INNOVATION

Innovation sub-team

AIESEC International Q4 2014 Report

PROJECT/SUBTEAM BOTTOMLINE Programs evolution in 6-24 months, long-term organizational development

PEOPLE INVOLVED Emre Ergin. AI VP GIP Product Innovation. Projects: OP for companies, GIP innovation for different segments, GIS core team Omar Younes. AI VP GCDP Product Innovation. Projects: GCDP Global Project, GSL, GIS core team Dasha Aksenova. AI VP Innovation. Projects: LDM, 2020, Bottom Up GIP Innovation

efforts

AIESEC International Q4 2014 Report

GENERAL COMMENT Generally, weekly priorities are achieved for: 80% Dasha 75% Emre 75% Younes Challenges in measuring and setting weekly priorities in a right way (workload-wise) due to the nature of the activities, not in overall plan. Unexpected workload (GIS, GIP Bottom-Up)

INDIVIDUAL EFFORTS Dasha. LDM (40%), Team Leader Responsibilities(20%), Bottom-Up Innovation (15%), Mid-Term Ambition (25%) Emre. GIS Core Team (10%), Company OP (80%), GIP for Other Segments(10%)  Younes. GIS Core Team (50%), Social Impact Evolution (30%), LEAD Conference (10%), OGX Delivery Model (5%), Mobile Application (3%), GSL Reporting (2%)  

GCDP evolution

Social Impact Evolution

AIESEC International Q4 2014 Report

PROJECT BOTTOMLINE Having a bigger and more tangible contribution towards community development, by being more Focused in our direct impact on society and more

Collaborative, creating a more powerful direct impact that can be showcased, stronger alliances and less HR invested in IGCDP project management Understanding  

what  we  do  

Global  and  Regional  

Partnerships  

NPS  

Brand  and  Promo9on  Funding  

EP  Experience  

Social Impact Evolution

AIESEC International Q4 2014 Report

SEMESTER MILESTONES CHECK

Issues Structure Redefinition (achieved)

Projects integration and measurement

(achieved 70%)

•  Youth Speak inputs reviewed. Other sources such as Myworld survey and UN SDGs also considered

•  Steering Team inputs gathered

•  Measurement requirement and format defined.

•  TN form and reporting flow change to integrate all TNs. – Not finalized

External Research (achieved)

Internal Research (achieved)

Inputs collected; •  12 Foundations/Organisations •  4 MNCs •  2 Alumni

•  Programs indepth analysis •  Definition of program

bottlenecks addressed •  Definition of program issues

OGX Delivery Model

AIESEC International Q4 2014 Report

PROJECT BOTTOMLINE Evolving customer flow to allow for a more efficient process, reducing the number of man hours required from LC members to deliver the process and allowing the EP to go through it faster.

Comments •  Lean methodology applied to the customer

flow to remove waste activities in process. ü  Process Modification ü  Process Change ü  Automation & Technology

implementation •  Boundaries to process

ü  Key value proposition ü  Legalities ü  Process control

Detailed Research (achieved 70%)

•  Mapping out of activities through customer flow with man hours invested

•  Analysis of customer behaviors across different stages of the process

Conceptualization (<60%)

•  Definition of main bottleneck to be tackled

•  Idea generation for solutions •  Prioritization of ideas and

development of concept

Q4 MILESTONES CHECK