planning for 2015 analysis

Organizational Analysis

December 2013

Planning for 2015

What is the content of this document?

•  External Analysis of AIESEC in Portugal and sources of information used;

•  Internal Analysis of AIESEC in Portugal resources;

•  Results Evolution from the last 4 years

External Analysis

PESTL Analysis

•  Analyzes 5 different influence factors: –  Political –  Economical

–  Socio-cultural

–  Technological –  Legal

•  Main Output: Top external trends that affect our organization

PESTL

Sources of information

Political Factors

•  http://ec.europa.eu/europe2020/index_pt.htm

•  ODCE Annual Report

Economical Factors •  http://ec.europa.eu/europe2020/europe-2020-in-your-

country/portugal/index_en.htm

•  http://www.ine.pt/xportal/xmain?xpid=INE&xpgid=ine_publicacoes&PUBLICACOESpub_boui=157543613&PUBLICACOESmodo=2

•  http://www.bportugal.pt/pt-PT/OBancoeoEurosistema/ComunicadoseNotasdeInformacao/Paginas/combp20130326.aspx

PESTL

Sources of information Socio-Cultural Factors •  http://www.sescsp.org.br/online/artigo/

5648_CRISE+INVERTE+FLUXO+MIGRATORIO#/tagcloud=lista

•  http://www.ilo.org/global/about-the-ilo/newsroom/news/WCMS_212848/lang--en/index.htm

•  http://www.11changes.com/the-11-changes/the-war-for-talent.html

•  http://www.slideshare.net/fullscreen/trendwatching_com/trendwatchingcoms-10-crucial-consumer-trends-for-2013/5

•  http://www.ey.com/Publication/vwLUAssets/Tracking_global_trends/$FILE/Tracking%20global%20trends.pdf

•  http://www.voluntariado.pt/preview_documentos.asp?r=1954&m=PDF

Technological Factors •  http://arquiteturadeinformacao.com/2011/07/24/o-que-e-o-

zero-moment-of-truth/

•  http://www.11changes.com/the-11-changes/education-redefined.html

•  http://www.forbes.com/sites/peterhigh/2013/10/14/gartner-top-10-strategic-technology-trends-for-2014/

•  http://www.alibabaoglan.com/blog/gartners-technology-predictions-2014-2015-2016/

•  http://www.baselinemag.com/it-management/ten-tech-trends-that-will-change-it-in-2013/

External Analysis 5 Forces of Porter •  Analyze what is the influence in the market of 5 different forces:

–  Competitors Rivalry –  Consumers’ Power –  Suppliers’ Power –  Threat of new entrants –  Threat of substitutes products

•  3 different industries were analyzed: –  Exchanges for Portuguese Students –  International Interns for Portuguese Companies –  Social Projects with International Volunteers

•  Main Output: Attractiveness of each market

5 Forces of Porter

Exchanges for Portuguese Students (OGX)

Exchanges for Portuguese Students (OGX)

Since there are not many restrictions or costs associated with this kind of XPs there is high probability to have more organizations working in it

Due to the high number of choices available the customers have much power to influence how the market is shaped

We did not consider suppliers because organization create independently what they offer to students

Many substitutes (national internships, academic years abroad) are available with lower prices and/or better financial support conditions

High number of organizations working with this kind of experiences with high differentiated offer

5 Forces of Porter

International Interns for Portuguese Companies (GIPi)

International Interns for Portuguese Companies (GIPi)

Besides the importance of brand identification, all other factors contribute to a high level of this threat since there are few restrictions in entering the market

Customers have a high power of influencing the market since the differentiation of the experience between different organizations is not relevant and they attribute a lot value for quality

We did not consider suppliers because organization create directly the experience with the final customers

Portuguese interns subsidized by the government constitute one our biggest threats

Although there is not a high number of competitors, having a low differentiated product makes a fierce competition through price

5 Forces of Porter

Social Projects with International Volunteers (GCDPi)

Social Projects with International Volunteers (GCDPi)

Having no cost nor legal restrictions in this area, the threat of new entrants is high. What prevents, to some extent, new entrants is the fact that projects are highly differentiated

The clients power is not very distinctive, because there is a high differentiation between projects. However, there no relevant costs associated with change and quality play a big role.

We did not consider suppliers because organization create directly the experience with the final customers

There is a vast number of organizations who develop social projects without providing the international component

There are few organizations that work with a similar framework as ours, increasing rivalry, but being a highly differentiated market contributes for a less competitive situation

Market Attractiveness

Social Projects with International Volunteers: 1,3 *

Exchanges for Portuguese Students: 1,2*

International Interns for Portuguese Companies: 0,9*

* On a scale from 1 to 5

Internal Analysis

MOST Analysis

•  Existence, Clarity and Implementation of our Mission, Objectives, Strategies and Tactics

Main Output: Are our MOST adequate and impact the organizational performance.

MOST Analysis M

issi

on

What? Clarity Communication Organizational Commitment

OUR ESSENCE & PROGRESS""Peace and fulfillment of humankind's

potential" (AIESEC provides its members with an integrated leadership development experience

comprised of leadership opportunities, international internships and participation in a global learning

environment)"

&"

Engage and develop every young person in the world."

We have clear and defined Mission for the Organization.

Yes

In some cases our mission is confused by the BHAG, mostly in 1st line

members or 2nd line members less experienced."

The information is available online in wikis and documents, inter/national

conferences and local events."

Members who attend international conferences are more aware. Members who don't attend national conferences

have a lower awareness, understanding and commitment.

Our members agree, are committed and very supportive with the Mission."

Some members believe in the mission but don't have it as the main person

driver to work in the organization. Some members are motivated by

"mastery" - the possibility of developing soft skills/ personal

development/ CV. "

A few percentage challenges the Mission or, even, don't believe on it.

MOST Analysis What? Clarity Communication

Organizational Commitment

Obj

ectiv

es

At international level we have MoS for 2014 and 2015."TMP 126.000 & 155.000"

TLP 42.000 & 52.000"GIP 13.000 & 17.000"

GCDP 30.000 & 38.000"Quality NPS"

There are no objectives for Quality."

Measures of Impact "Midterm Ambition Statements:"

- Our growing physical and virtual reach makes us the most credible and diverse global youth voice."

- We are recognized across serctors as the first-choice partner for our ability to develop responsible and entrepreneurial."

- Our collaborative environment empowers every member to live a high-quality AIESEC experience, creating a cross-generational

positive impact on society.

Yes, by knowing the MoS per year we can plan how much we want to

do as well."

We can also create KPIs and milestones or images that

demonstrate this. Even tough the MoS achievement should by itself

demonstrate the Objectives achievement

The information is available online in wikis and documents, inter/national conferences and local

events."

EBs and most experienced 2nd line members are aware of the MoS and Statements but dont

know it by heart.

AIESEC in Portugal is poorly committed with the

International Objectives. "

LCs are strongly committed with local short-term

objective.

At national and local level we have MoS only for 13.14. We have goals for Quality

Stra

tegy Midterm Ambition Statements:"- Our growing physical and virtual reach makes us the most

credible and diverse global youth voice."- We are recognized across serctors as the first-choice partner for

our ability to develop responsible and entrepreneurial. "- Our collaborative environment empowers every member to live a

high-quality AIESEC experience, creating a cross-generational positive impact on society.

The information is available online in wikis and documents, inter/national conferences and local

events."

Most of our membership dont see it has a strategy to follow even tough they might do it

some times.

There is implementation of some of the strategies, but not oriented towards the

goal achievement of 2015

MOST Analysis What? Clarity Communication

Organizational Commitment

Tact

ics

Growing Physical and virtual reach"Expanding our Operations"

1. MC/LC expansions"2. Market penetration"

3. Specilized Units"EwA"

1. Micro experiences"2. Public Relations"

3. Marketing

Yes. The tactics are very clear. It states the focus that the organization should have

Our membership is aware of these strategies and have

access to all this information.

Yes. Not aligned with the strategy from 2015 but as parts of own local strategy.

Our ability to develop responsible and entrepreneurial leadership"Talent Capacity"

1. TMP&TLP driving GIP & GCDP"2. Integrated XP"

Programme Development"1. Programme Packaging into Sub Products"

2. Programme Innovation

Our collaborative environment empowers every member to live a highquality AIESEC XP"

Customer XP"1. CEM Implementation (CLO & CLS)"

2. Fire fighting"3. Customer-based programme and processes evolution"

Collaboration"1. Team XPs "

2. Internal Collaboration"3. Internal Supply & Demand for X"

4. External Collaboration

Resource Audit

Resource Audit •  Financial •  Physical •  Human Resources •  Reputation •  Know-How

Main Output: Picture of where the org. stands right now

Financial Resources

Physical

Offices •  13 Local Offices •  Presence in 12 Universities

Assets: •  Computers •  Printers •  Projectors

Human Resources HR analysis

Members in front office 52%

Members in back office 48%

Back office areas:

TM 29%

Comm/Mkt 29%

F 17%

ER 21%

IM 2%

Other (internal conferences) 2%

Front office areas:

GCDPi 31%

GIPi 18%

GCDPo 26%

GIPo 25%

Area % newies % oldies

GCDPi 48% 52%

GCDPo 48% 52%

GIPi 51% 49%

GIPo 56% 44%

TM 41% 59%

Comm 55% 45%

F 52% 48%

ER 38% 62%

"Age" of oldies 6-12 months

Human Resources HR Analysis

Top reasons for people applying to TLP positions: 1. Personal development

2. Want more responsibility

3. Creating own projects

Top reasons for people not applying to TLP positions:

1. Not enough time - TL role perceived as something that requires a lot of availability and commitment

2. Lack of confidence/fear of not being good enough (knowledge of the area of organization, leading a team)

3. TL promotion timeline too short, no time to do a good application

Pros of our TLP experiences (as seen by TLs) 1.Personal development

2. Developing others

3. Learn about time management

Cons of our TLP experiences (as seen by TLs) 1. Fear of failure/pressure

2. Not being able to manage a team well

3. Time management is hard

Average # applicants per position opened: 1,1

Know-how

Know-How analysis Area of knowledge Level (scale 1-3)

GIPi process 1,7 GIPo process 2,1

GCDPo 2,0 GCDPi 1,8

Market knowledge 1,1

Online communication 1,4

Offline communication 1,7

PR 1,2

Product positioning 1,3

Member recruitment 1,9 Members development 2,2

Backoffice linked to frontoffice 1,7

Accounting 2,1 Financial management 1

Legal 1,2 IM 1,3

IT/Business Intelligence 1,3

Sales 1,4

Customer Experience Management (students) 1,5

Customer loyalty for organizations 1,4

Reputation What? Characteristics

GCDPo NPS: 40

% of Promoters: 56% % of Passives: 31% % of Detractors: 13%

GCDPi NPS: 43

% of Promoters: 56% % of Passives: % of Detractors: 18%

GIPo NPS: 100


GIPi NPS: 62

% of Promoters: 69% % of Passives: 23% % of Detractors: 8

TOTAL

NPS: 43


Reputation

Fun; 57

Boring; 6

Daring; 21

Challenging; 154

Inclusive; 28

Dynamic; 111

Passive; 4

Theoretical; 11

Practical; 62

Inaccessible; 2

Diverse; 60

Impactful; 134

Intercultural; 181

Top of mind words associated with AIESEC

Reputation

0

50

100

150

200

250

In AIESEC

Outside AIESEC

Boston Box

What? The Boston Box works to aid portfolio management. The box is a 2x2 matrix with four

quadrants. The axes represent low to high market growth and low to high market share. The quadrants represent the following areas:

Dogs These are business units or products that have low relative share and are in unattractive, low-

growth markets.

Cash Cows These are low-growth business units of products that have a relatively high market share.

These are mature, successful products that can be sustained without large investment.

Stars These are high-growth business units or products with a high percentage of market share.

Question Marks These are the business units or products that low market share, but operating in high-growth

markets.

Boston Box

The size of each product circle is according to volume of XP delivered

Boston Box

The size of each product circle is according to the revenue received

Results Evolution

36 27

64 58

31 25 21

14

67 67

174 170

10

58

202

132

0

50

100

150

200

250

2010 2011 2012 2013

Exchange Program Results Evolution

GIPo

GIPi

GCDPo

GCDPi

Growth Evolution

-‐100,0%

0,0%

100,0%

200,0%

300,0%

400,0%

500,0%

600,0%

GIPo GIPi GCDPo GCDPi

Growth Evolution per Exchange program

2010 - 2011

2011-2012

2012-2013

Results Evolution

0 100 200 300 400 500 600 700 800 900

1000

2010 2011 2012 2013

TXP Evolution

TMP

TLP

Results Evolution

0

10

20

30

40

50

60

UM FEP PC AV NF LX XX LC NV

GCDPi Evolution

2010

2011

2012

2013

Results Evolution

0

5

10

15

20

25

30

35

40


GCDPo Evolution

2010

2011

2012

2013

Results Evolution

0

2

4

6

8

10

12

14


GIPi Evolution

2010

2011

2012

2013

Results Evolution

0 2 4 6 8

10 12 14 16 18 20


GIPo Evolution

2010

2011

2012

2013