для Wiki

Dear AIESEC network,
Welcome to AIESEC Russia 12-13 generation story.
On this wiki we will share with you what we’ve been through
and how we achieved our success in the end.
We invite you to live through this story with us.

AIESEC in Russia was founded in 1989.
Since then every year entity has been experiencing significant growth:
from 190 exchanges realized in 2007-2008 to 1675 in 2011-2012. In 5
years, entity became almost 10 times bigger.
Growth brings new challenges to the Association, requires fundamental
changes for the next loop. In 2011-2012, we have launched new financial
system and quality standards to ensure every number represents valuable
experience. Due to such fundamental changes organization slowed down
the pace of growth, resulting in drop in numerical achievements in 2011-
2012. Moreover, membership has been challenging the relevance of
further growth. You often could hear a question ‘Why do we need to grow?’
from any member in the Association.
Moreover, in 2010 AIESEC in Russia got an honor to host 64th
International Congress. And for 2 years we have been preparing this
enormous event – for the first time in our history AIESEC in Russia will
host IC.

In July 2012, starting as Generation 1213 we believed in power of
leadership. We strongly believed in impact AIESEC makes on our
country.
We were dreaming to bring this clarity to our entity and become a
Generation of achievers.
We took a stand to prove that those things previous generations
were calling ‘impossible’ are possible. We took a stand to make a
turning point happen, for AIESEC in Russia, for our country.
We took a stand to unite the whole Association around common
purpose and belief.
Our goal is 8000 leadership development experiences.

During the term we have been focused on bringing clarity to
the network around WHY we do what we do and embed it into
all our operations.
Therefore, we based our strategy on the concept of: ‘Right
product – On the right market – In collaboration’ – to ensure
this connection of essence and actions.
We choose 2 focus programs (iGCDP, oGCDP) and built our
strategy around it.

Scale-up our impact in
GCDPi through smart
resource management
Grow GCDPo through
collaboration in specific
segment

 Product packaging based on issues: develop projects relevant for
our society leading to increased quality of experiences
 Leadership Development: enhance learning of teams in the
department to drive growth
 Sales Development: sales education in iGCDP and CSR sales to
drive financial sustainability of the program
 Collaboration with Government: increasing scale of our projects
due to Government support (content, infrastructure, etc.)
Scale-up our impact in GCDPi
through smart resource
management

 Product packaging based on issues: package oGCDP recruitments based
on issues and drive Cy2CY partnerships based on it
 Social media development: attract right people through social media
 Expansions development: grow existing expansions in oGCDP and open
SUs
 Multiply integrated experiences: reintegrate exchange participants and
send our members on exchange
Grow GCDPo through
collaboration in specific segment

We defined our timeline, products to develop, peaks
GIP strategy included:
 Sub-product implementation
 HR allocation & empowerment
 LC2LC | Cy2Cy
 Follow the timeline based on supply&demand!
 Servicing focus (EP preparation | re-raising)
Defined sub-product horizons
- Teaching and language education
- Marketing
- IT

AIESEC
International Congress
Moscow, Russia

MOSCOW, RUSSIA
600
113COUNTRIES
LEADERS

215
30
35COUNTRIES
REGIONS OF
RUSSIA
YOUNG
LEADERS

для Wiki

More Related Content

Viewers also liked

Similar to для Wiki

Recently uploaded

для Wiki

Editor's Notes