The document discusses AIESEC's balanced scorecard, which aims to align business activities with the organization's vision and strategy. It explains the key elements of a balanced scorecard, including translating strategy, setting goals and metrics, and facilitating strategic feedback. The document then outlines AIESEC's new business logic model and strategy map, which focuses on customers, sustainability, and "the way we do it" through internal processes and learning & capacity. It provides details on AIESEC's critical success factors, processes, and key performance indicators to measure progress.

1. AIESEC Balanced Scorecard 2009 Revision

2. When the Scorecard is not in place

3. When the Scorecard is in place

4. Quality Growth Consistency Bigger and Better

5. Strategy

8. Balanced Scorecard

9. What is Balanced Scorecard? The balanced scorecard is a strategic planning and management system that is used extensively in business and industry, government, and nonprofit organizations worldwide to align business activities to the vision and strategy of the organization, improve internal and external communications , and monitor organization performance against strategic goals. BSC Institute.org

12. The AIESEC Way AIESEC 2010 Strategic triangle and numeric goals Product Leadership Balanced Scorecard (CSFs & KPIs) BSC design PROCESS Goals Strategy Execution & Management Mission Vision

13. Business logic models Finance Customer Process Innovation Employee Finance Customer Process Innovation Employee Finance Customer Process Innovation Employee Society Finance Customer Process Employee “ How the business perspectives are arranged in a Scorecard is adjusted to the business logic of the organization” Traditionally, profit organizations perspectives are arranged as

15. The New Strategy Map

16. THE WAY WE DO IT HIGH VOLUME OF HIGH QUALITY @XP S IMPACT INCREASING EXCHANGE XP S PROVIDING HIGH QUALITY AIESEC XP S GENERATING LEADERSHIP XP S RECRUITMENT & INDUCTION MANAGING TALENT CUSTOMERS INTERNAL PROCESSES LEARNING & CAPACITY RELATIONSHIP MANAGEMENT WITH PARTNERS AND ALUMNI PLANNING & REVIEW MANAGING INFORMATION IT INFRASTRUCTURE GOVERNANCE & ACCOUNTABILITY FINANCIAL SUSTAINABILITY MARKET ANALYSIS SUSTAINABILITY OFFERING THE RIGHT OPPORTUNITY FOR OUR MEMBERS CAPITALISING ON NETWORKS, MARKETS AND ISSUES EXTERNAL POSITIONING FOR STUDENTS AND ORGANISATIONS

17. SUSTAINABILITY THE WAY WE DO IT HIGH VOLUME OF HIGH QUALITY @XP S IMPACT INCREASING EXCHANGE XP S PROVIDING HIGH QUALITY AIESEC XP S GENERATING LEADERSHIP XP S RECRUITMENT & INDUCTION MANAGING TALENT CUSTOMERS INTERNAL PROCESSES LEARNING & CAPACITY OFFERING THE RIGHT OPPORTUNITY FOR OUR MEMBERS CAPITALISING ON NETWORKS, MARKETS AND ISSUES RELATIONSHIP MANAGEMENT WITH PARTNERS AND ALUMNI PLANNING & REVIEW MANAGING INFORMATION IT INFRASTRUCTURE GOVERNANCE & ACCOUNTABILITY FINANCIAL SUSTAINABILITY MARKET ANALYSIS MEMBERSHIP ADMINISTRATIVE MANAGEMENT MARKET AND RELATIONSHIP MANAGEMENT OPPORTUNITIES EXTERNAL POSITIONING FOR STUDENTS AND ORGANISATIONS

18. Understanding the CSFs

19. Learning & Capacity PERSPECTIVE

20. RECRUITMENT AND INDUCTION K ey P erformance I ndicators 1. Number of members 2. New members recruited X New members planned to be selected in selection process (%) “ ” We have quality recruitment and induction processes that ensure we have the right people to run the organization and meet our goals . 1. Number of applications received 2. Number of members recruited Processes Performance Indicators Processes Talent Promotion Talent Selection Talent Planning Talent Induction

21. MANAGING TALENT K ey P erformance I ndicators 1. Retention rate of members (TR stage) 2. Number of members with job description “ ” Our people are allocated in the best roles for their development and for the organisation’s performance . 1. % of members that reviewed the career plan in the quarter 2. % of members that have a mentor Processes Talent Allocation Talent Goal Setting & Orientation Processes Performance Indicators

22. IT INFRASTRUCTURE Processes K ey P erformance I ndicators 1. % of members who can access the needed IT systems to perform the job description “ ” Administration of IT Systems Accessibility We have the access to the needed Information technology resources to run our activities and processes.

23. Internal Processes PERSPECTIVE

24. GOVERNANCE & ACCOUNTABILITY Processes 1. Legality of exchange program (MC) 2. Do you have an external body with holds you accountable to your plan? “ ” External Board Management Internal & External Reporting Legal Compliance By aligning our operations with legal and financial aspects, we ensure the transparency and quality of our organisation. 1. Number of reports based on plan for the internal audience K ey P erformance I ndicators Processes Performance Indicators

25. MANAGING INFORMATION K ey P erformance I ndicators 1. Overall satisfaction of members with information available to perform their job “ ” We manage information to run our operations, facilitate communications and ensure continuity. Processes Usage of IT systems Internal Communication Knowledge Management

26. PLANNING & REVIEW Processes “ ” We have planning & review processes that support our people in the achievement of our personal and organizational goals. Plan & Budget Reward & Recognition Talent Performance Appraisal Organisational Performance Management 1. Do you have a R&R based on organizational performance? 2. How many members receive performance appraisal in 3 months? 3. Do you have a long term plan? K ey P erformance I ndicators 1. % of organizational goals achieved Processes Performance Indicators

27. RELATIONSHIP MANAGEMENT WITH PARTNERS AND ALUMNI K ey P erformance I ndicators “ ” The relationship with our partners and alumni results in a high retention and engagement towards the organizational activities. 1. Retention rate of partners (without TN Takers) 2. Number of alumni with up to date information on a DB (contacts, current organization and position)? Processes Account Management Alumni Management

28. MARKET ANALYSIS K ey P erformance I ndicators 1. How often do you run a competitive analysis? 2. Do you run a brand audit at least once a year? “ ” We know our position in the market and we are able to identify the best opportunities for AIESEC to capitalize on. Processes Brand perception External Research Analysis of Supply & Demand Market Segmentation

29. Customers PERSPECTIVE

30. EXTERNAL POSITIONING FOR STUDENTS & ORGANISATIONS Processes K ey P erformance I ndicators 1. Number of media appearances 2. Number of visitors in your local/national website “ ” We are able to position AIESEC effectively in order to secure maximum benefit from the right target audiences. Promotion & Marketing Public Relations 1. Number of external forums and events attended Processes Performance Indicators

31. CAPITALIZING ON NETWORKS, MARKETS AND ISSUES Processes K ey P erformance I ndicators 1. Number of TN Raised 2. Amount of money received from individual alumni donations and partnerships resulting from Alumni support “ ” We increase the quality and quantity of diverse AIESEC Experiences by making properly use of our networks, markets and relevant issues. Sales Management and TN Raising Product Positioning Product Development Capitalize on Alumni network 3. Number of TNs Raised from alumni contacts 4. Conversion rate on sales Processes Performance Indicators

32. OFFERING THE RIGHT OPPORTUNITY Processes K ey P erformances I ndicators 1. Number of EPs Raising 2. Average applicants for leadership positions in the period “ ” We offer the right opportunities to our members to ensure they will develop themselves through the AIESEC Experience. Internal Promotion for X & EP Raising Internal Promotion for LR & LR Offered 1. Number of leadership positions offered in the quarter Processes Performance Indicators

33. Sustainability PERSPECTIVE

34. FINANCIAL HEALTH & SUSTAINABILITY Processes K ey P erformance I ndicators 1. % of expenses covered by operational revenues 2. Number of months of reserve “ ” By running our operations we are financially healthy. Revenue Generation Reserves and investment Management 1. % of reserves generated from exchange 2. Do you have a long term financial plan? 3. Amount of money raised from partnerships (including supporters) (MC) Processes Performance Indicators

35. The way we do it PERSPECTIVE

36. INCREASING EXCHANGE XP S K ey P erformance I ndicators 1. Number of EP Realized 2. Number of TN Realized “ ” We are continuously increasing the number of exchange experiences we deliver to our members and to the market. Processes Exchange Servicing Exchange Matching 1. Delivery Time of EPs 2. Delivery Time of TNs 3. Realization rate of EPs 4. Realization rate of TNs Processes Performance Indicators

37. GENERATING LEADERSHIP EXPERIENCES Processes K ey P erformance I ndicators 1. Number of members with leadership experience completed “ ” We generate leadership experiences required to meet the needs of the organization and the expectations of our members. Organizational structure revision

38. QUALITY OF AIESEC EXPERIENCES Processes K ey P erformance I ndicators 1. Quality index performance 2. Number of members that are completing both X & LR experiences in the period “ ” We deliver high quality experiences to our members. AIESEC Experiences Quality Measurement Competency Management

39. Map Overview

40. RECRUITMENT & INDUCTION Talent Promotion Talent Selection MANAGING TALENT Talent Allocation GOVERNANCE & ACCOUNTABILITY External Board Management Internal & External Reporting Accessibility RELATIONSHIP MANAGEMENT Account Management PLANNING & REVIEW Plan & Budget Organizational Performance Management MANAGING INFORMATION Knowledge Management Internal Communication Usage of IT Systems CAPITALISING ON NETWORKS, MARKETS AND ISSUES Sales Management and TN Raising Product Positioning Product Development Alumni management MARKET ANALYSIS Analysis of Supply & Demand Segmentation Brand perception Research INCREASING EXCHANGE XP S Exchange Matching Exchange Servicing QUALITY OF AIESEC XP S Competency Management AIESEC XPs Quality Measurement LEADERSHIP FOR A POSITIVE IMPACT ON SOCIETY Organizational Structure Revision Internal Promotion for X & X Raising GENERATING LEADERSHIP XP S Talent Planning Talent Induction Administration IT Systems CUSTOMERS INTERNAL PROCESSES LEARNING & CAPACITY THE WAY WE DO IT IMPACT Legal Compliance CSFs Processes Alumni network capitalization Reward & Recognition Talent Performance Appraisal GIVING THE RIGHT OPPORTUNITY Talent Goal Setting & Orientation Revenue generation FINANCIAL SUSTAINABILITY Internal Promotion for LR and LR Offered SUSTAINABILITY Reserves & investment management IT INFRASTRUCTURE EXTERNAL POSITIONING TO STUDENTS & ORGANISATIONS Public Relations Promotion & Marketing

41. Do I need to focus in all CSFs? Processes?

42. Case Study

43. THE WAY WE DO IT HIGH VOLUME OF HIGH QUALITY @XPS IMPACT INCREASING EXCHANGE XPS PROVIDING HIGH QUALITY AIESEC XPS GENERATING LEADERSHIP XPS RECRUITING AND INDUCTING TOP TALENTS RIGHT TALENT DOING THE RIGHT ACTIVITY CUSTOMERS INTERNAL PROCESSES LEARNING & CAPACITY OFFERING THE RIGHT OPPORTUNITY FOR OUR MEMBERS CAPITALISING ON NETWORKS, MARKETS AND ISSUES RELATIONSHIP MANAGEMENT WITH PARTNERS AND ALUMNI EFFECTIVE PLANNING TO SUPPORTING GOALS’ ACHIEVEMENT MANAGING INFORMATION TO ENSURE CONTINUITY ACCESS TO THE NEEDED IT STRUCTURE GOVERNANCE & ACCOUNTABILITY OUR OPERATIONS ENSURE FINANCIAL SUSTAINABILITY UNDERSTANDING THE MARKET TO IDENTIFY THE BEST OPPORTUNITIES SUSTAINABILITY EXTERNAL POSITIONING FOR STUDENTS AND ORGANISATIONS

44. RECRUITMENT & INDUCTION Talent Promotion Talent Selection MANAGING TALENT Talent Allocation GOVERNANCE & ACCOUNTABILITY External Board Management Internal & External Reporting Accessibility RELATIONSHIP MANAGEMENT Account Management PLANNING & REVIEW Plan & Budget Organizational Performance Management MANAGING INFORMATION Knowledge Management Internal Communication Usage of IT Systems CAPITALISING ON NETWORKS, MARKETS AND ISSUES Sales Management and TN Raising Product Positioning Product Development Alumni management MARKET ANALYSIS Analysis of Supply & Demand Segmentation Brand perception Research INCREASING EXCHANGE XP S Exchange Matching Exchange Servicing QUALITY OF AIESEC XP S Competency Management AIESEC XPs Quality Measurement LEADERSHIP FOR A POSITIVE IMPACT ON SOCIETY Organizational Structure Revision Internal Promotion for X & X Raising GENERATING LEADERSHIP XP S Talent Planning Talent Induction Administration IT Systems CUSTOMERS INTERNAL PROCESSES LEARNING & CAPACITY THE WAY WE DO IT IMPACT Legal Compliance CSFs Processes Alumni network capitalization Reward & Recognition Talent Performance Appraisal GIVING THE RIGHT OPPORTUNITY Talent Goal Setting & Orientation Revenue generation FINANCIAL SUSTAINABILITY Internal Promotion for LR and LR Offered SUSTAINABILITY Reserves & investment management IT INFRASTRUCTURE EXTERNAL POSITIONING TO STUDENTS & ORGANISATIONS Public Relations Promotion & Marketing