AIESEC in Brazil Balanced Scorecard

AIESEC in BrazilBalanced 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;

• Aims to create a unique competitive position in the long-run

STRATEGY CHOICESProduct Leadership

Product

Customer

• Revolutionary and unique products/service

– Superior quality– Superior functionalty

• Develop products and then create customer demand, educate the market

CostBu

sines

s Log

icM

arke

t Pos

ition

• Individualism• Enterprize • Risk-taking• Fantasy – unconventional thinking• KnowledgeVa

lues

Balanced Scorecard

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

Balanced Scorecard Perspectives

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

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.

The CSF are linked to each other based on the chosen business logic. It has a cause-and-effect logic

Process

Employees

Owner

Suppliers

Customers

Attractive offers toward customer

The right productand customer mix

Proactive offer development

Proactive customer

care

Common guidelines for

internal service

Acceptance and support from owners

Development oriented

employees

Customer centric

availabilityClear interface

toward customer

Clear roles, responsibilities and authority

Flexible relations with

suppliers

Correct quality and content in the

delivery

Motivated employees

Competitive suppliers

Correct knowledgeand competency level

Effective Tracking

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.

Finance

Customer

Internal processes

Human Capital

To measures the performance of the company and give indication if the goals are reached or if there is a need for corrective actions

CSFCSF

CSF

CSF CSF

CSF*

Action

Action

• 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

Action

Balanced Scorecard Action Scorecard

Gap between actual and goal that calls for action

Business development was enabled when linking Action Scorecard to initiate corrective actions and secure a link to the strategic goals via Balanced Scorecard

In our finances we demonstrate our ability to implement

Our employees

Our customers

Our finances, owners

Our processes

In our customers we define what our customer value should be

In our processes we show how we create customer value

In our employees we ensure that the desired behaviors is shown

The strategic map is compiled of CSF’s that determines what it is important to focus on

Balanced finances

Effective processes

Correct resource and competence structure

Motivated and goal oriented

employees

Long-term relations

Correct quality in relations to need

High demand

Strong brand

Attractive and standardized product portfolio

Steps of a BSC implementation

Balanced Scorecard

Translating and clarifying the vision and strategy:• Clarifying the vision;• Establishing consensus.

Communicating and setting links:

• Communication and setting links;• Setting goals;• Linking reward to performance assessment.

Planning and setting goals:• Setting goals;• Aligning strategies initiatives;• Allocating resources;• Setting reference points.

Feedback and strategic learning:• Developing the holistic view;• Improve the strategic feedback;• Facilitate the strategic review and feedback.

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.

Strategy Map of AIESECin Brazil

The adaptation from AI´s Map to AIESEC in Brazil occurred due to a partnership with Symnetics

Adaptation from AI´s Map to AIESEC in Brazil

Network Inputs

• Inputs from trends web (NPM 2009) + AI coach visit in October output + MC team days Q4/2009

• Questionnaire from Symnetics regarding BSC business perspectives with MC members

• Answers also talked about strategic objetives and challenges to AIESEC Brazil to the next 3 years

Analysis of information and 1st Draft of the National Map (Symnetics)

• Plot of main challenges and objectives to a map, classifying according to the perspectives

• Junction of similar topics/objectives from interviews 'results

• Similarization of CSF´s with AI Map• Arrange of strategic themes and cause-effect relations into

the Map

Feedbacks and Consolidation • Presentation and understanding with the MC Team• Feedbacks and Final Adjustments

BusinessLogic AIESEC in Brazilof

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

THE WAY WE DO IT

INTERNAL PROCESSES

LEARNING & CAPACITY

THE

WAY

WE

DO

IT INCREASE LEADERSHIP EXPERIENCES

INCREASE QUALITY OF EXPERIENCES

INCREASE EXCHANGE EXPERIENCES

CUST

OM

ERS

INTE

RNAL

PRO

CESS

ESLE

ARN

ING

&

CAPA

CITY

GUARANTEE IMPACT IN OUR RESULTS BY

INVESTING

BE RECONIZED AS ORGANIZATION THAT

DEVELOPS COMPETENCIES AND

LEADERSHIP

GAIN SATISFACTION AND FIDELITY WITH

OUR PUBLICS

ACCELERATE AND DIVERSIFY

EXPERIENCE OPPORTUNITIES

•CONEXION OF INTERESTS BETWEEN THE COMPANIES AND YOUTH•YOUTH WITH LEADERSHIP AND INTERNATIONAL EXPERIIENCE•ENTREPRENEURSHIP•CHANGE AGENTS FOCUSED ON WORLD ISSUES•NETWORK AND CAPILLARY

INTENSIFY RELATIONS WITH UNIVERSITIES,

ALUMNI AND PARTNERS TO GENERATE

BUSINESSES AND RESULTS

REINFORCE TO DIFFERENT PUBLICS

THE COMMUNICATION OF AIESEC´s POSITIONING

GUARANTEE GOVERNANCE AND SUSTAINABILITY ON MANAGEMENT IN AIESEC, INCLUDING KNOWLEDGE

MANAGEMENT

EVOLVE INTO A CULTURE OF

HIGHER DELIVERY

GROW THROUGH INTERNAL

COMMUNICATION

ENABLE THE RIGHT USE OF OUR

VIRTUAL PLATAFORM

DEVELOP CRITICAL COMPETENCIES TO

ACCELATE OPERATIONS

MANAGE TALENTS FOR

EFFECTIVENESS IN OPERATIONS

A HIGH VOLUME OF AIESEC EXPERIENCES

PRODUCT LEADERSHIP

CORE PROCESSESSKATEHOLDERS MANAGEMENT

INTERNAL COMMUNICATION CULTURE OF EXCELLENCE

MC ADMINISTRATION

IMPROVE THE INCOMING EXCHANGE PROCESS

IMPROVE THE OUTGOING EXCHANGE PROCESS

INCREASE THE DEVELOPMENT

IN EXPERIENCES

THE

WAY

WE

DO

IT INCREASE LEADERSHIP EXPERIENCES

INCREASE QUALITY OF EXPERIENCES

INCREASE EXCHANGE EXPERIENCES

CUST

OM

ERS

INTE

RNAL

PRO

CESS

ESLE

ARN

ING

&

CAPA

CITY

GUARANTEE IMPACT IN OUR RESULTS BY

INVESTING

BE RECONIZED AS ORGANIZATION THAT

DEVELOPS COMPETENCIES AND

LEADERSHIP

GAIN SATISFACTION AND FIDELITY WITH

OUR PUBLICS

ACCELERATE AND DIVERSIFY

EXPERIENCE OPPORTUNITIES

INTENSIFY RELATIONS WITH UNIVERSITIES,

ALUMNI AND PARTNERS TO GENERATE

BUSINESSES AND RESULTS

REINFORCE TO DIFFERENT PUBLICS

THE COMMUNICATION OF AIESEC´s POSITIONING

GUARANTEE GOVERNANCE AND SUSTAINABILITY ON MANAGEMENT IN AIESEC, INCLUDING KNOWLEDGE

MANAGEMENT

EVOLVE INTO A CULTURE OF

HIGHER DELIVERY

GROW THROUGH INTERNAL

COMMUNICATION

ENABLE THE RIGHT USE OF OUR

VIRTUAL PLATAFORM

DEVELOP CRITICAL COMPETENCIES TO

ACCELATE OPERATIONS

MANAGE TALENTS FOR

EFFECTIVENESS IN OPERATIONS

A HIGH VOLUME OF AIESEC EXPERIENCES

IMPROVE THE INCOMING EXCHANGE PROCESS

IMPROVE THE OUTGOING EXCHANGE PROCESS

INCREASE THE DEVELOPMENT

IN EXPERIENCES

Understandingthe CSFs

Learning & CapacityPERSPECTIVE

GROW THROUGHINTERNAL

COMMUNICATION

Our Internal Communication should influence growth in Organizational Goals

INDICATORS% of current membership who applied to LRNo. Of matched forms that had clear influence from customized channels% of current membership who raised his/her form

ENABLE THE RIGH USE OF OUR

VIRTUAL PLATAFORM

Alignment of strategies and information through MyAIESEC.net

INDICATORS% of members subscribed in official local and national channels% of membership in the right profile stage

EVOLVE INTO ACULTURE OF

HIGHER DELIVERY

Our performance is reflection of our culture

INDICATORSAverage % of organizational goals achieved (X, L, M and X after L)

DEVELOP CRITICALCOMPETENCIES TO

ACCELERATEOPERATIONS

We work smart and gain the competencies to deliver the core work

INDICATORS% of local memberhip that had his 360º CAT generated in ther quarter

MANAGE TALENTS FOR

EFFECTIVENESS INOPERATIONS

Building capacity and teams is differential of our learning while working

INDICATORS Retention rate of members working

directly with operations # members % of members working in Exchange

Areas

Internal ProcessesPERSPECTIVE

INTENSIFY RELATIONS WITH UNIVERSITIES,

ALUMNI AND PARTNERS TO

GENERATE BUSINESSESAND RESULTS

INDICATORSNo. of new businesses from local partners/members/alumni/universities contacts generating exchanges

We keep engaged with stakeholders to capitalize on opportunities

REINFORCE TO DIFFERENT PUBLICS

THE COMMUNICATIONOF AIESEC’sPOSTIONING

INDICATORSNo. Of customized actions delivered to all publics

By offering the needed opportunity we consolidate the image of AIESEC

GUARANTEE IMPACT INOUR RESUTS BY

INVESTINGINDICATORSAmount invested in Org. Goals% of revenues goal achieved

We must find the right chances to capitalize in a medium-term payback

INCREASE THEDEVELOPMENT

IN EXPERIENCES INDICATORS

% Team minimuns delivered locally

We are aware of concrete development in all the experiences

IMPROVE HE OUTGOING EXCHANGEPROCESS

INDICATORS No. of Eps Matched Delivery time of EPs No. Of EP Raised # of Lc-LC cooperations to your EPs Realization Rate of EPs

We are references in OGX management to impact in experiences

IMPROVE HE INCOMINGEXCHANGEPROCESS

INDICATORSNo. of TNs matchedNo. of TNs RaisedDelivery time of TNsNo. of LC-LC cooperation to your TNsRealization Rate of TNs

We are references in ICX management to impact in experiences

ACCELERATE AND DIVERSIFY

EXPERIENCEOPPORTUNITIES

INDICATORSNo. 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)% of Eps returnees who working in the LC

Our diversity in membership enables us to explore more complete experiences

GUARANTEE GOVERNANCE AND

SUSTAINABILITY ON MANAGEMENT IN

AIESEC, INCLUDINGKNOWLEDGE MANAGEMENT

INDICATORS% growth in forms availableAchieve the RD

We leave better legacies and stability year by year

CustomersPERSPECTIVE

BE RECONIZED AS ORGANIZATION THAT

DEVELOPSCOMPETENCIES AND

LEADERSHIPINDICATORS % of mindshare from entreprises and

alumni about our LR and Competency Development

% of recongnition from the web site visitors %. Of applicants expecting X, LR or both

By delivering AIESEC’s core product we are seen as we aim to

GAIN SATISFACTION AND FIDELITY WITH

OUR PUBLICSINDICATORS No. of TN Re-Raised No. Of account expansions AVERAGE of evaluations score from EPs AVERAGE of evaluations score from

TNs(companies + trainees) No. of alumni engaging with the LC in

the quarter

Our public identifies our value and build gain to both parts continuously

The way we do itPERSPECTIVE

INCREASE LEADERSHIP EXPERIENCES

INDICATORNo. of leadership experience completed in the quarter

We generate leadership experiences required to meet the needs of the

organization and the expectations of our members.

INCREASE EXCHANGEEXPERIENCES

INDICATORS No. of EP Realized # of TN RE from international

cooperations? No. of TN Realized # of EP RE from international

cooperations?

We are continuously increasing thenumber of exchange experiences we deliver to our members and to the

market.

INCREASE QUALITY OFEXPERIENCES

INDICATORSQuality index performanceNo. of members that are completing both X & LR experiences in the period

We deliver high quality experiences to our members.

Some recommendations about @Brazil’s culture of work

regarding de BSC

Important steps to work with BSC locally

The BSC represents the strategy chosen by the organization to achieve its vision, and not the entire way of work of the organization. Then we must be aware of how much time should we spend tracking numbers and strategies, and who should be responsible for what

The LC must focus on achievieng the organizational goals, and not divide its efforts in the will of achieve all perfomance indicators.

Then some general directions to that are given:

Important steps to work with BSC locally

Role of the LCP with the BSC

• Guarantee the execution of iniciatives selected for each strategic objetive, and track them with LCVPs

• Track only organizational goals + EP/TN matching and raising

• Review initiatives/strategies periodically together with the EB (every 3 months)

Role of the LC VPIM• Organize the informations related to each CSF together

with the LCP• Facilitate data manament regarding the goals, KPIs and

initiatives• Track all the other performance indicators • Analyse the evolution of achievement and direct causes

for that• Collect information from EB about iniatives and org. goals• Report the execution of initiaves and goals achivements

(monthly)

Role of the EB• Execute initiatives purpose to each area after the

LC PLAN• Participate on the revision of initiatives/strategies• Guarantee the correct and up-to-date

measurement of performance indicators for LC´s knowledge management

• Interact with the LCP and VP IM about execution of initiatives and indicators´achievement

Main benefits for LC´s- Clear focus (vision and org. goals )- Knowledge management- Tracking and review

KEEP ON AIMING 2010 FOR ACHIEVING IMPACT NATIONALLY!!!