Strategical Evolution and AI Role : Strategical Evolution and AI Role
Agenda : Agenda Evolution of AI role and Global structure
Main events in the last 10 years
AIESEC beyond 2010 and services provided by AI
The Past : The Past What would you like
to find out about AI Role or Strategical Evolution in the past?
A bit of the history…
1948 – 1960s : 1948 – 1960s Focus/Strategic Initiatives
Exchange Management (and incorporating technology)
1969, Paris: STRES (Student Traineeship Exchange System) use of mainframe to read punch cards to store the information of SNs and TNs. This produced standardized data, which people would bring along to the physical matching process.
International Transfer of Management Skills (ITOM). Launched at the end of the 60s in order to educate members around management and business.
Expansion. New country almost every year.
1948 – 1960s : 1948 – 1960s AI Role: Overall role of AI is facilitating exchange via self matching at conferences; due to exchange growth, there was a need for post-congress matching, which led to new developments.
Global Structure: Presiding Committee President. In the beginning there was no AIESEC International, but rotating Presiding Countries, which usually held the International Congress.
1961 : 1961 Global Structure: It was created the International AIESEC Secretariat. The Secretary General had to report to Congress, and no longer to a presiding country (that rotating system was abolished). There were also 4 “Vice-Presidents” who were doing internships in Geneva to survive.
AI Role: The role was primarily coordinating and administrative
Curious facts: Many countries were not even able to pay those fees. The Secretary General was in place, s/he would have to do fundraising to pay for his/her salary, and the salary of the assistant.
5-7 alumni nominated by their countries with the function of advisory, consultation, guiding & delegated responsibilities by the congress.
Write mail by post.
The 70’s : The 70’s Focus/Strategic Initiatives
Volume and Quality of Exchange
Development of New Information System. Fundraising for Information System
Consolidation of Weaker Member Countries and Expansion, even funding for expansions in some cases through connections with sponsors
Use of projects other than exchange and contact of AI and other member countries
Facilitation and/of Direction Setting
Secretariat also responsible for financial side through connection with some of the sponsors
The 70s : The 70s Global Structure:
The PAI at the time was a Secretary General (SG), and he/she had a staff of approximately 7 full time people and a number of people working part time for AI.
There was an Advisory Council that had the role of:
Ensure IAS (International AIESEC Secretariat) fulfill their plan
Ensure statues are followed
Supervisory support to ILM's.
The role of the global plenary (GP) was to:
The EB (AI) is discharged annually by GP.
Ultimately responsible to the GP.
The 70s : The 70s AI Role:
On an overall note, it seems clear that AI in this decade was playing the role as coordinator of the global focuses with a main emphasis facilitating the exchange program internationally and driving the content of the conferences, IC and IPM
A natural reason for this was due to the dependency AI had from the country fees representing the majority of AI revenues. AIso power was in other words very much limited due to several of these reasons. The limited communication within the organisation also contributed to this.
No initiatives were taken to drive strategic development, however, quality improvement of the exchange program seem to have been an approach driven by AIESEC International
The 80’s : The 80’s Focus/Strategic Initiatives
In this year, AIESEC’s activities included 2 distinct areas with the 2-year Theme Programs and Exchanges. Exchanges were still the centre of our activities as well as the Global theme projects. International theme for 80’s included:
Energy
Information Age
Services: tomorrow’s Economy
The challenge of global Co-operation
1988: Fears of ITEP starting to become irrelevant declining start to surface. Countries thought that exchanges were becoming matter of numbers and the relevance started to be questioned.
The 80s : The 80s Global Structure:
The 80s : The 80s AI Role:
Administration of office
Approval and design agenda and final program for ILMs
AI plan
Administration and improvement of exchange program
Internal communication – within AI, NCs and LCs
Exchange Committee - (VPX and Target Manager)
Project image of AIESEC
The 90’s : The 90’s Focus/Strategic Initiatives
Exchange Management
Global Theme Programs
The 90s : The 90s Global Structure:
The directors were in charge of regional meeting, collecting and managing of the development fund
The rest of the team depended on the needs of the year but was mostly communication, HR, F and ER.
The 90s : The 90s AI Role:
Lack of financial capacity of AI resulted into making AI a servant body instead of a leadership body [Country fees have a big part at the AI budget]
AI does not take an active role about expansions. Most of CEE countries joined these years, but there are strong external factors for that [The end of communism in Eastern Europe]
The role of the PAI was to manage AI Team to manage finance responsibilities of the AI Team activities and make a annual report. [In the coming years, these financial responsibilities taken over by VPF]
Executing the country development strategies and communicating with the countries
There were directors which are working on issues [They had administrative role on these issues]
In the middle of 90's they wanted to initiate the change of the AI Role, because it was mostly operational and they wanted AI to become a think-tank for the organization with more generalist information storehouse and AI in charge of association development.
The 2000’s : The 2000’s Key Facts
After many changes in direction in the late 90s, Muratchan brought stability and focus for AI in 2000. The power he brought as a leader empowered AI.
AI created the steering team with decision making power in 2001 to get more MCP input and guidance on global initiatives etc. The Steering team also made it easier for AI to implement ideas etc as they took it to global plenary.
In 2002, after the Enron crisis, there was a big focus globally on governance, accountability and transparency. This was the pivot point of many of the internal accountability measures we know today.
In 2003 AI initiated the change from the International Advisory Council to the Supervisory Group to improve their level of accountability to the global plenary and to show a good example of good governance systems to the network.
The 2000s : The 2000s
The 2000s : The 2000s
AI Role – Through time : AI Role – Through time
AI Role – Cy Support : AI Role – Cy Support
AI Role – Financial Model : Cy Fees ER Team Income AI Role – Financial Model Role Income
AI Role – Impact : Must do’s / Carry overs Changes AI Role – Impact AI SCB Items
Analysis : Analysis Has the structure evolve with time?
Why did we change?
What was constant in AI and what was flexible?
Current State : Current State What is the need of the network?
What is the need of change?
Are the Global Services helping setting a structure or limiting the evolution of the same?
Evolution : Evolution How do you see the role of AI today?
How do you see the role of AI in 2015?
Thanks! : Thanks!