Strategic planning

LONG TERM COUNTRY DEVELOPMENT MODEL AND THE AIESEC 2010 SCORECARD HOW TO BUILD POWERFUL LONG TERM PLANS ALIGNED TO THE AIESEC 2010 SCORECARD ( ( ( ( ( ( ( ( The LC understands deeply the AIESEC Way and current strategy of the organization, and the leading team agrees to build an AIESEC in the city that is a truly representative, a „stand for” this identity and strategy. Refresh of AIESEC Identity and Strategy The LC maps out current and future trends and implications for AIESEC activities in theLC , identifying opportunities in key markets and issues to take advantage of as organization (Political Economical Social Technological Universities analysis) Asessment of the external environment The LC based on the previous two steps, defines what is the role of AIESEC in the particularcity. „What would be different if AIESEC would not exist in this city? „ “What kind of change agents, and therefore what kind of AIESEC experiences do I want to provide?” AIESEC’s Role in the LC Ideal organizational long term picture The LC describes the organizational picture they want to have in 2 years (2010) to deliver on the role they just created. This ideal picture is based on a long-term goal setting process around the AIESEC 2010 scorecard goals. Then we create a roadmap and through this ideantify the miestones in each business perspective for the years 2010 and 2009 to make ideal picture in 2010 happen. The LC is aware of its current state in terms of Critical Success Factors (CSFs) of the AIESEC 2010 Scorecard, and identifies the gaps with reference to the ideal state of the Key Performance Indicators (KPI’s) of each CSF. SwoT analysis and culture discussion are here as well Current State Assessment The LC takes a look to the milestones for the year 2009, to the current state and tries to define main strategies to bridge the GAP. The LC puts all the strategies-ideas (out of external analysis, current state analysis, these „bridging the GAP” strategies) together and tries to identify the most important trends and see the interconnections. By this to create draft of the Local Focus Areas. Then cetting feedback from BoA, members and ideantify 3-4 final Focus areas Building the strategic agenda for the LC Implementation Plans The LC builds operational one-year LCs plans in order to execute the strategic agenda. One year operational plans need to be in place, including budgets. The LC commits to an ongoing tracking & evaluation system of the long-term goals and strategic agenda, as well of the one-year plans, that includes the set up of external governance bodies. Tracking and evaluation