1. Long term
planning

2. Why Long Term Planning?
• Sustainability
• Continuity in the organization
• Effective usage of resources

3. 2015 Global Goals
• GIP TN 17 000
• GIP EP 17 000
• GCDP TN 35 000
• GCDP EP 35 000

4. 2015 Goals Bottomlines
AIESEC in the Czech Republic in 2015 should:
- contribute to the global balance in ICX and OGX
- contribute to the achievement of global 2015 goals
- be strong in all programmes equally by 2015
- not lose the current position in any programme

5. 2015/2016 Potential of
AIESEC in the Czech Republic
TN EP Total
GIP 350 500 850
GCDP 910 840 1 750
TMP/TLP
participants 760

6. GIPi

7. Vision of the product
• Companies are approaching us for
cooperation
• Product based on needs of companies +
supply in the network
• 4 segments: Management, IT, EDU,
engineering
• ¾ of results are coming from AM
• 350 RE in 2015

8. Numbers
2015 (350 total):
• Management 40% (140)
• IT 35% (122)
• EDU 15% (53)
• Engineering 10% (35)
2012 (135 total):
• Management 65% (88)
• IT 20% (27)
• EDU 15% (20)
• Engineering 0% (0)

9. Long term strategies
• Big accounts
• Connections with ministries, legislative
offices
• Big IT focus
• Engineering (SVK?)
• Not doing cold calling but more networking,
events, have positioning (web, media)
• Different structure in the MC? (somebody
respo for this matching processes, somebody
for promo?)

10. Comments to the output
• Still MR in egineering needs to be done
(ISO norms, SVK case…)
• IT strategy (members, selling points,
trends, cluster cooperations)
• NEPs redesign (NST respo for matching,
GEP concept?)
• Need to go through with Mara again

11. GIPo

12. Overview of growth in segments

13. Reason behind this numbers, our
estimates
BA, HR, MA, F…
67%
• We will probably not grow so
fast, because even external
market is not growing so fast
From 120– 200 Re 2012/13- 2015/16
T&LE
• Big potential at our market –no
150%
competitor, external potential
as well
IT From 60– 150 Re 2012/13- 2015/16
• Huge potential from both sides
782%
From 17 – 150 Re 2012/13- 2015/16

14. Main strategies to 2015

15. Cooperation with UNI & Ministry of
EDU
– In first phase will agree on common
approaching graduates and alumni for better
profiles of students.
– Become official partner of UNI in providing
internships to students as e.g. Erasmus.
– Have official statement that @ X is part of
education

16. Long term CY & companies
partnership
– Stable partnership, account management, Q
evaluation
– Common planning each year
– Partnership between Czech UNI and company from
abroad
• UNI coordinators from MC level are responsible for
account management of big partnerships (e.g. 100
EPs)
• UNI is responsible for raising this students, company
come to explain what their needs from students they
need and provide feedback on education system

17. Cooperate on our product with
Czech companies
– Have package for people who wants work for
some companies but don’t have international
experience
– Company will be actively promoting ours
opportunities and will be part of selection
process, because they creating pipeline for
themselves in terms of high quality people
with international XP.

18. General assumptions
• We have plan for each LC in terms of
growth for each product (e.g. Prague will
be focusing on growing in IT because they
have already stable and by internal
processes handled BA, HR).
• LCs using specialized units for specific
products and for bigger and better
managing of human resources.

19. Other topic – no LTS
• Financial conditions
– Have same prices for all programs, doesn’t
matter which CY
– Have more accessible product for all students
• Possible solutions:
– New financial model (separate payments)
– Grand (BRIC & EU CY common application)

20. GCDPi

21. GCDP incoming
• Description 1 - We percieve our GCDP IC projects
(internships) as social enterprises
• We are developing community in Czech republic based on the issues needed
• Members are taking projects as their own businesses
• Projects are financially sustainable
• Our projects are sustainable in long-term thinking (we focus on product development)
• Description 2 - We have credible and well known product
portfolio in order to become first choice partner in providing
qualitative international internships
• Our projects have strong brand
• Our projects are supported by Ministry of education, youth and sports (patronage) and another different
stakeholders
• Description 3 - Our projects create future leaders of the world
• Our projects have the concept of being part of educational system (flow for different grades, continuity)
• By our projects we are building pipeline for AIESEC members (from participants,..)
• Our main target group are young people who have a chance to develop (child to uni student)
• Thanks to trainees care we explain WHY and develop all participating people and all members of AIESEC
• Our GCDP internships is taken as encouragement for trainees to have the global mindset of social
development

22. Strategies
• Ministry of education
– Cooperation
– Consultation
– Co-creation of school curricula
• Market scanning/research
– Project/product developer
• Cooperation with NGOs
– Common preparation of projects
• Pilot schools

23. GCDPo

24. Vision of GCPD in 2015
• GCDP internship is the best opportunity how to
get to know foreign country, culture and myself.
• How students perceive us:
• First international experience which is easy to
take
• International environment in projects even in
close countries
• I am not doing mainstream activities – I go to
extraordinary country with extraordinary JD
• It has simply BALLS

25. Overview of growth in CY/ project
issues
900
800
700 240
600
500
400 Others
200
300 Partnership
600
200
223
100
0
2012/13
2015/16

26. Main strategies to 2015

27. Create open database of internships
(MOS: #RA-MA-RE – 75%)
• TNs raised only for Czech students
• Offline matching is possible
• Must be CY2CY cooperation

28. EP care before internship
• All information about countries in
partnerships
• Visa processes support
– Provide templates, process manuals
– Embassy AM – cancel compulsory visas

29. CEEDerships
• Long-term – prepare whole project including
matching, TNs mainly for Czech EPs
• Short-term – two weeks before X – go there,
check state, save what can be saved
• ICX GCDP NST positions in partner countries
are leaded by Czech AIESECers
– Checking and ensuring quality, current state,
make black list

30. UNIs cooperation's
• Use segmentation – find relevant TNs for
faculties and departments we have in LC
cities
• Sell it directly to faculties and departments
and gain support in promotion, create new
channel

31. Internal processes
• Move dates of LCP and EB selections on
earlier date and shorten transition
• TLs for one year
• Big autumn RCTM of newies – no need to
do big spring again
• Set X mindset, promote X to members for
whole year – X+T

32. Specialized unites
• Create SU according segments of
faculties and fields of study
– Focused only on GCDP

33. Other ideas
• Personal discovery training before X – to
distinguish from others
• Be on stage of big cultural events,
festivals
• High school promotion – to be perceived
as ERASMUS – must have experience (or
at least as well-known as ERASMUS

34. TMP/TLP

35. TMP/TLP
Elite Leadership Development Programs
• recognized & supported by universities,
municipalities, externals
• accessible to each student in Czech Republic
and other countries
• known by 100% of its students as additional
edu program providing practical experience
• support members’ future career development

36. recognized by universities,
municipalities, externals
1. University Relations
[credits for both X and T, financial support, @positioning]
2. Educational Programs Certification
[benefits for members, quality of education with
external involvement, EwA development, LLC
packaging]

37. accessible to each student in
Czech Republic and other countries
1. Ongoing Recruitment
[flexible XPs, FA HR needs in time, XPs based on
customer needs]
2. Virtual Team XPs
[providing team/project management IT
platform supporting virtual education, tracking
and coaching]
3. Expansion Management [SU]
4. Expansion Management [Country
expansions]

38. known by 100% of its students as
additional edu program providing
practical experience
1. Market Positioning. Competitive
Advantage Development.
Missing market knowledge and PR background

39. support members’ future career
development
1. HRM system
[support TMP/TLP quality, IXP strategy, LLC Development]
2. External Projects Shadowing
[allign membership development with external needs,
provide constant feedback on personal strengths and
growth points from externals]

40. Long Term Crucial Projects
1. Ongoing Recruitment
2. Expansion Management
3. University Relations
contribute directly to the TMP/TLP numerical
plan and internal operations development

42. What else should be covered in
long term plan...
• Expansions plan
– Helenka, Adam, Šéďa, Pecňa
• Organizational financing plan
– Mišo, Pecňa
• IM infrastructure plan + virtualization
– Maťo
• Organizational structures
– Helenka, Marťa, Šéďa, Mišo
• Strategic connection with universities + ministry
– Adél, Šéďa

43. Thank you for your attention!
Martin Tyšer
MCP 2012/2013
AIESEC in the Czech Republic
CEE GN Chair 2012/2013
AIESEC in Central and Eastern Europe
martin.tyser@aiesec.cz
+420 733 746 744