The AIESEC Alumni Transformation Project

The Alumni Transforma0on Project Building on the Hungary mandate to unleash AIESEC’s global alumni poten;al

AIESEC’s Lifelong Connec,on = 1 Trillion AIESEC

• AIESEC’s lifelong connec,on is about connec0ng as many as 1 million alumni with each other and with student AIESEC -  To benefit alumni -  To support AIESEC -  To have an impact on the world

…in a true global network that leverages our values, our capital of trust and our collec0ve talent.

Values''Trust'''Talent'

A Very Compressed Timeline

The Past 50+ Years

• Massive poten;al, but a sleeping giant

• The obstacles… -‐ No synergies (AI <–> AAI, AAI <–> NAAs)

-‐ No funding -‐  Limited ‘Muscle power’

-‐  Few services -‐  Low member value

A Very Compressed Timeline

The Past 50+ Years

• Massive poten;al, but a sleeping giant

• The obstacles… -‐ No synergies (AI <–> AAI, AAI <–> NAAs)

-‐ No funding -‐  Limited ‘Muscle power’

-‐  Few services -‐  Low member value

AAIM Hungary (February ‘12)

• Working Group’s assessment and proposed strategy

-‐  based on history and in-‐depth assessment of present state

-‐  supported by extensive surveys of alumni and na;onal leaders

  AAIM strongly endorsed the WG’s proposal, then AAIC elected an EB and gave us a mandate to implement it

Implementa0on (March – August ’12)

•  New EB, with support from past EB, na;onal leaders and alumni-‐at-‐large, has been working to put this strategy into place

Today (August 25, 2012)

•  Forge a consensus on our crucial next steps!

“Our%Present”%–%Synthesis%and%Implica5ons%

We have many strengths, but a vicious circle has prevented us from harnessing them fully.

Scale and diversity of alumni base Strong

shared values!

Shared AIESEC

experiences

Strong capabilities/personal

accomplishments of alumni

Fun, engaging conferences

Large alumni

databases

Passionate alumni

Strong AI commitment to make it work

Some very strong NAAs

Excellent AI/AAI

working relations!

Global reach

Capital

of trust

Grassroots desire for success

among alumni

Alumni newsletters and social networks

Social media skills

Strong Website

management skills

AAI Visibility

Our Many Alumni Strengths Our Alumni Vicious Circle

Frag

men

ted

alum

ni

com

mun

icat

ions

Poor coordination and control between alumni entities

Unclear vision

We have limited impact today on alumni, AIESEC and the world around us, relative to our potential

Consistent leadership

9

Our Present – Synthesis and Implica0ons

Our Conclusions from the NAA Survey

AIESEC Alumni is not exploi;ng its global scale

Deep inefficiencies at many NAAs

Shor[all rela;ve to poten;al

•  Dispersion and lack of coordina;on •  Limited service offerings •  Fragmented databases •  Weak infrastructure to support new NAAs

By not exploi,ng our global scale, NAAs o:en lack efficiency and impact and fall short of their poten,al

•  Frustra;ng search to deliver value •  Bogged down in admin and difficult to recruit a team •  Difficult to manage / constantly ‘reinven;ng the wheel’

•  Low member penetra;on rela;ve to poten;al •  High turnover •  Poor country coverage

Our Strategic Impera0ves

Our strategic imperatives are to establish platforms, goals and services that drive real value and achieve a defined mission, and to support them with unified global operations and strong branding.

Our Strategic Imperatives

Aspirational global alumni mission statement (that clarifies the Alumni role towards AIESEC and the world at large)

Platforms, goals and services that drive real value (implemented globally, nationally and locally)

Unified Operating

“Enablers” that Exert

Global Scale

•  Tracking of all-time alumni in secure, integrated database Unified Database

Single Membership •  Adherence to global, professionally managed membership

Global Website •  Global website for central access and effective membership management

Individual Networking •  Powerful social media hub enabling direct contact among members and crowdsourcing

Group Communication •  Streamlined approach that provides useful information from a unified source

Elevated branding that enhances the

emotional appeal of our organization

Efficient Funding •  Harnessing of global alumni base for action-oriented fee and donation income

Global Organization •  Unified structure (with AIESEC synergies, without overlaps)

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Web Portal portal •  Global portal for central access and effective membership management

Integrated Membership

Global Web Portal

We chose to transform the sleeping giant into a high performing giant, by taking “10 steps” that will start a virtuous circle, leading to rapid growth and far-‐reaching impact.

PlaQorms, Goals and Services That Drive Real Value Our strategic imperatives are to establish platforms, goals and services that drive real value and achieve a defined mission, and to support them with unified global operations and strong branding.




Unified Operating


Global Scale










12

Web Portal portal •  Global portal for central access and effective membership management


Global Web Portal

AIESEC Alumni First Thursdays

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Goal

•  Unite the AIESEC community (students and alumni) in ci;es across the globe every month to network, have fun and have an impact.

Results to date

•  Began as grassroots effort with Facebook site that consolidates these events globally.

•  Recruited global leader (Hugo Preciado). •  Growing number of events worldwide (56 in August, up from June and July).

•  Some regional coordinators in place.

Next steps

•  Elevate par;cipa;on with MCs/LCs, working in conjunc;on with AI.

•  Provide programma;c content op;ons along Alumni-‐to-‐Alumni, Alumni–AIESEC and Alumni-‐to-‐World lines.

•  Recruit coordinators for Europe. •  Improve program name.

The AIESEC Leaders List

Goal

•  List every leader in AIESEC’s history. Every one of us. Everywhere.

•  Crucial step towards strengthening our alumni network at the local, MC, regional and interna;onal levels.

Results to date

•  Created a website that enables the crowdsourcing of this data with pages for leaders at every level.

•  Preloaded with thousands of known leaders, and each page can be edited by alumni who sign a privacy and use affidavit.

•  Ini;al launch with more than 1,000 alumni adding informa;on.

Next steps

•  Seeking a global leader to drive this program by growing awareness and increasing par;cipa;on at every level.

Goals

•  Capture AIESEC’s history at every level worldwide.

•  Enable everyone to share both knowledge and documents, images and video.

•  Do so conveniently in one wiki.

Results to date

•  Created beta version of a wiki that provides for the crowdsourcing of a ;meline of historical events (also including images and video) and a text storyline.

Next steps

•  Seeking a global leader to encourage pilot programs, to build awareness, and to build out the rest of the website.

The AIESEC History Project (beta)

Goal

•  To match global supply and demand for individualized alumni experiences that take full advantage of our values, trust and talent, along with our global scale and reach.

Signature Programs – “Exchange”


Illustra0on

Alum A (a marketer in Brazil)

seeks a unique cultural/business experience during a trip to Europe

“Supply” “Demand”

Alum B (a manufacturer in Italy) wants to learn about the Brazilian marketplace

The Match

•  Alum A spends a day with Alum B at Alum B’s company in Italy -‐  Learns about company and offers insights

regarding the Brazilian market -‐  Gets entertained (room, board and

evening out?) • No money changes hands, but a compelling business and cultural connec;on takes place among alumni.

Alumni-‐to-‐Alumni

Global Job Exchange • Online exchange for temporary or permanent jobs, BOD or consul;ng assignments. Includes the concept of a short-‐term mission.

Global Business Exchange • Matches alumni who need products and services with alumni and alumni-‐managed businesses who offer these products and services.

• Could range from market research and consul;ng to help with distribu;on channel development or business partner selec;on in another country.

Global Meetups • Offers members the ability to connect with alums who have similar interests during interna;onal travel with the poten;al addi;on of couch surfing.

Global Home Exchange • Offers members to ability to swap homes for vaca;on purposes with other alumni through the AAI web portal.

[Others could include mentorship, ventures...]

Alumni—AIESEC

Global Traineeship Referrals • Matches student AIESECers who seek traineeship leads with alumni who are willing to offer them.

Global Mentoring Exchange • Matches students who seek mentors with alumni who are willing to serve as one.

Global AIESEC BOA Exchange • Matches student AIESECers that seek board advisors with alumni who are willing to serve as one.

Alumni-‐to-‐World

AIESEC Student Projects •  Showcases AIESEC student projects and matches them with alumni who are willing to invest in them.

Alumni Theme Projects •  Showcases alumni AIESEC-‐theme related (typically non-‐profit) projects and matches them with AIESEC alumni who are interested in par;cipa;ng in them.


Approach

•  AAI’s web portal will be the core pla[orm through which alumni engage in exchange through our Signature Programs -  It will feature an enterprise-‐class database, a content mgt system. -  We will use APIs for interfacing modules and programs to the database and integra;ng them into the web portal.

Progress to date

•  Priori;za;on of signature programs. •  Preliminary func;onal specifica;ons. •  Involved expert alumni volunteer as advisor.



Next steps

•  Complete development of the web portal. •  Get input on the func;onal specs. •  Build implementa;on team.

Global Web Portal and Networking Our strategic imperatives are to establish platforms, goals and services that drive real value and

achieve a defined mission, and to support them with unified global operations and strong branding.




Unified Operating


Global Scale










12

portal Global Web Portal •  Global portal for central access and effective membership management


Global Web Portal and Networking 8/17/12 6:16 PMFAQ

Page 1 of 1http://2aiesec-alumniorg.businesscatalyst.com/faq.html

Join Now Programs News Connect Events Resources About

AIESEC Alumni InternationalAve de Tervuren 300, B-1150 Brussels, BelgiumInternational Non Profit Organisation recognized by Belgian Royal Decree 16/05/1991iVZW- AiSBL registered in Belgium under 0456.060.148, RPR/RPM Brussels.

FAQ

8/17/12 6:16 PMFAQ




FAQ

Goals •  Interac0ve central gateway for all alumni-‐related informa;on and services. •  Central hub for all alumni to be able to connect with each other and with AIESEC. •  Structured discussion forums that will be so effec;ve that they will shim much of the fragmented online chaner on social media to our pla[orm.

Results to date •  Created portal mockup and work plan. •  Project development team in place and working. •  Streamlined membership signup interface.

Next steps

• Work with AI to include myaiesec.net data on our pla[orm to provide immediate scale. •  Complete the development work.

Membership and sign-‐in

•  Registra;on and payment interface

•  Convenient sign-‐in through LinkedIn, Facebook or direct

•  Access privileges - Unregistered visitors (very limited access) - Registered alumni (somewhat more access) - Members (full access depending on membership category)

8/17/12 6:16 PMFAQ




FAQ

8/17/12 6:16 PMFAQ




FAQ

Membership Benefits

Sign-‐up

Alumni-‐to-‐Alumni programs

•  Global signature exchange programs (Job Exchange, Business Exchange, Meet-‐ups, Home Exchange). •  Alumni publica;ons (including 40-‐under-‐40 and 40-‐over-‐40). •  Alumni profiles (including famous alumni).

Alumni–AIESEC programs

•  Global signature exchange programs (Traineeship Referrals, Mentoring Exchange, BOA Exchange). •  The AIESEC Leaders List. •  The AIESEC History Project. •  AIESEC informa;on (annual reports, etc.)

Alumni-‐to-‐World programs

•  Visibility and par;cipa;on in AIESEC student projects. •  Visibility and par;cipa;on theme-‐related alumni projects. •  AIESEC Life Comminant (A.L.C.) accredited amer swearing lifelong personal commitment to AIESEC code.

8/17/12 6:16 PMFAQ




FAQ

8/17/12 6:16 PMFAQ




FAQ

Alumni-‐to-‐Alumni

Alumni–AIESEC

Alumni-‐to-‐World

Alumni news • Will include a feed of alumni news about ini;a;ves, events, alumni of dis;nc;on, and more. Readers can make comments to enable dialogue among alumni.

• May also include a feed of na;onal and regional alumni news.

AIESEC news •  The news feed would be driven exclusively by AI.

8/17/12 6:16 PMFAQ




FAQ

8/17/12 6:16 PMFAQ




FAQ

Alumni News

AIESEC News

Find alumni •  Search capability for all alumni in the database. •  To include 100,000+ alumni from myaiesec.net, among others. •  Gradua;ng AIESEC students are to be transferred automa;cally into the database. •  AIESEC experience listed, with connec;ons to LinkedIn data for deeper content.

Find chapters •  Lis;ng of current contact informa;on and website for all alumni en;;es (updated by alumni en;;es).

Discussion forums •  Structured discussion threads ini;ated by alumni with a view to suppor;ng dialogue on all topics desired by alumni.

•  A superior experience that will drive discussion from fragmented social media?

8/17/12 6:16 PMFAQ




FAQ

8/17/12 6:16 PMFAQ




FAQ

Find Alumni

Find Chapters

Discussion Forums

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FAQ

8/17/12 6:16 PMFAQ




FAQ

Find Alumni

Find Chapters

Discussion Forums

Star0ng a na0onal associa0on •  Reference materials for quick-‐star;ng an NAA.

NAA best prac0ces •  Reference materials on best prac;ces, also supported by discussion forums.

8/17/12 6:16 PMFAQ




FAQ

8/17/12 6:16 PMFAQ




FAQ

Calendars •  Global events calendar including conferences and First Thursdays events.

Calendar

First Thursdays

Star;ng an NAA

NAA Best Prac;ces

Integrated Membership Our strategic imperatives are to establish platforms, goals and services that drive real value and achieve a defined mission, and to support them with unified global operations and strong branding.




Unified Operating


Global Scale










12

portal Global Web Portal •  Global portal for central access and effective membership management •  Global portal for central access and effective membership management



The conclusions in Hungary

•  Small member scale in AAI and the fragmented NAAs. •  The en;;es operate independently and struggle to create value. •  The small en;;es have a large administra;ve burden because there are linle economies of scale.

We have a simple proposal

•  Beginning 2013, each alumni member worldwide pays €30 to AAI or an NAA.

•  The member receives base membership in AAI and NAA plus reciprocal base membership privileges worldwide.

•  The €30 fee is handled as follows: -  €15 accrues to AAI -  €15 accrues to the NAA where the member resides

-  What revenue share to recognize the role and cost structure of an RAA?

Everyone wins

•  Increased membership and revenue scale. -  AAI and NAAs improve their value proposi;on by offering global value

-  AAI and NAA memberships are sold by new sales channels (each are sold by AAI and NAAs)

-  AAI and NAAs can also sell upgrades to all members

•  Poten;al for lower costs through outsourcing some administra;ve ac;vi;es to AAI or an RAA.

•  Aligns AAI, NAAs, RAAs and alumni-‐at-‐large while retaining independent en;;es.

Unified Database Our strategic imperatives are to establish platforms, goals and services that drive real value and achieve a defined mission, and to support them with unified global operations and strong branding.




Unified Operating


Global Scale










12



Unified Database

Results to date

•  Herculean effort to consolidate various AAI and AI databases.

Aligned interests pave the way forward

•  Integrated membership takes away the concerns about data sharing between AAI and the NAAs.

-  Goals are aligned to create value for alumni and to sell integrated memberships

•  A unified global database for paid members is needed for revenue anribu;on and member data.

•  There are built-‐in incen;ves to share data on non-‐paying alumni, since either AAI or the NAA can make the sale.

Next steps

•  Conclude an agreement with each NAA regarding data sharing.

•  Decide together on a clear implementa;on plan -  Coordina;on of membership campaign ;ming and working (for integrated membership)

-  Technical and legal discussions for managing privacy issues


• Many independent, overlapping, unmaintained alumni databases at AI, AAI and at NAAs/MCs.

•  Inefficiency, lost alumni. • Major obstacle to building a true global alumni network.

Group Communica0on Our strategic imperatives are to establish platforms, goals and services that drive real value and achieve a defined mission, and to support them with unified global operations and strong branding.




Unified Operating


Global Scale










12



Group Communica0on


•  Communica;on channels are fragmented, and alumni don’t receive all of the informa;on they want and need.

Results to date

•  Published a combined newslener with AI (building on an ini;a;ve begun by Victor).

•  Latest edi;on shimed from mul;-‐page PDF format to a one-‐page html format that links to the complete ar;cles on the web portal, promo;ng engagement.

•  Formed a social media team headed by Fiona Akumu, former MCP of AIESEC Kenya, to promote AAI news.

Next steps

•  Need to staff up this effort with a newslener editor and reporters.

•  Determine what content is most desired by alumni. •  Integrate this effort with all of the content and programs that will be part of the web portal.

Global Organiza0on Our strategic imperatives are to establish platforms, goals and services that drive real value and achieve a defined mission, and to support them with unified global operations and strong branding.




Unified Operating


Global Scale










12



Global Organiza0on

The conclusions in Hungary •  The independent alumni opera;ons of AAI, AI, the NAAs and the MCs have made it difficult to launch programs with interna;onal scale.

•  In par;cular, AI and AAI need to work as an integrated team. -  Create a small, joint AAI/AI alumni support team to implement the 10 steps and core services -  Seek AAI par;cipa;on on the SG and alumni oversight by the SG to maximize AAI/AI alignment

Results to date •  Some successes

-  AAI has forged a somewhat stronger virtual team with AI, building on strong efforts by previous EB -  AAI is being granted ex-‐officio board member status on the SG -  AAI has been building a volunteer team to get projects executed

•  However, we confirm now than ever that we need a small full-‐Dme staff to handle administra;ve work to execute the Hungary vision, and this requires funding.

Next steps

•  Redouble efforts on funding to address ‘chicken-‐and-‐egg’ problem. •  Seek a wrinen agreement with AI to ensure clarity and con;nuity of roles and responsibili;es. •  Present AAI’s perspec;ve at the SG mee;ngs to promote further alignment.

Establishing a Joint Alumni Global Support Center

Alumni EB AIESEC AI

Unified Database

Individual Networking

National Chapter Support

Group Communications

Glo

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mpl

emen

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ns

Loca

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mni

Cha

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Reg

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l Alu

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Gro

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Nat

iona

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Across

Geographies

Unified Operating Enablers

Across Platforms, Goals and Services

Alumni-to-Alumni

Alumni – AIESEC

Alumni-to-W

orld

Global Website

Single Membership

Efficient Funding

Joint Alumni Global Support Center

Integra0ng Structures of Governance

AIESEC AI Alumni EB

AIESEC IC AIESEC IPM AIESEC MCs AIESEC LCs

AIESEC Student Members

Alumni Assembly International Alumni Association

National Alumni Chapters Local Alumni Chapters

Alumni Members

AIESEC Supervisory Group

Student Bodies / University Faculties / Employers / Alumni Body

AIESEC’s Four User Groups

Joint Alumni Global Support Center

•  Independent alumni governance

• Oversee both AIESEC and Alumni • Promote alignment between the 2 bodies • Professional sounding board but would not

dictate Alumni policy

Next Steps in Governance

The current situa0on

• The op;mum roles and responsibili;es of AAI and the NAAs are not clear today • AAI and the NAAs are ‘member-‐driven’ rather than having direct governance links

Proposed next steps

• We see the following ways to bridge the gap: - Establish a wriben shared understanding of the respec;ve roles and responsibili;es of AAI and the NAAs - Create an Advisory Council made up na;onal leaders that will have periodic calls with AAI to promote maximum alignment - Encourage na;onal leaders to anend in-‐person AAIM mee;ngs, and devote the Winter/Spring mee;ng especially to an AAI mee;ng with the Advisory Council - Begin planning now for a mee;ng in February/March/April ;meframe

Efficient Funding Our strategic imperatives are to establish platforms, goals and services that drive real value and achieve a defined mission, and to support them with unified global operations and strong branding.




Unified Operating


Global Scale










12



Efficient Funding

Learnings since Hungary • Membership dues and sponsorship revenue will follow member value crea;on, so we have a ‘chicken and egg’ issue.

- We have put some effort behind membership marke;ng and sponsorships with limited results to date

- We can push ahead with con;nued limited funding, and spending nothing, but this makes our job much more difficult, pushing out the ;ming and increasing the risk

Let’s encourage the crea0on of an AIESEC Founda0on

•  Jean Choplin and Arnould de la Boulaye have been ac;vely developing the concept of an AIESEC Founda;on, and AI and AAI are on record suppor;ng this effort.

•  The benefit of a Founda;on include tax-‐advantaged dona;ons for corpora;ons and private individuals based in many countries, especially in Europe.

•  The Founda;on will depend on a strong AAI for alumni involvement in its charitable work, and therefore has agreed in principle to earmark a large percentage of early dona;ons to AAI.

Let’s pursue a seed capital campaign to get lid-‐off

•  Let’s appeal to alumni to provide €300,000 of start-‐up capital to ensure adequate funding.

Mission Statement and Elevated Branding Our strategic imperatives are to establish platforms, goals and services that drive real value and achieve a defined mission, and to support them with unified global operations and strong branding.




Unified Operating


Global Scale










12



Mission Statement and Elevated Branding


•  There was support for the WG’s recommenda;on to define an aspira;onal mission statement and to elevate AAI’s branding, but it was agreed that the EB would commission a team to look at poten;al fine-‐tuning of the recommenda;ons.

Results to date

•  Under Ken Phillips’ leadership, an interna;onal task force looked at alterna;ves and fine-‐tuning op;ons.

•  Tweaks were proposed for the mission statement and the tagline op;ons, and a strong posi;oning paper captured the team’s views.

•  The recommenda;on to re-‐brand AAI as AIESEC Life prevailed as an abbrevia;on of AIESEC’s “lifelong connec0on,” and it is thought that this could be implemented as a global brand umbrella without requiring that each NAA change its name.

Next steps

•  AAI will join a working group ini;ated by AI to look at our results in the context of a system-‐wide look at student and alumni AIESEC branding.

• We will report back in advance of our next AAIM and AAIC.

Overall Stock-‐Take

Advancing in many areas

•  Volunteer team is growing •  Some important new

program launches •  Signature program vision

refined •  Website designed and in

development •  Streamlined membership

sign-‐up •  Significant database progress •  Advanced membership and

governance proposals •  Relaunched newslener •  Strengthened AI rela;ons,

including AAI inclusion on SG •  Founda;on effort

progressing •  Iden;ty work moving along …all at almost zero cost to AAI.

What we’ve learned

• We need to solve the chicken and egg problem to “break through”

-‐  We need to incur some cost and run a small office to implement our plans (e.g., for data management, membership management, volunteer recrui;ng and management, fundraising…).

-‐  We need some seed funding for this effort to supplement dues

• We need to formalize our partnerships

-‐  We need to crystallize some aspects of our coopera;on with AI and with NAAs and RAAs into formal agreements (e.g., integrated membership, roles and responsibili;es…)

-‐  Though the various en;;es can remain largely independent, we would like to implement an Advisory Council NAA and RAA leaders to ensure ongoing consistency and to incorporate perspec;ves

How you can help

•  Help us work smarter by par;cipa;ng in our workshops

•  Help us align formally our various en;;es (AAI, AI, NAAs)

•  Volunteer to take on a significant opera;ng role in one of the following areas: - Marke;ng -  Fundraising - Newslener - Web portal -  Signature programs

The AIESEC Alumni Transformation Project

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