Vanja Marić AIESEC in Austria

MCP application

23.24 Unlock the potential, lead with passion

1. Who are you? How would you describe yourself? What does Leadership mean to you?

Name: Vanja Marić

If your life was a book, How would you describe it? I remember this question after my MC elections First thing that came to mind was Nationality: Serbian "creative chaos" Vanja is just like that. In everything I do, I put creativity into it. I am a dedicated friend, writer, dreamer, and optimistic Age: 24 person. I enjoy long talks and having fun with my friends. I never give up on What I care about and will always find energy for the people I love. I have played volleyball all my life; that may be why I am competitive with myself. I enjoy good music, movies, dancing, art, and Birth: 12.08.1998. fashion. I love taking random pictures while traveling, and being on the seaside always brings me peace. I am not that morning person, Horoscope: Leo even if I try to be :D. My favorite places I visited and where I could live are Belgrade, Vienna, Sicily, and Rome. My previous teams Studying: Journalism described me as a good listener who always brings hype, good energy, and creative ideas but also has an analytic perspective and Favorite color: White♥ challenges their opinion.

Status: in a relationship

Leadership is for me is every day actions in every part of life. Leadership is how we behave when we are home, when a random person offers help at the airport to carry our luggage or skips the train to explain where we should go. Leadership is in any relationship we have and in taking active societal roles, being present, and taking ownership of everything you do. Use your strengths to create more and improve your weaknesses to learn and grow. Leadership is when we not only lead, but we are also showing. Leadership is when we know How to respect ourselves, and we are always considering treatment for others like we would decide for ourselves. Leadership is when you learn to say I am sorry when you are vulnerable. Leadership is being grateful and saying bravo to yourself and the people around you. Leadership is when it's hard, but you are fearless in unlocking your potential and showing your passion.

2. Why are you applying for the role of MCP 23.24 of AIESEC in Austria? My thinking process to apply for the MCP of AIESEC in Austria started last year. I was sitting with one of the previous MCPs, Anita, and she told me, "You must go; it's a completely different entity and type of leadership" you can get. She described how grateful people in Austria are and challenged herself by finding new ways to work with them and experiencing what living diversity and leadership mean. I opened the booklet, curious to know more about it, but I stopped in the same period last year. I understood I first needed to come and experience reality to see how I could contribute to the people and how they could contribute to me. In my AIESEC experience, I stopped writing LCP applications in my EB term, I stopped writing MCP applications for Serbia last year, and then for Austria. Why? Because I was always missing this feeling where the impact that I could have driven me and the environment constantly challenged me. That is why I don't want to stop this time. Disco showed me how open people are to learning, even if it's half of their term, and BOP showed us how open they are to changes. My commission helped me to understand what genuinely leaving diversity and challenges you can have. In every conversation at ALPS that I had, I finished with the taught "How much potential we have, and we are not always aware of it." TACO LIGHTS ACTION was where I met people who will give their best to turn things they can turn into reality even when it's hard. Through this term, inside of the MC team, we reminded each other what it means to be solution-oriented and never give up on something, even if sometimes we can not find a way to do it. Anita was at the end right about what she said. I sometimes requestion everything I knew about AIESEC and adapted my leadership style to a different environment which was not easy, but this is why I want to do it. I want to be the one to lead the change with you and remind every single person of what I felt and what I know we can do in this entity to unlock the potential. I want to provide a challenging experience to everyone (including myself), feeling ownership for the results we achieved together with only one goal - never to stop the infinite Game we started.

3. What are your current and past achievements and position held in AIESEC? (Please mention, date range, main responsibilities and quantifiable achievements). TM

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2019

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2019)

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achievements

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TL of OGX (Aug 2019 - Feb 2020)where i was responsible for leading and OGX team and delivering with them everything in CF. In the Winter peak with my team i achieved 17 APD (3 GT and 14 GV), had 4 girls that continued experience (2 as a TL). We improved the know-how for selling and OH in Winter peak. LCVP of OGX (Feb 2020 - Feb 2021) planning strategies, leading my TLs and department to In the regular state for the first month of term in (February) and first week of March we achieved 25 approvals for GV (we were top 10 LCs in Europe for OGV) and one for GT, COVID-19 state 14 APD for GV, 1 GTe and 1 GTa. We started community group, built strong know-how for GT, IR and market research. Had 4 members of VP2TL team in SP that continued experience as a TL, and 3 TLs in WP that continued their experience in EB BD&MKT manager EST (Feb 2021 - present) - campaign for internal sales conference (SalesCo) and Case study for National conference (Developing Leaders Day), organizing SalesCo with NPS (from 1-4) 3.8 from delegates, AIESEC Hub 3 blogs and 5 videos with partners

MCVP EwA - Project management and MPR for projects (July 2021. - July 2022.). I was responsible for all national projects in Serbia, marketing campaigns for them, leading OCP commission, creating knowledge for local projects. YouthSpeak Survey: 4500+ answers, campaign, YouthVoice Panel - Hybrid event in Crowne Plaza with 4 partners, national television appearances New Leaders conference: - renewed concept with 4 tracks on Vconference platform, 900 sign up, 500 attendees, 14 BD partners, 14 PR partners, 34+ Inkind partners, 2 networking events with partners in Belgrade - 120 attendees and Kragujevac 50+ attendees, NPS (from 1-4) 3.88, new website YouthSpeak conference: Conference manager, working with OC, working on marketing campaign - event in 5 cities, 2 days in Belgrade (Panel + case study). 5 partners with Premium partners in 5 cities. NPS 3.75 (1-4). NatCo YSF (online) - 4 partners, 4 workshops, NPS (from 1-4) of AIESEC-ers 3.7. NatCo Developing leaders day with Coca-Cola HBC, campaign, branded everything from decoration, raising, new concept of Case study, training and internships in company for our delegates, NPS 3.7. Conference manager of National conference overall NPS - 3.8 Managed campaign for Career Days in Belgrade and Niš, working with OCPs on the Local level, 2 OCPs and the entire NLC continued experience, 3 MC applicants from OCP Unit. AIESEC HUB - 3 partners, 10+ blogs, New Instagram page for HUB, HUB event in mall “Galeria” MCVP ICX- Incoming Global Exchanges (August 2022. - present): Leading ICX commission, working on Empower Austria brand, revising proposal, changing company database where membersed researched with more quality and had better response rate 28% comparing last term, creating NEC for ICX, IR partnerships, functional visits and summit. We had 61 scheduled meeting during our term, 9 OPENS from LCs: 6 short and 3 long term, 2 approvals, 1 completed. In november we resumed IGV and opened LCVP iGV. In march we are planning to organize Empower Austria event.

4. What is your biggest failure in AIESEC, and what have you learned from it? One of my biggest failures happened when I was part of the MC Serbia team during our national conference. When I started my term, I expected a lot from myself, keeping in mind that I needed to develop this department and bring it to another level. In October, I had to organize two events, handle the YouthSpeak Survey (YSS), campaign for it, and Panel in one of the most expensive hotels in Belgrade. Finally, at the end of the month, I had a YouthSpeak Forum at our national conference that we decided to have online because of the partners and COVID. I remember how I was lost in the tasks that month, working on everything alone with my BD partner. I remember that I felt incapable of doing it, but I was ashamed to admit that because, in the past years, "one person handled both partners and initiatives." I remember waking up with the 100 tasks thinking, "What do I first need to do today" jumping from one thing to another and losing focus. Meanwhile, I got sick from the tempo that I had after putting all my energy in offline/hybrid events and survey without any downtime. Ultimately, I couldn't give myself as I hoped for the last project. I was relying on that as "just an online event I could handle easily by myself when I feel a bit better." Of course, that didn't happen. The event was late, and partners were in a room that needed more technical and logistical support; the agenda and preparation were late because the venue didn't open on time, and delegates were late - and I didn't feel physically well. I wanted to disappear so no one could ask me what had happened, but I needed to face my MC and tell them why I failed. The event was unsuccessful, not because of the technical issues, but because I felt tired. From that, I learned to ask for help when I need it without thinking I am not "capable of doing it on my own" because AIESEC is a team thing. I learned to care for myself because we can't always be on 100% of our energy even if we want to. I learned to take time for myself and empty my mind from AIESEC/work because my mind was not working clearly, and I was overwhelmed. I learned to say, "I can not do this" sometimes, and not feel bad about it. And most important, I realized that failing is part of not only AIESEC but also life, and it’s on us what we will do after it.

5. List 5 personal strengths and 5 weaknesses. Identify your biggest strength and weakness from this list and elaborate on how these influence you as a leader and how they will affect your term as MCP. Strengths: Empathy: Through everything I do, I put people in focus. I have developed empathy, which has helped me understand individuals better,

empower them, and be a good listener. Persistence: Simply, I am always giving my best to find solutions, being persistent, and not disappointed by adverse outcomes easily. Because of this, I quickly switch to "what we can do rather than what we can't." Passion: I believe in "If you are not passionate about something, don't do it." Being passionate helps me focus on my goals and drive people around me to feel the same or find their passion. It allows me not to give up on my dreams when it's hard. Striving for excellence: I look at everything I do from different perspectives, bring something new and reach the extra mile. Creativity: It's helping me experiment, connect, and make things fun and different. Weaknesses: Self-critical: I tend to be too critical of myself. It leads to negative self-talk and can be exhausting. It can affect my term by always paying attention to what I can improve more than what is good. People pleaser: I take on additional responsibilities when I can't handle them because I struggle with disappointing others. I am working on saying no more often and accepting that there is no compromise in some situations. Boundaries: I still need to learn to set better boundaries, respect my free time, and balance AIESEC and my time better. Multitasking: I need help to focus on one thing at a given moment. Instead of paying attention to one thing, then the other, I sometimes pay little attention to everything at once. Indecisive: It's connected to overthinking because I always want to decide on a "better option." I would save a lot of my time if sometimes I simply make a decision and save time if it is something not as important.

6. Rank the 3 areas in which you have the most experience, what where your main learning points from these roles and how they will be beneficial for MCP role? People management & leadership: I led four teams as TL, seven teams (with my TLs) in my LCVP term, 4 OCPs, 3 NSTs, and four LCVPs in the ICX commission. When I was TL, I learned how to lead directly, hear my members, challenge them and connect as a team. EB term helped me learn how to create and implement strategies inside one department with my people. I understood how to unite TLs with one goal, lead the department to perform at our best, delegate, trust, and give them ownership. Besides my department, as an EB member I was leading an LC - we worked on creating a culture, engaging people even during tough times like the pandemic. Working with OCPs gave me a bigger picture of how we should lead the team with different functions, how to balance everything, and coach them to find their solutions and plans as OCVPs. I learned to work in advance according to the timeline and work as a team under pressure. Leading ICX in Austria helped me understand how to work with diverse people, find compromises, and show them belief even if we are not achieving the expected results.

Sales and customer experience: I experienced almost every sales department in AIESEC OGX, BD, and ICX (waiting for IGV). I developed sales skills, learned how to handle partnerships, and worked with different stakeholders. Operations helped me to be analytical and understand the product and our customers in-depth, which can help me to lead our entity strategically and focus on growth with my MCVPs. Through sales, I have developed communication skills that will mean a lot to me in leading the MC team, working with LCPs and external stakeholders as well as understanding different personality profiles Project management: I have directly organized six projects in AIESEC in Serbia and supported three locally. I have experience in event planning and managing each stage of projects, different functions inside the team, proposals, and concepts. Experience in this area can help me lead my people to synergize in MC, work on conference management for our Internal conferences, understand market competition and bring new knowledge and perspective for external projects. Overall, everything we do is one big project where I can simplify the processes, structure them, and lead them better.

7. Milestones in last 5 years and main conclusions

257 APDs Main contributor was OGV 34% than 24% IGE and IGV Launched Growth model YSF in Vienna and Linz UNIDO partnership developed, focus on PR ADS for the first time

348 APDs - biggest year for performance 38% OGV, 28% IGV and 19% IGE Back to “AIESEC structure” Focus products per LC YSF event & 70 years of AIESEC, First Instagram BOKU closed OD model Main contributor on the local level was always OGV and IGTa. IGV was 3. contributor especially for Vienna market. When we had “Focus products” per LC we had biggest growth. YSF was always big event for us supported in the past from UNIDO. When expansions closed it was mostly because of the pipeline not performance because BOKU and TU were one of the main contributors to ICX. After pandemic we still didn’t find the way to be stable in performance

102 APDs - ½ pandemic 34% OGV, 31% IGE and 16% IGTa Strongest BD year: long term growth, MCP elections sponsored, EAT event organized, YSF more “Impact event” 5 LCs + BOKU Expansion, Innsbruck is closed Pipeline from Austria in MC WWF under AiA

40 APDs -pandemic 45% OGV, 40% IGTa, 7.5% OGTa MCP was not in Austria Online YSF, EAT event IGV is closed Created AIESEC HUB Pandemic OD model TU became expansion, 4 LCs

15 APDs -pandemic 33% OGV, 53% IGTa, Coaching system improved OGX was LC focus MXP implementation YSF again in person Social media growth, first reels

8. Design a SWOT analysis of AIESEC in Austria. Please elaborate what are your main conclusions. ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●

BD & IGTa (long term) BOP ownership Empowering and supportive culture Presence in global plenary NEC implementation VP performance mindset improved Partnerships WWF & JEFF Diversity NES Commission management and MC2LC relations OD development & 2 expansions DEI is on high level Developing MX Motivated EBs IGTa in Austria (both short and long) Operational growth: Building Sales capacity for OGV Partnerships with institutions and PR -> positioning AIESEC Developing X and performance mindset (IXP) Recruitment timeline Finance knowledge and accountability EwA and Employer branding activities IGV & IR Expansions establishing Attraction (HUGE MARKET)and digital marketing Global presence Fundraising

S W O T

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Planned/achieved MX not standardized processes MC financial stability Pipeline for EB and MC from entity Understanding our persona and value proposition (members, EPs, startups) CR from meeting-open/meeting - apply Process time ICX Alumni management Main conclusions: Attendance on conferences Brand awareness Lacking of stable TM in the past influences Knowledge from the past is lost people and performance management in all LCs with voting right departments. In this term we worked a lot on Diverse incomes that through commission touchpoint and conferences now with Improved mindset and Finance awareness in entity

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New members in EBs, Years of missing knowledge in MX Accountability and ownership Reputation and not being present externally University timeline and holidays BD capacity and MC budget IGV know-how Expansions know-how Not being patient, too ambitious Companies in “saving mode” Not adapting and understanding the market/Gen Z A lot of members working Not having german speakers and people from entity in next MC WWF fund until 2024.

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more stable processes, adaption of our product we can focus on growth in the next term. This will help our finance to be more stable (constant) on the local level. We are missing overall connection with the products we are running and how to be attractive to our customers and solve their objections from the first touchpoint. We need to be careful in our change management for expansions and IGV as new product. BD capacity is very tight with focus on managing all portfolio and Value delivery (event+IGTa). We need to understand better fundraising so MC can be more financially stable. We benefit a lot from our Big partners (JEFF+WWF) and we should strive to have more of them in the future.

9. How do you assess the current state of each of our products and propose ways forward. IGTa: 17 OPENs -> 9 LCs (6 short, 3 long), 8 OPENs long, 7 APDs (2 LC, 5 MC), 2 RE, FIN 3, COMPLETED 1 Low conversions: approaches-contacted 28% meeting-contract signed 6%, open-apd 41% p/a open. Good conversions: contacted-meeting scheduled 28% signed-approaches 100%, number of applicants Current state: Refreshment of Empower Austria, Market split and Company database are established, members learned how to research better companies. We increased number of scheduled meeting and accountability inside of department. Biggest challenges are that we don’t understand completely startup scene and more specific target, how we can pitch our product value, how to handle objection (especially duration for 8 week) and give to long deadlines (CR meeting-contract signes 6%). Because of the COVID Empower Austria was not that present on the startup scene so Brand awareness is decreased. Approaches-contacted 28% We started to contact more different persons from the company but we are still not enough persistence in follow ups and using different resources for approaches. Open-apd 41%Selection process was to long in this term, we didn’t set up good expectations with the companies from the beginning for the process. Companies, SMEs and startups even are more interested in the long term and it’s not expensive for them. From IR side they provided us good applicants but also they didn’t put right expectations for realization dates with EPs so we lost some in the process. Way forward: Focus on short term in Summer peak to see if there is interest in running it. Second focus should be Long term build more knowledge on that. Short term: 1. target better, understand startup scene and their needs 2. Connected and understand better with Value proposition which is not only “we can find you people” but also project based, use IR partnerships to sell more specific personas. 3. Diversify approaches if we are not getting responses from the companies, follow up until we get “NO”. 4. Building better know how for GT long, VISA process on the local level, understanding which profession are shortage on the market so we can target this industries. 5. Standardize selection process for both durations, value delivery 100% educate members better on that 5. Support from B2B marketing and EAT event MX: will be covered through question for resources

OGV: 4 APDs 2RE 4FIN 4 COMPLETED Low conversions: sign up-meeting 47% meeting-applicant 8% number of signups Good conversions: 100% accepted-approved, realized-finished, finished-completed OGTa: p/a for meetings, 0% applied-accepted, 100% completed Current state: We provided better know how for Customer flow and OGX knowledge overall. IR partnerships are established but we still don’t have “IR/project based promotion” on Instagram and meeting. We implemented form to help us to filter “super interested sign ups” on the meeting and have their phone number. Conversion from sign up to meeting is low for OGX, we are lacking tracking system, clear output of contacting and follow ups. Biggest problem is CR from meeting-applicant, understanding of value proposition and sales skills overall. We have more offline promotions than before but we still don’t understand our specific personas for peaks, for Faculties, how we can approach them and be attractive. Overall we are struggling with being seen as reliable exchange organisation and competition is bigger than before. Way Forward: 1. Attraction: Market research, understanding personas more specific so we can adapt targeting. Focus alot on onground and UR, providing material for that, for digital focus on Ads much more. 2. Tracking system implementation on Trello/Clickup to track everything from the first contact until completed. 3. Sales funnel & Value proposition: Focus on sales capacity, improve how we pitch benefits, “have more project based” selling with IR and storytelling, improve objection handling and closing. Members need to be more connected with the product. 4. Presence: OGX events, UR relations, IG and Tiktok

1. How can we ensure long-term HR and financial sustainability? How can we work with our membership and is our future lying only in BD and IGTa long 2. How can we become the first choice for volunteering and internships for Austrian youth 3. How can we amplify the impact through our exchanges?

10. BURNING QUESTIONS

11. Provide an analysis of the resources of our Entity. What are your conclusions and what actions would you undertake to ensure the sustainability of AIESEC in Austria? C U R R E N T

MC financial state is not sustainable at all with debt and liabilities and no stable cash flow. Cash reserves don’t exist and we are relying only on MCVP BD to cover high costs of the MC. LCs have more reserves but are also in a loss in the previous two years, exchange performance is not sufficient to cover all of their costs which are at a minimum. F&L standards implementation is better but still can be improved especially for the newer standards.

Finance F O R W A R D

Revenue stream diversification - not relying only on one source of income, start fundraising, work on performance management through F&L in both MC and LCs, increase % of F&L standards implementation through analysing and using F&L as a strategic role rather then an operational one. Work with BD NST on national sales to decrease focuses for MCVP BD

Our pipeline is not great for any leadership position, partly because of the external reasons (people going back home after studies etc.) but partly because of the membership experience we provide. MXSI % varies a lot depending on the month and should be more standardized. We have a high % of members filling out NES but are we using those inputs to improve their experience? Our # of SUs for RcR is low and doesn’t give us a choice when recruiting new members. We are not using the potential of RnR.

Membership Better usage of NES to increase MXSI, start planning each standards and tracking if and how it was implemented, focus more on members’ experiences - what knowledge & activities are we providing them with? Work on NEC & LEC, engagement, provide more support to EBs on leading their people from MC side (MCVP TM, area MCVPs, coaches), work on recruiting global member personas and improve attraction to get more SUs. RnR can be used to drive performance and boost membership engagement.

We have strong partnerships for BD, PR and ICX and we should continue to nurture them. Currently our B2B marketing presence is low and can be increased. We are also lacking strategic partners that are supporting more than just exchanges or projects. For CiC and FH we had successful workshops but finding facis can be a trouble, so we should focus on promotion more. We are more present on external events which should be continued.

B2B PR partnerships can be better used to increase our presence and brand awareness, BD should focus more on strategic partners which would support us in all activities and invest in our membership not just in EwA or ELD. B2B marketing can be improved through our website and Linkedin campaigns. We should do better promotion of BD initiatives with our members to ensure their involvement (YSF, FH, CiC and other initiatives)

Relevance of AIESEC 13. Provide an overview of how the global context of the organisation, as well as the external one, have changed in the past year. Explain what are the key evolutions which we need to adapt

12. What is the relevance of AIESEC in Austria in the global and regional AIESEC network? We are present in the Global network through the Global Ethics team, Global steering team for finance, OGX RST, RPM FACIs, and being part of the initiative "Central European Congress." We have a lot of knowledge from diverse fields, which we share with the rest of the network, showing our relevance, and being attractive for IR partnerships and pipelines from abroad (EB, NST, MC). Our MCP actively participates in all regional and Global touchpoints (in discussion and initiatives ->, for example, proposing the motion to change the PAI elections process), and our entity is a full member with voting right in the global plenary. We are recognized as one of the strongest BD entities and traditionally for work in IGTa, especially long-term. In the past, we had applicants for the Regional Office and AIESEC international as well as for PAI 2 years in a row. Through a partnership with WWF, we submitted the "EAT4Change" project, which is run globally, mainly in Europe. Our presence is more significant than the "size of our entity".♥

COVID-19 and sustainability issues: Pandemic year changed HOW we do things in our organization. Even this year, one of the main problems is: How can we be sustainable in HR and finances? After COVID we are slowly closing entities. AIESEC launched Membership (MX product), focusing on membership experience and mental health inside the organization. People care more about work-life balance, which we need to see how we can encourage in the organization. Even though we put members and their experience in focus, we still need to improve on the pipeline in our organization and lack of performance. MX still needs to clarify how we can implement, better facilitate the inner & outer journeys, and adapt our activities and spaces for development. We continued to focus to Global talent and Bussines development so we could be more financially stable and relevant in any context. Finance still needs to be solved, especially the revenues from ELD. Supply and demand are general issues internally and externally; we need to work together as one organization on this, putting a big focus on how IR partnerships can finally be more efficient. With that, we can become even more relevant in solving one of the global market's main issues: supply-demand when it comes to hiring. Employer branding and CSR is becoming/staying one of the main focuses of corporates AIESEC can here benefit a lot and see how we can, with our initiatives, be the most attractive organization for them. How can they better understand our organization's value and invest in us more? Gen Z is our new customer: Our customers for internships and membership are more and more Gen Z; we are still struggling with attraction and consideration of them how we are keeping them engaged in the process. Based on my research, they distrust more government and other organizations; they distrust more brands, and they will keep their data safe. We should strive to answer how we can design an attractive and trustworthy customer experience that is more personalized. They are embracing diversity and social justice, which can make GV one of the most relevant products again for our organization. One of the critical things will be how to become the first volunteering choice and show how we are more diverse than our competition. *This is also relevant for our members War and inflation: Prices are constantly changing, and corporates are more indecisive when hiring and investing money in "short-term" activities. People are more suspicious of traveling for a more extended period. AIESEC is again in a situation to demonstrate our mission to spread peace and fulfill humankind's potential in any context.

14. What is the relevance of AIESEC in Austria for Austrian youth? How can AIESEC in Austria be the youth leadership movement that Austria needs?

There are around 91.000 students in UV, 21.000 students in WU, 26.200 students in TU, 10.868 students in BOKU, 60.000 students in Graz, 23.000 students in Linz, 28.000 students in Innsbruck and we still didn't reach 1% of them. Where are they? Are they at University or somewhere else? How can we get them digitally? Why are most international students in our organization? What is attractive for them rather than for Austrian students? What are their needs? How can we help them? We have valuable product but we don’t know how to sell it and show it. Which means that we are relevant but people don’t see it 100% HOW. We need to be present, understand them better, adapt, talk with them and become more attractive to provide them opportunities we have. Membership: It's about something other than developing your soft skills and having community. 60% of youth want to impact the world with their jobs, which is what AIESEC is doing. Allowing them to develop themselves, take ownership and responsibility, be leaders and lead leaders, be in a challenging environment and develop through support. Leadership skills are becoming one of the most relevant things for future employees; having these values and skills is for some companies more important than having finished University for employers, which youth can develop through our membership. AIESEC in Austria is a very diverse entity with more than 20 nationalities and is a community place for many students coming to live and study here. Much Austrian youth want to become entrepreneurs, which they can try through our organization. Exchanges - Today, youth have a lot of opportunities to travel. Still, besides allowing them to travel, AIESEC is helping them to develop even if they are not part of the organization. Gen Z cares a lot about spending quality time than just "hanging out," and this is what AIESEC can provide them through our Volunteer projects. Social causes drive them, which is one of the main ways they can act toward them. EWA - raising awareness and tackling supply demand in the Austrian market. Our projects give them non-formal knowledge, soft skills, and practical examples. It can help them to know more about out other opportunities.IGV - AIESEC will again work with High schools and create opportunities related to SDGs so it can raise their awareness about the issues in the world, deep understanding of diversity and how we can activate Austria, empower Educational system through more practical environment.

Internationalization Politics Market

15. What is the relevance of AIESEC in Austria for Austrian youth? How can AIESEC in Austria be the youth leadership movement that Austria needs?

Climate neutrality- The Austrian government programme includes a commitment to achieve climate neutrality by 2040 and to switch to energy from 100 percent renewable sources by 2030. In addition, the Austrian government adopted a major eco-social tax reform in January 2022, which will bring noticeable tax relief for companies and their employees and make Austria even more attractive for international companies. Sustainability is one of the hot topics and main values in our 1. organisation, through our projects and with resumed IGV we will play huge role in spreading awareness about this and being the place where companies can connect with the youth that cares about making actions through this. We already had initiatives with EY related to this and we should continue with that.. Agile&Hybrid work - According to Harward Bussines review (November, December 2022.), hybrid work balances the job's requirements with personal flexibility. 2. While searching each month's job opportunities on LinkedIn, I saw that most have mixed working styles. Since our leading group and new members will be mostly Gen Z, we need to see how we can also drive work-life balance and everyone's values through a hybrid work style because our values come from the role we are playing, not only physical location. We already proved this through work with committees not located in Vienna. This workstyle is the only problem in terms of expenses for accommodation for internships, especially for the short-term ones; startups and SMEs can see this as an additional cost. Political leaders -In all countries around the world, confidence in our leaders is decreasing, and in Austria. AIESEC is relevant because we need to develop authentic leaders who live our values through our membership. We also note the growth of the right-wing party and candidates, which is not suitable for Vienna as one of the most international cities, war in Ukraine. We, as Youth driven organization, are responsible for spreading cross-cultural understanding through our exchange program. Inflation - We should track how inflations and consumer behaviors of our target are changing on the market, how we should adapt with our decisions, pricing, and analyzing from the finance side what is the best way to stay sustainable.

16. What are your key focuses and growth strategies for each product? OGV: 1. Empowering X attraction (SU-APPLY) UR and Digital. In attraction i want to

focus alot in MC strategy on digital marketing, targeting through advertising and expanding brand awareness through TikTok and PR on the LC level developing partnerships with Univeristy, having offline promotions and event. 2. IR and project based sales (% meeting-applicant/#apd with IR. Empowering sales skills through understanding various value propositions, and focusing on partners projects, benefits and objection handling for that 3. Customer experience and CRM (completed). Focusing on standardizing each step of Customer flow and tracking the funnel through Trello.

17. Looking at our 3 key pillars- our membership, finances & operations - what do we need to start, stop and continue doing to become a more sustainable organisation?

Start

Fundraising, operations boost through performance management (with F&L, TM, LCPs and coaches), planning MXSI, improve RcR attraction through persona understanding and targeting, longer and more engaging national RnR, boost B2B marketing through website and Linkedin, strategic and long-term partnerships

Stop

MXSI, performance and engagement high variances throughout the year, lack of understanding of MX and F&L in EBs, low number of sign ups for RcR and improper targeting and attraction, neglecting fundraising and considering it additional part of F&L JD, bank access problems

oGTa: 1. Short term promotion for Summer peak (#SU) through understanding and clearly defining target persona . 2. IR and project based sales 3. Customer experience and CRM (completed) IGV: 1. Expanding partner group (contract signed with schools and summer camps for EAT4Change and Y4Impact through sales capacity boost 2. Selection process with IR and promotion of our opportunities (#apd with IR) 3. Brand advocacy(completed) through defining, implementing and tracking of all standards, here big focus will be on showcasing (Global Village, EPs stories)# completed IGTa: 1. Boosting sales (GT short for summer peak more, GT long for both through steps i wrote in product analysis). 2. Selection process improvement-> %applicant-apd and shorter process time through expectation setting with partners, us facilitating process for short term more 3. Brand advocacy (same like for GV + Empower Austria event). EwA: 1. YSF expanding through campaign and PR partnerships 2. ELD connection and promotion on event (#SU) 3. Implementing of YouthSpeak Survey (#number of answers ->understanding trends and our persona for internships and membership). MX: 1. Attractive for GEN Z (#sign ups for recruitment), Digital: focus more on video content and ads, LCs local promotions more clear benefits and UR. 2. MX processes quality implementation (pipeline, #advanced) 3. Performance boost (P/A) through performance management, RnR, ICOMM

Continue

improving F&L standards implementation, NEC, quality content on conferences, as many physical touchpoints as possible, national PR partnerships, Facebook and Google ads, presence on external events, satisfied partners & re-raising, infinite mindset and focus on sustainability in everything we do

18. What kind of MC team, BoP, and network do you aspire to build in the term 23.24? How do you plan to do this? MC team = 1st role model: I want to start building a connected team from the first

19. Based on your analysis of our LCs and on your understanding of our Plenary, what are the key pillars you would follow in order to ensure a proper support for our LCs?

touchpoint, where everyone will speak openly about their thoughts and feelings and Commission management: In this term, we understood how fast LCs could not hesitate to give constructive feedback, be honest and trust eachother. I want to develop and learn through proper commission support and performance start with this from the first MCMe touchpoints, Team days, and nonformal management. The focus of every MCVP will be providing knowledge and tools for their gatherings, continuing during our term. The team will understand their role and areas through Quarterly summits, LC visits, and commission calls. Analyzing and responsibilities from our first touchpoint. I want to build a team of experts and projects inside the commission should be implemented through task forces, ensure that they have a proper transition while allowing them to change and Newsletters, and working times. O2O should be a minimum monthly/by-weekly so we experiment, including the transition manager responsible for tracking the process. can have a personalized approach to each LCVP. We should remember daily From analyzing pre-planning, transition, and planning, I want each person to communication and answer during working hours should be minimum. The focus understand where their department stands, how to choose their focuses and should be on as many touchpoints as possible in person and working on commission strategies, and support each LC with an individual approach. I want to make the as one team through synergizing. Conferences: Conferences are the primary team that will care about MC/entity goals as much as their area goals and work touchpoint to work together on our entity, understand the needs of our membership aware of the "power of synergizing" weekly. I want to build a team with integrity and better, provide advanced knowledge, and have MC more connected with TLs and deliver what we promise and are responsible for through defining our expectations members on ALPS and NatCo. Besides National conferences, I would have functional and values. I want to support everyone also personally, remind them to never give local conferences to build good expertise for our operations and have simulations with up, and always look for solutions and different resources. I want to drive passion for our membership. DisCo and TaCo presence of all EBs should be communicated in what they are doing in AIESEC, understanding how they can grow and challenge advance and tracked from the LCP side so spaces can reach all EBs, not only half of themselves through PDPs, O2Os, and team days through coaching and advising them. At these conferences, we should also value “non-formal spaces,” which help them. Through MCMs, I want to discuss hot topics and not only report on the current planning and re-planning. For LC hosting conferences, every conference and agenda state to have everyone included in decision-making. I want bi-weekly performance manager should provide proper support for organizing. Coaching: Coaching for LCs checks and monthly reviews with our coach/alumni to understand where we stand based on the OD model. Touchpoints should be minimum monthly/by-weekly to and how to help them work on performance management. I want them to be loud understand the current state and propose a way forward. Besides active presence on and present so we can stay an entity that is proactive and vocal in global and monthly reviews and guidance for planning, there should be quarterly coaching and regional plenary. Ultimately, I want everyone to have a work-life balance and set work on projects relevant to LC. Every coach should strive to be present at LC boundaries while remembering to be flexible for the other team members. Ultimately, touchpoints (LC conferences, LCMs, GAs.) and be proactive in helping LCPs and EBs. I want them to enjoy this experience through constant support, agility, brainstorming, learning, and fun moments, knowing that they will have friends for life. I want them to realize their vast potential, never give up on the solutions, and strive for STRONG BOP=STRONG ENTITY♥ excellence. We should also keep in mind what responsibility we have and how to be I want to lead BOP like the MC team, ensuring they live the same statements and accountable, ensuring everyone has voting rights so we can have an absolute majority project them in their local committees. Through minor adaptions to the context, I included in decision-making. Besides, I want us to work as one team for our entity through want them to think and act as one team, continuing with the expectations and task forces and regular projects. I want them to enjoy, feel supported, LEAP BY EXAMPLE values they set with Alia and building trust and endurance. I want to drive open so everyone will remember The BOP and the Frog and their successors. communication and confidence through our monthly touchpoints and BOP team days. Through O2Os and PDPs, I want to support them, move their passion, and One AIESEC in Austria: Passionate in our actions and proud of the impact we create coach them to understand what they want from their experience, team, and AIESEC. will be the main driver for our NB and everything we are doing in our entity for the first One of the main things will be LCP's additional education and spaces becoming even semester. Continuing with that mindset, I want to see LCPs and MCs having open more confident about their role in leading EB and LC, starting from LCP summits and communication on NBMs and being proactive working towards the same goals not only regular BOP touchpoints. on this touchpoints. EBs and MCs will be the first to drive this culture and ownership in AiA.

20. What is your vision for the term 23.24? What national focuses do you propose to compliment your vision for the term? Why?

Unlock the potential lead with passion - "We are aware of our potential as AIESEC in Austria,

unstoppable in finding the solution for challenges in front of us, feeling ownership for our actions. We are leading our people and showing our brand with passion."

Unlock the resources Sustainability in finance and membership should stay our main priority. Continue to build an infinite mindset through quality work with our members, leading them with a passion for achieving their goals and increasing financial stability from products. MC should focus on building long-term partnerships for BD and fundraising. ● ● ● ● ● ● ●

MX standards quality implementation Development paths Engagement activities adapted to Gen Z RnR improvement and OD Active pipeline from beginning F&L standards understanding and accountability Synergizing and performance management in focus

MOCR LCs MOCR MC %NPG growth #funds raised %F&L standards implementation

PEOPLE MONEY

#completed #pipeline %RR growth in P/A cluster growth #LPS and NPS

Yes! I heard about AIESEC Our customers should recognize us more by our name. We need to understand our persona for B2B and B2C in depth to know how to reach them. Through offline and online activities, I want to engage 1% of youth studying in Austria for membership, exchanges, and events. ● ● ● ● ● ● ●

Detailed market research Growth in PR partners/nurturing them Offline promotion and UR improvement Partnerships with Ministry Strong digital marketing and using ADS for B2B and B2C Alumni management Event management

Empower

BD & EwA

#SU recruitment #SU OGX #event organized #PR partners #SU EwA

#SU EwA #SU for events %ELD #of new followers #answers YSS

PRODUCTS

First customer choice We need to focus on the quality of every action in customer flow and be recognized by the services we provide for both youth and partners to gain their trust and become their first choice regarding exchanges. ● ● ● ● ● ●

Strong sales capacity Standardizing CF for both partners and EPs Customer experience in focus , nurturing both IGTa and IGV partners Focus on IXP, X mindset Building good CRM to support us Strong synergy with MKT for OGX

#completed #approved #open #NPS partners #Re-Ra

#completed #approved %su-applicant #NPS #IXP

Unlock the potential, lead with

passion

Contact Us website: www.wecreateimpact.com mail: [email protected] Sign up: ->if you want to unlock your potential Get to know us: "We are aware of our potential as AIESEC in Austria, unstoppable in finding the solution for challenges in front of us, feeling ownership for our actions. We are leading our people and showing our brand with passion."