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;
• Aims to create a unique competitive position
in the long-run
STRATEGY CHOICES
Product Leadership
Market Position
Product
Values
Business Logic
Cost
Customer
• Revolutionary and unique
products/service
– Superior quality
– Superior functionalty
• Develop products and then create
customer demand, educate the
market
• Individualism
• Enterprize
• Risk-taking
• Fantasy – unconventional thinking
• Knowledge
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
“How the business perspectives are arranged in a Scorecard is
adjusted to the business logic of the organization”
Finance
Customer
Process
Innovation
Employee
Finance
Traditionally, profit
organizations
perspectives are
arranged as
Customer
Process
Employee
Finance
Customer
Process
Innovation
Employee
Finance
Society
Customer
Process
Innovation
Employee
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
Attractive offers
toward customer
Common
guidelines for
internal service
The right product
and customer mix
Proactive
customer
care
Acceptance
and support
from owners
Proactive offer
development
Customers
Owner
Correct quality and
content in the
delivery
Effective
Tracking
Customer
centric
availability
Clear interface
toward
customer
Process
Clear roles,
responsibilities
and authority
Competitive
suppliers
Correct knowledge
and competency level
Motivated
employees
Flexible
relations with
suppliers
Development
oriented
employees
Employees
Suppliers
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.
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
Finance
CSF*
Customer
CSF
Internal processes
Human Capital
Action Scorecard
CSF
CSF
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
Gap between actual and goal
that calls for action
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
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
 In our processes we
show how we create
customer value
Our processes
 In our employees we
ensure that the desired
behaviors is shown
Our employees
Correct quality in relations to need
Long-term relations
Attractive and standardized
product portfolio
Correct resource and competence
structure
Effective
processes
Motivated and
goal oriented
employees
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.
Balanced
Scorecard
Planning and setting goals:
• Setting goals;
• Aligning strategies initiatives;
• Allocating resources;
• Setting reference points.
Communicating and setting
links:
• Communication and setting links;
• Setting goals;
• Linking reward to performance assessment.
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 AIESEC
in 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
Analysis of
information
and 1st Draft
of the
National Map
(Symnetics)
Feedbacks and
Consolidation
• 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
• 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
• Presentation and understanding with the MC Team
• Feedbacks and Final Adjustments
Business
Logic of
AIESEC in Brazil
THE WAY WE DO
IT
Our new understanding…
• Our IT platforms and members build the capacity needed
to execute our internal processes
CUSTOMERS
INTERNAL
PROCESSES
LEARNING &
CAPACITY
• 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
THE WAY WE
DO IT
A HIGH VOLUME OF AIESEC EXPERIENCES
INCREASE EXCHANGE
EXPERIENCES
INCREASE LEADERSHIP
EXPERIENCES
INCREASE QUALITY OF
EXPERIENCES
CUSTOMERS
PRODUCT LEADERSHIP
BE RECONIZED AS
ORGANIZATION THAT
DEVELOPS
COMPETENCIES AND
LEADERSHIP
•CONEXION OF INTERESTS BETWEEN THE COMPANIES AND YOUTH
•YOUTH WITH LEADERSHIP AND INTERNATIONAL EXPERIIENCE
•ENTREPRENEURSHIP
•CHANGE AGENTS FOCUSED ON WORLD ISSUES
•NETWORK AND CAPILLARY
CORE PROCESSES
SKATEHOLDERS MANAGEMENT
LEARNING &
CAPACITY
INTERNAL PROCESSES
INCREASE THE
DEVELOPMENT
IN
EXPERIENCES
REINFORCE TO
DIFFERENT PUBLICS
THE COMMUNICATION
OF AIESEC´s
POSITIONING
IMPROVE THE
OUTGOING
EXCHANGE
PROCESS
ACCELERATE AND
DIVERSIFY
EXPERIENCE
OPPORTUNITIES
IMPROVE THE
INCOMING
EXCHANGE
PROCESS
MC ADMINISTRATION
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
INTERNAL COMMUNICATION
GROW THROUGH
INTERNAL
COMMUNICATION
GAIN SATISFACTION
AND FIDELITY WITH
OUR PUBLICS
ENABLE THE
RIGHT USE OF OUR
VIRTUAL
PLATAFORM
CULTURE OF EXCELLENCE
EVOLVE INTO A
CULTURE OF
HIGHER DELIVERY
DEVELOP CRITICAL
COMPETENCIES TO
ACCELATE
OPERATIONS
MANAGE TALENTS
FOR
EFFECTIVENESS IN
OPERATIONS
INTERNAL PROCESSES
LEARNING &
CAPACITY
INCREASE EXCHANGE
EXPERIENCES
INCREASE LEADERSHIP
EXPERIENCES
BE RECONIZED AS
ORGANIZATION THAT
DEVELOPS
COMPETENCIES AND
LEADERSHIP
CUSTOMERS
THE WAY WE
DO IT
A HIGH VOLUME OF AIESEC EXPERIENCES
REINFORCE TO
DIFFERENT PUBLICS
THE COMMUNICATION
OF AIESEC´s
POSITIONING
INCREASE THE
DEVELOPMENT
IN
EXPERIENCES
INTENSIFY RELATIONS
WITH UNIVERSITIES,
ALUMNI AND
PARTNERS TO
GENERATE BUSINESSES
AND RESULTS
GROW THROUGH
INTERNAL
COMMUNICATION
INCREASE QUALITY OF
EXPERIENCES
GAIN SATISFACTION
AND FIDELITY WITH
OUR PUBLICS
IMPROVE THE
OUTGOING
EXCHANGE
PROCESS
GUARANTEE IMPACT IN
OUR RESULTS BY
INVESTING
ENABLE THE
RIGHT USE OF OUR
VIRTUAL
PLATAFORM
EVOLVE INTO A
CULTURE OF
HIGHER DELIVERY
IMPROVE THE
INCOMING
EXCHANGE
PROCESS
ACCELERATE AND
DIVERSIFY
EXPERIENCE
OPPORTUNITIES
GUARANTEE GOVERNANCE AND
SUSTAINABILITY ON MANAGEMENT
IN AIESEC, INCLUDING
KNOWLEDGE MANAGEMENT
DEVELOP CRITICAL
COMPETENCIES TO
ACCELATE
OPERATIONS
MANAGE TALENTS
FOR
EFFECTIVENESS IN
OPERATIONS
Understanding
the CSFs
Learning & Capacity
PERSPECTIVE
Our Internal Communication should influence growth in
Organizational Goals
GROW THROUGH
INTERNAL
COMMUNICATION
INDICATORS
% of current membership who applied to LR
No. Of matched forms that had clear influence
from customized channels
% of current membership who raised his/her form
Alignment of strategies and information
through MyAIESEC.net
ENABLE THE
RIGH USE OF OUR
VIRTUAL
PLATAFORM
INDICATORS
% of members subscribed in
official local and national channels
% of membership in the right
profile stage
Our performance is reflection of our
culture
INDICATORS
Average % of organizational goals
achieved (X, L, M and X after L)
EVOLVE INTO A
CULTURE OF
HIGHER DELIVERY
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
DEVELOP CRITICAL
COMPETENCIES TO
ACCELERATE
OPERATIONS
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
MANAGE TALENTS
FOR
EFFECTIVENESS IN
OPERATIONS
Internal Processes
PERSPECTIVE
INTENSIFY RELATIONS
WITH UNIVERSITIES,
ALUMNI AND
PARTNERS TO
GENERATE BUSINESSES
AND RESULTS
We keep engaged with stakeholders to
capitalize on opportunities
INDICATORS
No. of new businesses from local
partners/members/alumni/universities contacts
generating exchanges
By offering the needed opportunity we
consolidate the image of AIESEC
REINFORCE TO
DIFFERENT PUBLICS
THE COMMUNICATION
OF AIESEC’s
POSTIONING
INDICATORS
No. Of customized actions delivered to all
publics
We must find the right chances to
capitalize in a medium-term payback
GUARANTEE IMPACT IN
OUR RESUTS BY
INVESTING
INDICATORS
Amount invested in Org. Goals
% of revenues goal achieved
We are aware of concrete development in
all the experiences
INCREASE THE
DEVELOPMENT
IN
EXPERIENCES
INDICATORS
% Team minimuns delivered
locally
We are references in OGX management to
impact in experiences
INDICATORS
 No. of Eps Matched
 Delivery time of EPs
 No. Of EP Raised
 # of Lc-LC cooperations to your EPs
 Realization Rate of EPs
IMPROVE HE
OUTGOING
EXCHANGE
PROCESS
We are references in ICX management to
impact in experiences
INDICATORS
No. of TNs matched
No. of TNs Raised
Delivery time of TNs
No. of LC-LC cooperation to your TNs
Realization Rate of TNs
IMPROVE HE
INCOMING
EXCHANGE
PROCESS
Our diversity in membership enables us to
explore more complete experiences
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)
% of Eps returnees who working in the LC
ACCELERATE AND
DIVERSIFY
EXPERIENCE
OPPORTUNITIES
We leave better legacies and stability
year by year
INDICATORS
% growth in forms available
Achieve the RD
GUARANTEE GOVERNANCE
AND
SUSTAINABILITY ON
MANAGEMENT IN
AIESEC, INCLUDING
KNOWLEDGE MANAGEMENT
Customers
PERSPECTIVE
By delivering AIESEC’s core product we are
seen as we aim to
BE RECONIZED AS
ORGANIZATION THAT
DEVELOPS
COMPETENCIES AND
LEADERSHIP
INDICATORS
 % 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
Our public identifies our value and build gain
to both parts continuously
INDICATORS
 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
GAIN SATISFACTION
AND FIDELITY WITH
OUR PUBLICS
The way we do it
PERSPECTIVE
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
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 from international
cooperations?
 No. of TN Realized
 # of EP RE from international
cooperations?
We deliver high quality experiences to our
members.
INDICATORS
Quality index performance
No. of members that are completing both
X & LR experiences in the period
INCREASE QUALITY OF
EXPERIENCES
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
Important steps to work with BSC
locally
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:
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!!!