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AIESEC in Brazil Balanced Scorecard

AIESEC in Brazil Balanced Scorecard. 2009 Review . Quality. Growth. Consistency. Bigger and Better. Strategy. What is strategy?. Gives focus & direction to organization’s activities; Helps define what not to focus on, what not to do;

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AIESEC in Brazil Balanced Scorecard

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  1. AIESEC in BrazilBalanced Scorecard 2009 Review

  2. Quality Growth Consistency Bigger and Better

  3. Strategy

  4. What is strategy? • Gives focus & direction to organization’s activities; • Helps define what not to focus on, what not to do; • Aims to create a unique competitive position in the long-run

  5. STRATEGY CHOICES Product Leadership Product Market Position Cost Customer • Revolutionary and unique products/service • Superior quality • Superior functionalty • Develop products and then create customer demand, educate the market Business Logic • Individualism • Enterprize • Risk-taking • Fantasy – unconventional thinking • Knowledge Values

  6. Balanced Scorecard

  7. 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

  8. Balanced Scorecard Perspectives

  9. Finance Finance Customer Customer Process Process Innovation Employee Innovation Employee Finance Finance Customer Society Customer Process Process Employee Innovation Employee Business logic models “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

  10. Definition of CSF • A critical success factor (CSF) is represented by objectives, challenges and main trends that the organization must be successful at to reach the vision. • What does the organization have as challenges ? • What must the organization be lucky with / can’t fail on? • Start with the stakeholders demands/requirements from the business to know how to achieve succees with them: • ”The organization have to perceived as a trustworthy supplier, cost effective…”The collaboration with the stakeholder is reckoned by an open dialogue, high customer satisfaction • CSF’s can also be expressed/defined in relations to effort/input: • ”The organization has complete deliveries, ability to deliver value for money products, is proactive and learning.

  11. The right productand customer mix Acceptance and support from owners Proactive customer care Proactive offer development Correct quality and content in the delivery Customer centric availability Clear roles, responsibilities and authority Clear interface toward customer Competitive suppliers Correct knowledgeand competency level Motivated employees Flexible relations with suppliers Development oriented employees The CSF are linked to each other based on the chosen business logic. It has a cause-and-effect logic Attractive offers toward customer Common guidelines for internal service Customers Owner Effective Tracking Process Employees Suppliers

  12. Definition of KPI • Key Performance Indicators are the results expected from strategic objectives in the map (each CSF) • Key Performance Indicators are quantifiable measurements, agreed to beforehand, that reflect the critical success factors of an organization. They will differ depending on the organization.Whatever Key Performance Indicators are selected, they must reflect the organization's goals, they must be key to its success and they must be quantifiable (measurable). Key Performance Indicators usually are long-term considerations. The definition of what they are and how they are measured do not change often. The goals for a particular Key Performance Indicator may change as the organization's goals change, or as it gets closer to achieving a goal.

  13. Business development was enabled when linking Action Scorecard to initiate corrective actions and secure a link to the strategic goals via Balanced Scorecard Balanced Scorecard Action Scorecard Finance CSF* Action Customer CSF CSF Gap between actual and goalthat calls for action Internal processes CSF Action Human Capital Action CSF CSF To measures the performance of the company and give indication if the goals are reached or if there is a need for corrective actions • To initiate and prioritise corrective actions and follow up the status • To secure that every action is linked to the strategic goals via the Balanced Scorecard

  14. The strategic map is compiled of CSF’s that determines what it is important to focus on • In our finances we demonstrate our ability to implement Our finances, owners Strong brand Balanced finances High demand • In our customers we define what our customer value should be Our customers Correct quality in relations to need • In our processes we show how we create customer value Our processes Long-term relations Effective processes Attractive and standardized product portfolio • In our employees we ensure that the desired behaviors is shown Our employees Correct resource and competence structure Motivated and goal oriented employees

  15. Steps of a BSC implementation • Translating and clarifying the vision and strategy: • Clarifying the vision; • Establishing consensus. • Feedback and strategic learning: • Developing the holistic view; • Improve the strategic feedback; • Facilitate the strategic review and feedback. • Communicating and setting links: • Communication and setting links; • Setting goals; • Linking reward to performance assessment. Balanced Scorecard • Planning and setting goals: • Setting goals; • Aligning strategies initiatives; • Allocating resources; • Setting reference points.

  16. Why does AIESEC need a BSC? • Gives direction and focus to countries; • Ensure global alignment of what we are and what we have to do; • To have clear steps to achieve our goals.

  17. StrategyMapof AIESECin Brazil TheadaptationfromAI´s Map to AIESEC in Braziloccurreddue to apartnershipwithSymnetics

  18. AdaptationfromAI´s Map to AIESEC in Brazil

  19. Business AIESEC in Brazil Logic of THE WAY WE DO IT • Our new understanding… • Our IT platforms and members build the capacity needed to execute our internal processes • The excellence of our processes enable the organization to run its operations and to keep engaged with stakeholders, achieving success to us and to our customers • By providing leadership experiences, international exchanges and a global learning environment, we develop individuals for a positive impact on society • The new business logic drives the operations and strategy of the organization towards the AIESEC Way CUSTOMERS INTERNAL PROCESSES LEARNING & CAPACITY

  20. A HIGH VOLUME OF AIESEC EXPERIENCES INCREASE EXCHANGE EXPERIENCES INCREASE LEADERSHIP EXPERIENCES INCREASE QUALITY OF EXPERIENCES THE WAY WE DO IT PRODUCT LEADERSHIP BE RECONIZED AS ORGANIZATION THAT DEVELOPS COMPETENCIES AND LEADERSHIP GAIN SATISFACTION AND FIDELITY WITH OUR PUBLICS • CONEXION OF INTERESTS BETWEEN THE COMPANIES AND YOUTH • YOUTH WITH LEADERSHIP AND INTERNATIONAL EXPERIIENCE • ENTREPRENEURSHIP • CHANGE AGENTS FOCUSED ON WORLD ISSUES • NETWORK AND CAPILLARY CUSTOMERS CORE PROCESSES SKATEHOLDERS MANAGEMENT INCREASE THE DEVELOPMENT IN EXPERIENCES IMPROVE THE OUTGOING EXCHANGE PROCESS IMPROVE THE INCOMING EXCHANGE PROCESS ACCELERATE AND DIVERSIFY EXPERIENCE OPPORTUNITIES REINFORCE TO DIFFERENT PUBLICS THE COMMUNICATION OF AIESEC´s POSITIONING MC ADMINISTRATION INTENSIFY RELATIONS WITH UNIVERSITIES, ALUMNI AND PARTNERS TO GENERATE BUSINESSES AND RESULTS INTERNAL PROCESSES GUARANTEE IMPACT IN OUR RESULTS BY INVESTING GUARANTEE GOVERNANCE AND SUSTAINABILITY ON MANAGEMENT IN AIESEC, INCLUDING KNOWLEDGE MANAGEMENT INTERNAL COMMUNICATION CULTURE OF EXCELLENCE GROW THROUGH INTERNAL COMMUNICATION ENABLE THE RIGHT USE OF OUR VIRTUAL PLATAFORM LEARNING & CAPACITY EVOLVE INTO A CULTURE OF HIGHER DELIVERY DEVELOP CRITICAL COMPETENCIES TO ACCELATE OPERATIONS MANAGE TALENTS FOR EFFECTIVENESS IN OPERATIONS

  21. A HIGH VOLUME OF AIESEC EXPERIENCES INCREASE EXCHANGE EXPERIENCES INCREASE LEADERSHIP EXPERIENCES INCREASE QUALITY OF EXPERIENCES THE WAY WE DO IT BE RECONIZED AS ORGANIZATION THAT DEVELOPS COMPETENCIES AND LEADERSHIP GAIN SATISFACTION AND FIDELITY WITH OUR PUBLICS CUSTOMERS REINFORCE TO DIFFERENT PUBLICS THE COMMUNICATION OF AIESEC´s POSITIONING INCREASE THE DEVELOPMENT IN EXPERIENCES IMPROVE THE OUTGOING EXCHANGE PROCESS IMPROVE THE INCOMING EXCHANGE PROCESS ACCELERATE AND DIVERSIFY EXPERIENCE OPPORTUNITIES INTERNAL PROCESSES INTENSIFY RELATIONS WITH UNIVERSITIES, ALUMNI AND PARTNERS TO GENERATE BUSINESSES AND RESULTS GUARANTEE IMPACT IN OUR RESULTS BY INVESTING GUARANTEE GOVERNANCE AND SUSTAINABILITY ON MANAGEMENT IN AIESEC, INCLUDING KNOWLEDGE MANAGEMENT GROW THROUGH INTERNAL COMMUNICATION ENABLE THE RIGHT USE OF OUR VIRTUAL PLATAFORM LEARNING & CAPACITY EVOLVE INTO A CULTURE OF HIGHER DELIVERY DEVELOP CRITICAL COMPETENCIES TO ACCELATE OPERATIONS MANAGE TALENTS FOR EFFECTIVENESS IN OPERATIONS

  22. Understandingthe CSFs

  23. Learning & CapacityPERSPECTIVE

  24. OurInternal Communication shouldinfluencegrowth in OrganizationalGoals GROW THROUGH INTERNAL COMMUNICATION • INDICATORS • % of current membership who applied to LR • No. Ofmatchedformsthathadclearinfluencefromcustomizedchannels • % ofcurrentmembershipwhoraisedhis/herform

  25. AlignmentofstrategiesandinformationthroughMyAIESEC.net • INDICATORS • % ofmemberssubscribed in official local andnationalchannels • % ofmembership in therightprofilestage ENABLE THE RIGH USE OF OUR VIRTUAL PLATAFORM

  26. Our performance is reflectionofourculture EVOLVE INTO A CULTURE OF HIGHER DELIVERY • INDICATORS • Average % of organizational goals achieved (X, L, M and X after L)

  27. We work smartandgainthecompetencies to deliverthe core work • INDICATORS • % of local memberhipthathadhis 360º CAT generated in therquarter DEVELOP CRITICAL COMPETENCIES TO ACCELERATE OPERATIONS

  28. Buildingcapacityandteams is differentialofourlearningwhileworking • INDICATORS • Retention rate ofmembersworkingdirectlywithoperations • # members • % ofmembersworking in Exchange Areas MANAGE TALENTS FOR EFFECTIVENESS IN OPERATIONS

  29. Internal ProcessesPERSPECTIVE

  30. Wekeepengagedwithstakeholders to capitalize onopportunities INTENSIFY RELATIONS WITH UNIVERSITIES, ALUMNI AND PARTNERS TO GENERATE BUSINESSES AND RESULTS • INDICATORS • No. of new businesses from local partners/members/alumni/universities contacts generating exchanges

  31. Byofferingtheneededopportunityweconsolidatetheimageof AIESEC REINFORCE TO DIFFERENT PUBLICS THE COMMUNICATION OF AIESEC’s POSTIONING • INDICATORS • No. Ofcustomizedactionsdelivered to allpublics

  32. Wemustfindtheright chances to capitalize in a medium-termpayback GUARANTEE IMPACT IN OUR RESUTS BY INVESTING • INDICATORS • Amountinvested in Org. Goals • % ofrevenuesgoalachieved

  33. We are awareofconcretedevelopment in alltheexperiences INCREASE THE DEVELOPMENT IN EXPERIENCES • INDICATORS • % Teamminimunsdeliveredlocally

  34. We are references in OGX management to impact in experiences IMPROVE HE OUTGOING EXCHANGE PROCESS • INDICATORS • No. of Eps Matched • Delivery time of EPs • No. Of EP Raised • # ofLc-LCcooperations to yourEPs • Realization Rate ofEPs

  35. We are references in ICX management to impact in experiences IMPROVE HE INCOMING EXCHANGE PROCESS • INDICATORS • No. of TNs matched • No. ofTNsRaised • Delivery time ofTNs • No. of LC-LC cooperation to yourTNs • Realization Rate ofTNs

  36. Ourdiversity in membershipenables us to explore more complete experiences ACCELERATE AND DIVERSIFY EXPERIENCE OPPORTUNITIES • INDICATORS • No. of TR members who evolved to LRS or WAS in less than 6 months • No of short therm XP realized (LR or X around 8 weeks) • % ofEpsreturneeswhoworking in the LC

  37. Weleavebetterlegaciesandstabilityyearbyyear GUARANTEE GOVERNANCE AND SUSTAINABILITY ON MANAGEMENT IN AIESEC, INCLUDING KNOWLEDGE MANAGEMENT • INDICATORS • % growth in formsavailable • Achievethe RD

  38. CustomersPERSPECTIVE

  39. BydeliveringAIESEC’s core productwe are seen as weaim to BE RECONIZED AS ORGANIZATION THAT DEVELOPS COMPETENCIES AND LEADERSHIP • INDICATORS • % ofmindsharefromentreprisesandalumniaboutour LR andCompetencyDevelopment • % ofrecongnitionfromthe web site visitors • %. Ofapplicantsexpecting X, LR orboth

  40. Ourpublicidentifiesourvalueand build gain to bothpartscontinuously GAIN SATISFACTION AND FIDELITY WITH OUR PUBLICS • INDICATORS • No. of TN Re-Raised • No. Ofaccountexpansions • AVERAGE ofevaluationsscorefromEPs • AVERAGE ofevaluationsscorefromTNs(companies + trainees) • No. of alumni engaging with the LC in the quarter

  41. The way we do itPERSPECTIVE

  42. We generate leadership experiences required to meet the needs of the organization and the expectations of our members. INCREASE LEADERSHIP EXPERIENCES • INDICATOR • No. of leadership experience completed in the quarter

  43. INCREASE EXCHANGE EXPERIENCES We are continuously increasing the number of exchange experiences we deliver to our members and to the market. • INDICATORS • No. of EP Realized • # of TN RE frominternationalcooperations? • No. of TN Realized • # of EP RE frominternationalcooperations?

  44. We deliver high quality experiences to our members. INCREASE QUALITY OF EXPERIENCES • INDICATORS • Quality index performance • No. of members that are completing both X & LR experiences in the period

  45. Some recommendationsabout @Brazil’scultureof work regarding de BSC

  46. Importantsteps to work with BSC locally The BSC representsthestrategychosenbytheorganization to achieve its vision, andnottheentirewayof work oftheorganization. Thenwemustbeawareofhowmuch time shouldwespendtrackingnumbersandstrategies, andwhoshouldberesponsible for what

  47. Importantsteps to work with BSC locally The LC mustfocusonachieviengtheorganizationalgoals, andnot divide its efforts in thewillofachieveallperfomanceindicators. Then some general directions to that are given:

  48. Role ofthe LCP withthe BSC • Guaranteetheexecutionofiniciativesselected for eachstrategic objetive, andtrackthemwithLCVPs • Trackonlyorganizationalgoals + EP/TN matchingandraising • Reviewinitiatives/strategiesperiodicallytogetherwiththe EB (every 3 months)

  49. Role ofthe LC VPIM • Organize theinformationsrelated to each CSF togetherwiththe LCP • Facilitate data manamentregardingthegoals, KPIsandinitiatives • Trackalltheother performance indicators • Analysetheevolutionofachievementanddirect causes for that • Collectinformationfrom EB aboutiniativesand org. goals • Reporttheexecutionofinitiavesandgoalsachivements (monthly)

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