1. Balancing growth in both
OGX programmes!
Tier 1 and Tier 2 oGIP and oGCDP

2. “My entity has high goals in both oGIP
and oGCDP”
“My entity has both oGIP and oGCDP as
national focus programmes”

3. “How do we
manage this?”

4. Here are
some solutions!

5. 1. Create an OD
Model that allows
growth in both
programmes
together
2. Balancing
support from
Marketing AND TM
3. Entity Process
optimization/standa
rdization

6. 1. Create an OD
Model that allows
growth in both
programmes
together
2. Balancing
support from
Marketing AND TM
3. Entity Process
optimization/standa
rdization

7. 1. Create an OD
Model that allows
growth in both
programmes
together
Base it on the number of LCs you have:
1. More than 15 LCs
2. 5-10 LCs along with some expansion
initiatives
3. 5-10 LCs, no expansion initiatives
4. 4-5 LCs along with some expansion
initiatives

8. More than 15 LCs
• Split focus between LCs as you have enough LCs
• Focus can be split in a way that LCs having
oGCDP focus are also maybe doing iGIP and LCs
have oGIP focus are doing more iGCDP
• If you have expansions as well, it is ideal that the
expansions are focused on one of the two OGX
Programmes (NOT ON BOTH)
• In terms of implementation, MCVP oGCDP to
focus on oGCDP growth LCs to ensure oGCDP
growth and supports these LCs with balancing
OGX in GIP and GCDP. MCVP oGIP to focus on
oGIP growth LCs to ensure oGIP growth and
supports these LCs with balancing oGCDP and
oGIP!
• Supply and Demand allocation and education to
be done to LCs accordingly
5-10 LCs with some expansions
• Split focus between LCs – NO LC growing a LOT
(in absolute or relative numbers) in one of the
OGX Programmes should be focusing on the other
• Capitalize on your expansion entities and have a
very good coaching model to ensure growth of one
of the two OGX Programmes through entity
expansions
• The other option is to have 4-6 LCs growing in
both OGX Programmes however only between 25-
30% relative growth and no more than that – in
this case you can focus on having the right LC
Structures and back office support to drive both
OGX Programmes
• Again here, synergy between MCVP for oGIP and
MCVP oGCDP is extremely important
• If MCVP OGX only, focus on 2 OGX not suggested
OR get an MC Manager for one of the 2 OGX!

9. 5-10 LCs, no expansions
• Even if both OGX Programmes are the focus, the relative
growth on any of them cannot be more than 30-40%
overall because without expansions it is difficult to make
it happen
• If your oGCDP Process is very well optimized and you feel
oGCDP growth will be natural, focus on only increasing
efficiency in oGCDP so that more members can focus on
oGIP
• In this case almost all LCs might have to do oGIP (or at
least 6-7) and the other LCs can do a lot of oGCDP + the
LCs doing oGIP have members doing oGCDP at very high
efficiency
• MCVP Marketing supporting LCs in both oGIP and
oGCDP Marketing
• In LCs needing to grow a lot in both programmes the
MCVP Marketing, TM or OD can be the coach
• In LCs with oGCDP focus, oGCDP can be the coach and
LCs focusing more on oGIP, MCVP oGIP can be the coach
Below 5 LCs with expansions
• In general, it is best to have only one of the OGX
Programmes as FOCUS (high growth percentage) and
either start up the other or have a lower/balanced growth
%
• Eg: If you are already growing oGCDP, then you can
have higher ambition in oGCDP and start up oGIP OR if
you are doing both oGIP and oGCDP you can also have
high relative and absolute growth goals for oGIP and
sustain growth in oGCDP
• Some part of either oGIP or oGCDP (suggested is oGCDP)
growth can come from expansion initiatives so that LCs
can focus more on oGIP
• In this case, the MC can work with LCs on big university
partnerships for oGCDP that can completely optimize the
raising process, post which LCs can work more with oGIP
and build capacity for oGCDP Matching and delivery
• The above points are different scenarios/examples
depending on your reality

10. Entities having BELOW 5 LCs and no intention/capacity to
create or manage expansions should stick to doing one of the
OGX Programmes – preferably oGCDP
What about Entities having less than 5 LCs?

11. 1. Create an OD
Model that allows
growth in both
programmes
together
2. Balancing
support from
Marketing AND TM
3. Entity Process
optimization/standa
rdization

12. 2. Balancing
support from
Marketing AND TM
Marketing and TM Structures and
JD at an MC and LC level Ma
Timeline + process of promotion for
TMP/TLP, oGCDP and oGIP

13. 2. Balancing
support from
Marketing AND TM
Marketing and TM Structures and
JD at an LC level

14. Brand Teams
• Each Member can handle 1-2 subproducts/issues in the Programmes
• Market Research
• Participate in the synergy meetings with the equivalent teams in oGX
function
• Leads the development of the content marketing strategy for Their
main subproducts/ issues
• It is recommended that someone with graphic design abilities is also
within each team
• Have members within each team ASSIGNED TO GIP, GCDP
AND TMP TLP
LCVP Comm/
Marketing
Brand Team
TL 1
Members
Members
Brand Team
2
Channel Mgr.
Channel Mgr.
Comms Team
Members
Members
Special Comms Team
• Builds and Aligns the over-all content strategy of their
respective channels to ensure that these spaces
continue to contribute more customers and promoters
for AIESEC
• Works with the brand teams to ensure that marketing
content is aligned
• Includes management of social media channels,
website, online registrations, campus relations, media,
PR etc.
LCVP JD
• Designs Marketing Strategy with oGCDP and oGIP to ensure a well
designed product- customer flow*
• Leads Proper and Strong Brand management in the LC
• Recruitment Period:
• Leads the creation and implementation of the marketing strategy
across the different GIP Sub Products and GCDP Issues and
channels
• Ensures that his/ her members are on track and the campaign is
running according to timeline
Marketing Team Structure 1

15. Marketing team structure 2
70++
Realisations
120++
Raised
300++
(Ideally, Sign up to Raise
Conversion rate is
greater than 30%)
Sample Backwards Planning if oGIP goal is higher than 50 Re for the LC
Based on Statistics, how
many Raises do you nee to
get this many realisations?
Based on your average conversion
rate, how many Sign-ups do you need
to get this many raises?
STARTHERE
NOTE:
• Marketing team has 10+ members (including LCVP)
• Marketing Team needs to focus on scaling up their market reach fortheir
current developed brands under focus Programme (oGIP/oGCDP/TMP/TLP)
• High Volume LC’s need to especially work on optimising their processes and
investing in IT innovations in order to increase their production capacity,
These LC’s can work with the MC to develop these evolutions
• Don’t expand the team too much horizontally
LCVP Comm/
Marketing
Brand Team
TL
Member 1
Member 2
Member 3
Brand Team TL
Member 1
Member 2
Member 3
Brand Team
TL
Member 1
Member 2
Member 3
Comms
Team TL
Member 1
Member 2
Member 3

16. • Be very clear how many members in the Marketing team are driving oGIP,
how many members are driving oGCDP Goals and how many members are
driving TMP Recruitment
• Their Goals for sign up, conversion and raise should be based on the
programme they are driving
• JD should be based on the programme they are driving
IMPORTANT

17. • When calculating productivity for oGIP in the LC or MC, for number of
members contributing to oGIP add the number of members from marketing
team whose goals and JD is about driving oGIP growth. Eg: 3 out of 7
members are working on oGIP and 4 on oGCDP then 3 members are included
into oGIP productivity data and 4 into oGCDP Productivity data
Calculating productivity

18. TM Structure option 1
NOTE:
• TM Team has 2 core teams, one focused on building capacity and the
other focused on Learning and Team Minimums implementation
• Number of people needed is generally 8-10 people between both
teams
• It is advised to have a TL for Capacity due to activities linked to
promotion, recruitment and pipeline management and the need to
lead recruitment teams
• TL for L&D only if the LC needs it and if you have pipeline for
someone who is experienced to manage the role
• Try to have some people in TM with experience in doing exchange so
that they understand the connection between TM and Operations
better
LCVP TM
TL Capacity
Members
Members
TL L&D
Members
LCVP TM JD:
• Plans for number of members needed and education cycle using planning framework in synergy with exchange functions and marketing
• Leads the capacity and Learning team to ensure coordination of all activities within TM and the right synergy with other programmes and
functions
• Focused on driving IXP in the LC (especially if the LC wants to grow in any one or both of the OGX programmes)
• Responsible to ensure implementation and detailed tracking of team minimums
• Identifying key TM Challenge in the LC along with EB team and with support from MC to create the right strategy and action steps for TM to
drive exchange
• In this case, the capacity team is managing overall CAPACITY in the LC and L&D team support is customized to programmes, however focused on
both OGX Programmes

19. TM Structure Option 1
LCVP TM
TL Capacity
Members
Members
TL L&D
Members
TL Capacity JD
• Coordinate recruitment activities in the Synergy
with Marketing
• Tracking of number of members in each area
and by each process
• Pipeline management to ensure the LC always has
capacity to deliver
• Work with LCVP to ensure the right structures
• Key focus should be the two OGX programmes
TL L&D JD
• Coordinate education and L&D in the LC
• Created education cycle based on exchange and
recruitment timeline
• FOCUS ON BOTH OGX PROGRAMMES!
• Tracking of increase in performance over a period
of time, time it takes to perform, TMP Retention
rate etc
Members are needed in
Capacity team mainly to
support recruitment
promotion and selection
coordination

20. TM structure option 2
LCVP TM
Capacity
Team
Member 1
Member 2
ALTERNATE Structure for this LC
LCVP TM
Capacity
Team
Member 1
Member 2
Programme
coordinators
Programme 1
Programme 2
Programme
Coordinators
Programme 3
Programme 4
• Programme coordinators are in the
programme teams (in this case oGCDP and
oGIP mainly) in order to ensure the right
L&D and implementation of team minimums
• In this case the programme coordinators are
still coordinating with LCVP TM but work in
the respective programme teams to ensure
focused support

21. In TM option 2
KPIs: Number of
members in functions
and programmes, Time
for new member to
start performing
MoS: Increase in Productivity
it is even more important to measure productivity by
programme to ensure back office is really supporting
programmes in the right way and the right function (or
people) are supporting the right programme
Here the programme coordinators are meant to make
the synergy even better so ensure they are very well
trained and have experience in operations preferably.

22. • Be very clear how many members in the TM team are driving oGIP, how many
members are driving oGCDP Goals and how many members are driving TMP
Recruitment
• Their KPIs should be related to capacity or L&D and more specifically related to the
key challenge you are trying to solve
• TM KPIs should be measurable
• JD should be based on the programme they are driving
• TM team has to support all programmes LC is running but pay special effort to the
focus programme
IMPORTANT

23. • Ensure members in TM have the right understanding of exchange and
preferably have done exchange
• People with AIESEC XP of 6-12 months minimum in TM teams
Profile of members in
TM

24. Marketing and TM Structures and
JD at an LC level
What is the MCs role here?
• The MC VP TM in synergy with Marketing, GIP and GCDP
ensure that LCs are planning for capacity (number of members
and structures) in the right way, the MC should track this
• The MCVP OD works with the MCVP TM to align structures
across LCs based on the OD Model
• The MCVP OD works with TM, Marketing and all programmes
to align education cycle to the 2 OGX Programmes
• MCVP TM and MCVP OD work on ensuring that LCs know how
to support OGX and ICX (especially through TM)
• The MC to ALIGN PROMOTION TIMELINE for TMP/TLP, oGCDP
and oGIP and create the right product packages for each

25. 2. Balancing
support from
Marketing AND TM
Timeline + process of promotion for
TMP/TLP, oGCDP and oGIP

26. 2. Balancing
support from
Marketing AND TM
1. IXP

27. Types of IXP
Re integration
Members going on
exchange

28. Timeline
January February March April May June
Reintegration
Go on exchange!
So what is our focus right
Now?

29. Now look at this:
New members going on Exchange this
summer!
January February March April May June
Reintegration
Go on exchange!
Member Recruitment

30. StrategiesforMC
Planning and Tracking
• Have a clear goal for IXP (per programme and for each month)
• Track the contribution of IXP to GCDP and GIP goals, in terms of
RA MA RE and talent capacity in local teams.
LC’s management
• Create national R&R campaign for LC’s
• Define IXP focus according to MC / LC strategy (focus on GCDP or
GIP)
• Make sure there’s a clear responsable at local level for IXP goal (VP
TM & VP Comm).
National Conference Cycle
• Include Exchange experience in your education cycle, every member
should plan in their career plan a GCDP XP.
• Promote the opportunity of being TMP TLP for EP’s in OPS and EP
preparation seminars.

31. Strategies for LC
Start Up LC
• Big Focus on
reintegration to start
having talent capacity in
your LC. Allocation
according to LC needs.
• All the members need to
have in mind to go on
Exchange.
• Embed into Career
Planning
Intermediate
• Choose a focus for IXP,
GCDP or GIP.
• Returnees allocated in
Operations team and
sales teams.
Advanced
• Be able to drive IXP for
GCDP and GIP.
• A lot of your
membership is going
on Exchange, you have
off peak TMP TLP
recruitment to support
operations during
summer.
High Volume
• Big amount of OGX
exchanges should come
from IXP.
• Create an IXP corner in
the LC to upscale
strategies.

32. 2. Balancing
support from
Marketing AND TM
• Create a clear timeline for LCs about when to do GCDP and
GIP promotion – Eg: GIP OGX promotion is on going and GCDP
is right before a peak only, GIP OGX promotion for teaching
goes on simultaneously with oGCDP Promotion
• Optimize your national online attraction and conversion
channels to attract participants for both OGX programmes
• For sign ups happening through out the year, have a clear and
fast response system so that you engage every EP that signs
up and is matchable
• Segment university campus/off line markets clearly with LCs
so that LCs can do faster off line sales
• GIP EP sign ups who are not qualified, can be converted to
GCDP Eps/TMP TLP as well
• When the market is clearly split between GIP and GCDP
offline sales and team structures are aligned to this in
Marketing, high activity and balance is possible!
2. Other action steps