Welcome to AIESEC 2025 hub!
Have you ever asked yourself how AIESEC was created more than 70 years ago, but with each year it’s growing and making more influence? The answer is mid-term direction! Every five years AIESECers all over the world gather to outline the future of the organization and the steps to achieve that. The way we do that and how you can contribute to this can be found in this hub.
The dream of building a leadership platform that can empower youth to become leaders, collaborate with organizations through long-term relationships to generate a positive impact on young people and society, and build a strong foundation for an AIESEC that can be truly timeless, this is what AIESEC 2025 means for us.
The opportunity to re-building and redefine what leadership development means while we strengthen our exchange program offering, revamp our membership experience, innovate how to engage more youth in different parts of society, and find new ways of developing leadership, under any context.
These are the dreams of our generation, and the kind of AIESEC we want to build for the next 75 years.
Are you ready to contribute to AIESEC 2025?
Elements in mid-term directions are like a skeleton for the body - they are the base from which we can move further. 5 Elements include Direction, Culture, Goals, Strategy, and Portfolio.
A2025 Statements
An aspirational description of what we plan to achieve in the mid-term future.
A2025 Culture
Expression of our goals through values and beliefs which aim to guide activity through shared assumptions and group norms.
Statement Goals
Strategically set objectives that outline expected results for each area of the midterm direction.
A2025 Roadmap
A plan of action designed to achieve the midterm direction. A roadmap of main strategic initiatives for the next 5 years.
AIESEC Portfolio
The collection of all the products and services offered by the organization.
These three statements are the aspirational description of what we as an organization want to achieve in the Next 5 years. The statements were co-created during the Dreaming process at IC 2019 in India by delegates and inputs of thousands of online participants
AIESEC 2025 leads our organization in the direction of sustainability, leadership focus, and emphasis on the value of partnerships.
For us to achieve it, we cannot overlook one of the most important components which define the success of organizations - culture. By 2025, we want to take full ownership of the present, actively shape the future, be the ones leading the change and be proud of being the generation 2025.
The A2025 metrics are a set of metrics that help the organization quantify the achievement of the vision statements. There is one MoS (measure of success) which is the ultimate measure of success of AIESEC for the next 5 years and there are metrics that correspond to each statement. Entities contribute to each statement by planning strategies to achieve each one of the metrics. Each year the organization will have a global goal for each metric that is decided by the MCPs.
Define and Measure Leadership
AIESEC Portfolio Revamp
Leadership and Brand Positioning
Organizational HR Evolution
Finance System Evolution
Market Development
Partnership Management System
Organizational HR Evolution
2021
consolidation of the legacy project and membership product
2022
Increasing the adoption of MX standards within the network
2023
The year that we are aligning the MXP with the refreshed LDM (including LDA)
2024
The year that we launch the MXP with the LDM fully embed into the program.
2025
Membership program is clearly positioned in the AIESEC experience; AIESEC achieves 40 000 memberships in the organization.
Finance System Evolution
2021
Focus on getting a current state on the accuracy of the data + implementing structures to do so
2022
1-Optimizing Cost Management & Timely Decisions on Revenue Generation: Implementing the refreshed Finance Standards and with it its metric "sustainability metrics".
2-Data accuracy, reliability & decision making: Ensuring entities are taking data based decision by democratizing data and increasing data accuracy.
2023
Optimizing Cost Management & Timely Decisions on Revenue Generation Network Implementation of Finance & Legal Standards with a focus on Analysing Standard checklists such as but not limited to profitability and return on investment. Data Accuracy, Reliability & Decision Making Network implementation of LC data collection and LC data democratisation. Network implementation of auditing framework with scope for LC level implementation.
2024
Optimising Cost Management & Timely Decisions on Revenue Generation Network implementation of national and local BI tools for improved analysis.
Data Accuracy, Reliability & Decision Making
Research on predictive analytics such as but not limited to machine learning and big data analytics tools.GFB system development for automated internal auditing of network.
2025
Optimising Cost Management & Timely Decisions on Revenue Generation
Evaluate and review the sustainability of the network and products through metrics such as but not limited to sustainability metric, profitability and standards implementation.Data Accuracy, Reliability & Decision Making Use predictive analytics to forecast, predict and generate recommendations for the network including the AIESEC Portfolio.
Define and Measure Leadership
2021
LDM review
2022
LDM Embedded into Programs reviewing standards and customer flow
Testing LEAD and supporting network implementation
Defining a KPI to measure the leadership outcome (LDA)
2023
Measuring System Design & Secondary Impact Research
Design measuring system (LDA)
Define competencies (secondary impact) per ELD program
2024
Keep the same and change based on the previous year's achievement
Measuring system Finalisation & Launch
LEAD network implementation
2025
Finalised and launch report
LEAD implementation network support
LEAD content refreshment
AIESEC Portfolio Revamp
2021
Research completion (how leadership will be developed outside of exchange and membership) , PvA Pilot plan (VPP)
2022
Research the possibility of AIESEC experience review and define the way forward: Analyze and Differentiate the AIESEC programs based on the type of experience provided/ Objective
Establish AIESEC programs long term strategies
Introduction of the new programs inside the portfolio
2023
AIESEC Portfolio launch
Innovation validation of the new programs and implementation from the network
2024
AIESEC programs performance in the network based on the program focus direction for the year
2025
AIESEC programs performance in the network based on the program focus direction for the year
Report the impact of the different experiences and volume of the experiences based on the refreshed outcome ( LDM)
Leadership Brand Positioning
2021
Research completion (how leadership will be developed outside of exchange and membership) , PvA Pilot plan (VPP)
2022
Research the possibility of AIESEC experience review and define the way forward: Analyze and Differentiate the AIESEC programs based on the type of experience provided/ Objective
Establish AIESEC programs long term strategies
Introduction of the new programs inside the portfolio
2023
AIESEC Portfolio launch
Innovation validation of the new programs and implementation from the network
2024
AIESEC programs performance in the network based on the program focus direction for the year
2025
AIESEC programs performance in the network based on the program focus direction for the year
Report the impact of the different experiences and volume of the experiences based on the refreshed outcome ( LDM)
Global Partnership Management System
2021
Understand the current state of the partnership and the status when it comes to NPS score/NPS response type of partners
2022
Review and change questions if needed to get qualitative and quantitative data
Increasing the number of responses on the partners NPS survey (target)
First analysis and insights from the partners NPS
2023
Partners NPS goal achieved
Partners NPS number of responses achieved
2024
Partners NPS goal achieved
Partners NPS number of responses achieved
2025
Partners NPS goal achieved
Partners NPS number of responses achieved
Market Development for Revenue
2021
Research of new markets to enter for testing
2022
Increasing the number of profitable initiatives in the network.
2023
Increasing the number of profitable initiatives in both entity and global level.
**Based on the data of the previous year would know the percentage that we can increase this by**
2024
Increasing the revenue that we are getting form different initiatives in all layers
**Based on the data of the previous year would know the percentage that we can increase this by**
2025
Revenue from new initiatives hitting a certain benchmark
**Based on the data of the previous year would know the percentage that we can increase this by**
