CHANGE MANAGEMENT AIESEC INDONESIA GUIDELINE Issued on September

CHANGE MANAGEMENT AIESEC INDONESIA GUIDELINE Issued on September 2016

CONTENT 1. Why we are changing? 2. The framework 3. Fundamental changes

BEFORE WE START. . . To our dearest AIESEC in Indonesia network, Here we present to you the guideline to the output of the first national board summit talking about how we can allign our organization to be more relevant to our external and internal network. Yes, this guideline might seem very challenging, but do take your time to digest. This guideline is not telling you HOW you are going to run your operation in your local level—its your freedom—we are only letting you know WHY we are changing and why we think it’s important. This is AIESEC, the platform for you to develop your leadership potential. Explore the guideline and dont hesitate to contact the AIESEC Indonesia team for more clarification. By the way, throughout this guideline, again, we will not tell you what to think, we will merely guide you. Let’s go!

WHY DO WE NEED TO CHANGE? CURRENT CONDITION Dependent to MC LC needs to wait for the approval and confirmation from MC to do things and takes a long time. MCVP has their time allocated in manageing the comission to work, while the need of doing strategical things are needed MC-LC virtual relation. There is a need to wait until we sense the LC is not performing then do firefighting by coming to the LC Lack of field understandi ng MC is not able to understand the things that are happening in the field while direction and strategy comes from national level Lacking in innovation Innovation in the MC level is inhibited due to the need of giving capacity and commission management Solutions and direction might be irrelevent

WHY DO WE NEED TO CHANGE? WHILE IDEALLY. . . LC is the backbone of basic operation All customer touch point are delivered by LC members. LC need to be able to increase more independency and entrepreneur leadership in the grassroot level. Role of MC is in escalating organic growth Capacity building, technology advancement such as website and system, host space for LC to be facilitated in finding solutions, culture shaping and innitiating growth by MC project (big scale that will be alligned with the network)

AIESEC ENABLES YOUNG PEOPLE TO CONNECT TO THE WORLD, HAVE THE CONFIDENCE TO LEARN AND FREEDOM TO FAIL. THIS IS WHY WE DO WHAT WE DO IN AIESEC.

ISNT THAT AWESOME? ? ?

OKAY SO LETS MOVE ON TO THE FRAMEWORK OF OUR CHANGE MANAGEMENT THIS IS WHAT WE AIM! IC principles Fundament al changes Action Step New to the agile culture? Kindly check out these 2 videos with the keyword of : 1. Spotify Engineering Culture part 1 2. Spotify Engineering Culture part 2 What you need to put in mind is the principles of this culture, not the exact thing that they do in their organization! Agile culture

AFTER THIS, WE WILL LIST THE TOPICS THAT WE WANT TO RAISE AND DISCUSS.

IC Principle Fundamental Changes Action Step TM refreshment MC/LC Structure Our commitement SDG Timeline Shifting Product Refreshment Customer Flow Please understand the topics (red) before continue reading the subtopics (green)

READ IC PRINCIPLE PDF And the continue reading the 4 subtopics We really encourage to gather your local committee and have a discussion on the questions in the IC principle questions

QUESTION TO THINK ABOUT : How can we make sure that AIESEC stands as AIESEC, that the existance of this organization is to make sure that we are developing leaders? How can we make sure we can allign our organizational vision while shaping the world? Is Indonesia is a home relevant? Why does the subtopics matter? How does the changes in the subtopic contribute to what the way I do things now

FUNDAMENTAL CHANGES

FUNDAMENTAL CHANGES TIMELINE JAN 2017 JAN 2018 FEB 2017 FEB 2018 MAR 2017 MAR 2018 APR 2017 APR 2018 MAY 2017 JUN 2017 JUL 2017 AUG 2017 LC 1617 end LC 2017 start MC 1617 End MC 1718 Start MAY 2018 JUN 2018 JUL 2018 AUG 2018 MC 1718 End MC 1819 Start JUL 2019 AUG 2019 MC 1819 MC 1920 LC 1819 Start JAN 2019 LC 1920 FEB 2019 MAR 2019 APR 2019 MAY 2019 JUN 2019 SEPT 2017 OCT 2017 NOV 2017 DEC 2017 LC 2017 End SEPT 2018 OCT 2018 NOV 2018 DEC 2018 LC 1819 End SEPT 2019 OCT 2019 NOV 2019 DEC 2019 LC 1920

WHY WE CHANGE? We want to allign our timeline with AIESEC International. 1. In previous terms, we are constantly doing replanning in everything due to the changes happening in IC and also IPM. We need a better way rather than changing constantly and doing replanning again. 2. Transition period between MC/LC in the last quarter needs structural change. When the LC is low in the last quarter, MC can back up, and vice versa, thats why the start end date is different. The implications? There will be a gap year of LC term for only 8 months. This will be the challenge that we need to answer, how can we find successors in the LC level.

FUNDAMENTAL CHANGES MC STRUCTURE REMMEMBER THIS PYRAMID? Value Vision Target Goals Project

IMPACT TRIANGLE Value Vision Target Goals Project

TARGET LC is strong in basic operation MC is escalating organic growth

CHANGES Creating leaders IN TARGET with LDM Accessible leadership experience Added new element Leadership & Operational excellence to deliver leaders with leadership qualities Empower & advocate Indonesian youth to care and Speak Up for SDGs in Indonesia Shaping what we do around what the world needs Financial sustainability

Leadership & Operational excellence to deliver leaders with leadership qualities Empower & advocate Indonesian youth to care and Speak Up for SDGs in Indonesia # Leadership & Operational capacity of LCP # Of entity full member Customer Flow Implementation # of Leadership quality of EP # of XP delivered # NPS Virtual Reach Physical Reach Government Recognition Shaping what we do around what the world needs Financial sustainability SDGs understanding in the network % of Project alignment to SDGs Growth from purposeful innitiative (innovation) Local Volunteer Cash and Reserve

Leadership & Operational excellence to deliver leaders with leadership qualities # Leadership & Operational capacity of LCP # Of entity full member Customer Flow Implementation # of Leadership quality of EP # of XP delivered # NPS The green KPI are no longer handled by MC, it is the KPI of LC. With this, there are several changes : 1. MC will not give directions on operationals, but provide consultation spot and capacity building in comissions 2. MC will not track anymore, it will be the responsibility of the LCP as the CEO of the LC to manage performance 3. Regional Operation (previously known as OD) will be the eye in the field and firefight (if needed) to give better understanding in the LC level 4. Regional management will be under 4 Region directors (Sumatera, West, Central and East)

MC WILL NOW HAVE A HORIZONTAL LINE FOR ALL, THERE WILL NO LONGER BE ANY TEAM LEADER BUT WE HOLD OURSELVES ACCOUNTABLE. MC WILL BE CLUSTERED INTO SQUADS.

Leadership & Operational excellence to deliver leaders with leadership qualities REGIO NAL OPERA TION # Leadership & Operational capacity of LCP # Of entity full member Customer Flow Implementation # of Leadership quality of EP # of XP delivered # NPS Empower & advocate Indonesian youth to care and Speak Up for SDGs in Indonesia Virtual Reach Physical Reach Government Recognition Shaping what we do around what the world needs Financial sustainability INNOVATI ON SDGs understanding in the network % of Project alignment to SDGs Growth from purposeful innitiative (innovation) Local Volunteer Cash and Reserve

THE SQUADS Finance • Maep PR • Nadira Brand Digital Experience • Ghifari Regional Operation • • Fajri (Sumatera) Cleo (West) Nadia (Central) East (Ariz) Dinan (Value Delivery) Pris (Value Delivery) Renita (Value Delivery) Innovation • • • Karina Gratia Irham Agita Alina Karolina

WHAT ABOUT COMISSION? HOW DO WE GET CAPACITY BUILDING? Chill dont worry, we have that covered for you. Commissions will no longer give directions, but you will still get capacity building! Marketing : karina Program sales : kaja People operations : fajri President capacity building : sonyah LEAD (leadership for EB) : nadia, cleo Branding and digital : agie Value delivery : pris, dinan, renita IR : gratia

AGILE PRINCIPLE > SPECIFIC PRACTICE LOOSELY COUPLED, TIGHTLY ALIGNED SQUAD We are focus on our ultimate mission and We are divided into small group with “who can do what” rather than have fix specific mission, but our work is aligned each others job for the whole year to achieve the ultimate goal servant leader > process master cross polination > standardization Our leader find out what should be done and facilitate space for generating idea We use what others created to minimize rather over work on tools creation and plan. We don’t than always give fix direction of what to do use fix standard that is not fit anymore into flexibility and make us achieve goal be autonomous, but don’t subfaster optimize INTERNAL OPEN SOURCE MODEL We minimize big group, give autonomous to small group to finish the mission (give We communicate what we have done, the resources are open for other squad to use it, freedom to decide what to build, how to build, with who to build it) but needs to but once we need something from other

People > * TRUST > CONTROL Our college are consists of awesome people that aware to help each other. We have strong We are trusted people and self responsible. We don't need micro control because we are always mutual respect, we minimize our ego and we are driven by the same believe to succeed. totality in every responsible that we do to make cool things happened. focus on motivation DECOUPLED RELEASED We are motivated by our work, the mission is inspired us, and the space provided to figure We avoid long duration and over complicated to make cool things happened. Being out how to get there, make us excited to plan and execute cool things that matters awesome is a habit, we release awesome things regulary and we create space for each Community > Structure squad to be awesome We don’t wait for direction and decision, we don’t want to be burden by biraucracy. We failed friendly environment (failure recovery>failure avoidance) (just) needs to know where will we go and we figure out how to get there with people who We don’t aim to not make mistakes, we aim to make mistakes faster than anyone else, and has the same interest and passion we improve earlier than anyone else. Failure is our friend and improvement is our

SELF SERVICE MODEL (ENABLE > SERVICE) We keep tracking how close we are to the impact we want to create in our mission rather than Our Operations support is not for servicing us, they are providing tools that we can use by accomplish the task and never changes when its needed ourselves INNOVATION > PREDICTABILITY CONTINOUS IMPROVEMENT “Driven from bellow, support from above We don’t spend time to over predict our idea, we innovate to know which idea fits the We choose to think “What did we learn, what will we change” rather than “who’s fault is challenges this”. We don’t wait for direction to move. We acknowledge the need and we move. LEAN START-UP We measures our awesomeness, we solve our problems based on data, ideas, execute and evaluate. We keep experimenting our ideas to solve our problems impact > VELOCITY DATA DRIVEN DECISION We don’t ASSUME, We search for FACT waste revalent We evaluate our innovation, we analyze and keep the good work, we eliminate the unnecessary

I KNOW ITS TOO MUCH RIGHT? JUST WATCH THE SPOTIFY ENGINEERING VIDEO TO SEE THE PRINCIPLES.

HOW WILL THE FLOW BE LIKE? MC Regiona l Board LC

REMMEMBER THIS?

AIESEC ENABLES YOUNG PEOPLE TO CONNECT TO THE WORLD, HAVE THE CONFIDENCE TO LEARN AND FREEDOM TO FAIL. THIS IS WHY WE DO WHAT WE DO IN AIESEC.

CONNECT TO WORLD, HAVE THE CONFIDENCE TO LEARN AND FREEDOM TO FAIL. LETS GIVE THIS EXPERIENCE TO OUR MEMBERS.

MAKE IT RELEVANT, FOCUS ON THE END GOAL. SEE YOU IN MBC!