional integration.
Initiatives: Intra GN cooperation’s, “double the fun” initiatives.
Africa
MENA, AP
Opportunity: Youth Empowerment and entrepreneurship programs&initiatives.
Initiative: Partner with other student’s organizations, Erasmus.
MENA, IGN, Europe Asia Pacific
Enormous percentage of the population is under thirty.
Utilize the increase in technology and alternative energy companies.
Regional PBoxes between countries where travel is inexpensive and there is an overlap in social issues.
Work with United Nations on 10th Anniversary of the Year of Volunteers. As the GN with the largest youth population, this could really increase awareness 1. What does AIESEC give to the world?
2.
The biggest challenge that humanity is facing today and the role of AIESEC towards that
The biggest challenge I see today is to find the answer of
how to make people living well, within the resource limits
and the role of AIESEC towards that is
to develop leadership potential in young people who propose solutions to this challenge from different sectors and backgrounds.
Our international platform enables young people to explore and develop their leadership potential for them to have positive impact on society.
Our impact, AIESEC Way
Leading AIESEC in Kenya a year after, alongside a diverse team of 5 individuals, he gained immense skills and experiences that have shaped his philosophy of life today.
Phil from Kenya
Now Simon has returned to Colombia, with an incredible perspective of the power which his technical education can have when applied to serve society
Simon from Colombia
Dancing with a man in a wheelchair, playing with a man who thinks he is 11 and interacting and learning the intelligence of a child, despite the fact that they can’t speak or hear, were just some of the moments which helped Elena to learn from this experience.
Elena from Romania
AIESEC gives to the world stories
AIESEC 2015 is the opportunity to inquire the way we can give more stories to young people 1965: First email appeared in the world, transforming human communication to an entirely new level.
2004: Facebook was born, transforming the way how people interact through social networks.
1088: The first university, University of Bologna, was established in Europe, transforming how people freely get and explore further knowledge.
20XX: AIESEC becomes a trend for everyone to experience during their young age, transforming the our learning to be experiential learning, and setting benchmark of how we educate young people to make positive change in society across cultures

What is the biggest challenge that humanity is facing today and the role of AIESEC towards that?
The world has been a very challenging place for humanity ever since our existence. We created all the events happening in the world, we made all the things happening happen. What is the biggest challenge humanity is facing today? I would say, it is about ourselves, it is the fact that we are not successful yet to utilize all of our potential in a collaborative way to solve problems, to heal the world with simple understandings, to take responsible decisions balancing short-term and long-term benefits, to bring peace to every part of the globe, to progressively improve people’s lives and happiness. Globalization has been one of the major trends that largely shaped the world and our lives in the past decades. It has been also confronting us with the challenge of the embracing the oneness as well as diversity of humankind.
There are nearly half of the world population (3 billion) are under the age of 25. The change in the world of the tomorrow depends on how much change we could bring to the young generations today.
I have always believed, as the largest youth driven organization in the world, the role of AIESEC is to supply the opportunity for every young person in the world with a positive in-depth cross-cultural experience which plants a seed in an early stage about building connection in differences, empathy and an open mind of different perspectives. Through the experiences people live in AIESEC, they are exposed to an environment of self-driven learning, collaboration amongst individuals, and positive changes initiative through responsible leadership. What is more, they also get practical skills through experiential learning which prepares them to be more competent individuals.
I see AIESEC trying to bring the world peace through awakening the sense of oneness in humankind across cultures, bringing the brotherhood and sisterhood shared with every young individual.
I see AIESEC engage the potential people who can make changes happen in the world into a positive environment and cultivate the strong sense of social responsibility.
I see AIESEC develops young people who have the willingness to be the positive change agents in society, equip them with needed skills, insights, leadership and competencies.
Eternally, what the world needs is simple. It is about peace within the human minds, peace with the environment, peace in civilization progression. It is about fulfilment humankind’s potential, and happiness. AIESEC International Vision of the @ future My Analysis, vision, and strategies Inputs from non-LR members/future LCPs,MC,MCPs Anonymous @HK Currently @HK Future "Coming together is a beginning,
Staying together is progress,
Working Together is Success"

Henry Ford
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