11. 1950‘s
• Exchanges were starting only in
November and December
• Israel is first non-european country
• 1955 is first year when we broke 1000
exchanges
• First seminars are running
17. • Theme programmes established
• International trade
• Social development
• 1967 STRES developed by MIT students
• First marks of coming crisis in the world
1960‘s
18. „In the end of decade we were
realizing 4232 exchanges per year“
1960‘s
23. 1970‘s
• Exchange is on the first place
• Theme programmes influenced by Crisis
• Big expansions during crisis – more than
50 committees
• First drop comparing year before
• Not significant growth in total but
stability
• 1974 – minimum length is 6 weeks
24.
25.
26.
27.
28. 1980‘s
• Exchanges are starting during whole
year
• Topic of relevance: „Try to close your
eyes…“
• 1989 – Peace and Fulfilment of
humankind’s potential
29. 1980‘s
• 1989 – The highest Exchange results for
60 years (7029)
• (1990) – Immediate drop to 3825
Exchanges
30.
31.
32.
33.
34.
35.
36.
37. 1990‘s
• Exchange wasn’t focus in the beginning
• Local, National and Global seminars
attendance (Earth summit, UN)
• AIESEC publishes books about social
development
• Direction ‘96’
• AGIS – AIESEC Global Information
System (Insight)
38. 1990‘s
• 1386 exchanges in 1998
• In the end – calling exchange back –
loosing partners and members
39.
40.
41.
42.
43.
44. 2000‘s
• Rebranding of AIESEC and finding the Identity
• The AIESEC Way was created
• Global directions and Mid-term ambitions
2005, 2010
• AIESEC Experience
• Myaiesec.net released 2007 and renewed in
2011
45. 2000‘s
• Leadership topic and stress on individual
development
• Internships starts to resolve also community
involvement
• In the end of decade we provided 8525 – new
historical results (last 1989)
51. 1990‘s
• Market economy
• CR era
• Top 5 globally during some years
• Year 1998 – 6th in GIPo and 4th in GCDPi
• IPM in Slovakia 1998
• Year 1999 – 58 realized internships
52.
53.
54.
55. 2000‘s
• Stagnation of results in GIP in second half
• Different CR products
• GCDP started in Czech Republic with huge
delay
• Exchange + Leadership is the most valuable
experience (vision 2010)
• We learnt how to follow midterm ambition
(2010)
59. Social problem definition
• Unemployment rate is stagnating (7,4-8,4) in last 3 years
• Market share of czech companies on national GDP
(1995 – 96,7 %, now 47,7%)
• Youth unemployment increasing – 1993 – 18,1%, now 57,7%
• The age of deglobalization is coming
???What does this
mean for us then???
60. Vision of success
We envision a country where every czech citizen and every czech
young person has the opportunity to find the relevant job
opportunity for his career. These opportunities has to have
stable career path and should not depend on international
environment. This we want to provide by delivering our
products to the international companies but also to our young
people through leadership development programmes.
61. Social and economic impact indicators
• 2023 – youth unemployment will decrease about 3,5 %
• 2023 – market share of international companies wont increase
more than 5%
• 2025 – due to upcoming deglobalization market share of small
domestic enterprises on GDP will grow more than 20%
62. Mission
• Provide international university students working opportunities
in international companies in Czech Republic. On the other
hand we want to provide to our Czech university students
informal education for their self-development to increase their
profile level on labor market.
63. Operating model
•Through several project waves (one per quarter at the beginning, non-
stop presence later on), AIESEC provides:
•To international companies top talented university students from
another countries on professional internships. (1st wave – SSCs, 2nd
wave big players in global corporate market)
• To high-school and university students development programmes for
increasing their profile on the labor market. (Informal language
education and leadership development)
Revenues are covered from TN-takers. From these financial resources
we will cover the development programmes.
64. Social impact strategies
•In six months time, we will be in communication with every SSC in
Czech Republic.
•In 3 years, we will be main provider of young employees to all SSCs
in Czech Republic.
•In 6 years we will provide young employees to all top global
corporate companies, which have their operations in Czech Republic
•In 3 years we will be recognized by government as the best informal
education organization in Czech republic and they will officially
support us.
•In 7 years 20% of high- school or university students will go through
our development programmes.
