AIESEC - Strategic Planning

STRATEGIC PLANNING

Megan YoungAIESEC QUEEN’S LOCAL COMMITTEE Monday November 11 2012

Resource: QSAA Strategic Planning Presentation 2011

EB ORGANIZATIONAL STRUCTURE

OUTLINE

What is a Strategic Plan? Why is it important?

Developing a strategic planMain componentsPlan implementation

WHAT IS A STRAT PLAN?

Outlines an organization’s principles & priorities over the short (1-2 year) and long (3+ year) term

Serves as a framework for decisions or foresecuring support/approval

Provides a basis for more detailed planning

Covers three main areas:

Where are you going? How will you get there? How do you know if you got there or not?

WHY IS IT IMPORTANT?

Helps provide a clear focus for the organizationIncrease in efficiency & effectivenessEnsures the most effective use is made of

available resourcesKeeps you focused on your objectivesAllows you to easily communicate

what you have done to stakeholders & future members of the organization

STRATEGIC PLANNING STEPS

MISSION & VISION

Mission Statement• Indicates the overall objective of your

organization or position• What you do, why you do it & how you do it

Vision Statement• Communicates your team’s vision of what your

organization should become in the future to best deliver on its mission statement

• Defines what a “perfect world” is, as it relates to your organization

MISSION VS. VISION

Vision: Creating a world where no Canadian fears

cancer.

Mission: The Canadian Cancer Society is a national,

community-based organization of volunteers whose mission is the eradication of cancer and the enhancement of the quality of life of people living with cancer.

MISSION VS. VISION

Vision: Our vision is to operate Macy's and Bloomingdale's

as dynamic national brands while focusing on the customer offering in each store location.

Mission: Our goal is to be a retailer with the ability to see opportunity on the horizon and have a clear path for capitalizing on it. To do so, we are moving faster than ever before, employing more technology and concentrating our resources on those elements most important to our core customers.

EXERCISE:What is AIESEC’s Vision/Mission?

AIESEC: Vision/Mission

Vision: “Peace and the fulfillment of humankind’s potential” is the

vision that drives the organisation. AIESEC believes that the best way to achieve this is by first developing talent in individuals and thus inside companies, organisations and our communities. It is individuals who will positively impact society and create the change that will bring us closer to our vision for the world.

Mission:AIESEC provide its members with an integrated

development experience comprised of leadership opportunities, international traineeships and participation in a global learning environment.

- AIESEC.org

Year in Review

• Last year’s mission and vision – was it fulfilled? How was it executed?

• What major activities happened?• Successes and failures• Major changes

Year Operating Statement

• More specific than the mission and vision• Summarize how you will fulfill your mission

and vision – general steps on how you plan to achieve your goals

• If someone asked you “What are your plans for your portfolio this year?” this is the concise answer you would give them

• Your OGSM will address specific details

ENVIRONMENTAL ASSESSMENT

Need to understand what factors affect your ability to achieve your mission & vision

Understanding the environment you operate in will be a significant advantage to achieving your goalsWhy?

Important to identify those that are internal & those that are external to the organization Internal: you have control over aspects of theseExternal: little control, important to be aware so youcan

identify roadblocks & possible ways to capitalize Allows you to consider key success factors

SWOT ANALYSIS

S: Strengths Internal advantages that give your group an advantage W: WeaknessesInternal factors that put your group at a disadvantage O: Opportunities External factors that you have little influence over, but

could be used to your advantageT: ThreatsExternal factors that you have little influence over that put

your group at a disadvantage

EXERCISE: SWOT ANALYSISBon Jovi has opened a community restaurant called “Soul Kitchen”, where there are no prices on the menu. Instead, customers are asked to donate to pay for their meals or, if they are unable to do so, do volunteer work in exchange for their meals. What are the Strengths, Weaknesses, Opportunities, and Threats to this concept? (And yes, this restaurant exists!)

SWOT- AIESEC QUEEN’SStrengths: • Devoted, Ambitious, and Super Sexy Members • Leadership, existing communications network• Access to a global platform of resources, information, etc.

Weaknesses: • Lack of members and experience• Debt • Time Commitment• Relatively unknown to the mainstream student body

Opportunities: • Partnerships with other globally-minded clubs• Training sessions run by externals (BoA, QSAA)• Chamber of Commerce

Threats:• Clubs/Organizations offering similar opportunities and goals

ESTABLISHING OBJECTIVES & GOALS

Once you understand your environment, you can begin to establish your goals for the year

Objectives, goals, strategies & measures(OGSM) is a strategic planning tool designed to:

Ensure that objectives are achieved Improve thinking & planning Integrate ideas and steps within a strategic plan Support & promote accountability Provide a means to measure success

OVERALL OGSM

Objectives Goals Strategy Measure

Overall strategicachievementsneeded to fulfillthe purpose /mission

Quantitative targetof progresstowards objective,within a specifictimeline

Plan, pattern ortactic used toachieve a goal

Mechanism toestablish ourposition vs. ourgoal (numericalanswer)

What we need /want to achieve

What specific(measurable)results are needed

How will weachieve the goal?

How will we knowif our strategieswere successful?

Words Words, dates,numbers

Words Numbers

Example: QSAA OGSM

EXERCISE:Create an AIESEC OGSM

ACTION PLAN

Critical part – assigns specific actions to each strategic project, a deadline date & person responsible

Need to consider your constraints:

Time & money!

TIMELINE & BUDGET

Focus on setting goals between the major milestones throughout the yearImportant to track your progress & stay on task

Strategic planning and budgeting are interrelated!You need to know where you are going before

you can plan how to get thereYour budget should reflect your action plans, so

it should be completed AFTER your strat plan

IMPLEMENTATION

Follow through on the goals you have set out

Re-evaluate your objectives and action plans as you progress through your term

Great document for transition:Show your steps, what you did, worked worked/

didn’t work & what needs to be improved

Never forget – your strategic plan is a living document!

EXERCISE: Make an Action Plan

Strategies Action Plan Timeline

e.g.Email interested parties and help organize an event.

- Email alumni branches as well as BISC program event coordinators to determine interest- Work with parties to organize an

Oct 3

Questions?

Have You Been Paying Attention?