MC Team is the team that is responsible for ensuring leadership development within the entity! So we would like to understand you more as a leader.

1. Who are you? What do you aspire to become through AIESEC? Why are you standing for MC 25.26 of AIESEC in Italy? What can AIESEC in Italy become through you?
2. What are your key strengths and weaknesses? What are your top 3 personal values [Explain how do they shape who you are] and unique contributions? How will they influence your term, AIESEC in Italy Network, and the MC Team?
3. Please mention your previous AIESEC Experiences and Mention 3 achievements, and 3 failures from your AIESEC journey.
4. What is your leadership style? How will this affect AIESEC in Italy next year?
5. As a Leader, How do you cultivate a growth mindset within your team? How do you demonstrate adaptability and resilience?

Understanding AIESEC and more specifically AIESEC in Italy are needed. We would like to see you as an AIESECer!

1. Evaluate AIESEC in Italy national strategies and their implementation in the network through the last 5 generations (20.21, 21.22, 22.23, 23.24, 24.25). What are your conclusions out of each year?
2. What have we learnt as an organisation from AIESEC's A2020 and 2025 midterm directions? What do you think should be more relevant as an organization as direction for A2030?
3. Study the growth or the decline of exchanges of AIESEC in Italy since the 15.16 term till now? provide the reasons, external or internal for growth or decline (in one sentence for each year).
4. How do you envision AIESEC in Italy will be remembered for the 25-26 term? Describe the main achievements and milestones for the team.
5. Create a roadmap for AIESEC in Italy for the term 25.26 of how to make AIESEC in Italy grow more in Exchange, Cash, Pipeline and be more relevant for our EPs, Partners, Members. Including (Strategies, Projects, MoS, KPIs)
6. If you could change one thing in AIESEC in Italy, what would it be? Explain your reasons.

If you are interested in contributing to the long term strategy for AIESEC in Italy, ensuring that all of our LCs/Expansions are growing sustainably, and driving the national network for the 25.26 Direction, So this Block is for YOU!

1. Considering the current OD Model of AIESEC in Italy, answer the following questions: [Answer this only if you’re applying for OD head].

• How do you evaluate the current model?
• Define the possible improvements & evolutions you would bring to it.
• Choose the OD Model of another entity, compare this model with ours and point 2 strategies you think that could be adapted to our reality, explaining why you choose them and how you could implement it as MCVP OD.

2. Choose 3 LCs with different Clusters, Make an analysis for these LCs in 2 previous LC Terms in terms of operations,organizational health, organizational culture and any other data you find relevant. Create a 1 year development plan with an end goal & milestones for these LCs.
3. Create a detailed timeline to make AIESEC in Italy one of the top growing entities of the term 25.26. Including (but not limited to): National and Local conferences Cycle, LCs and Functional Visits, LC EBs Election Process and Transition with defining also the target audience and objectives.
4.Evaluate the current network management & services (Coaching System, ESTs, Network Heads, iCOMM, RnR, Summits), how would you evolve them for the next term. mention at least 2 scenarios of the coaching system for the term 25.26?
5. For the following OD Projects: LCPs education,National Educational Cycle, Conference Cycle, evaluate them then create a 6 months development plan explaining what aspects you would remove, evolve, start, with an implementation timeline of these projects. [Answer this only if you’re applying for ODM]

If you are interested in helping LCs/Expansions with getting their ideal HR, ensuring proper education for the membership of the organization, and developing the proper membership experience for our members, So this Block is for YOU!

1. Assess the membership journey (Lead to Complete) for all AIESEC member durations (Long, Medium). Identify the main gaps and changes needed for the next term. Set an action plan for implementation and describe the synergy's role in achieving it.
2. Create a profiling system for AIESEC in Italy membership that reflects the ideal membership profile for the term 25.26.
3. Develop a detailed internal communication plan for AIESEC in Italy to implement your vision for membership experience, increase performance, and outline campaign messages, timelines, and channels.
4. Assess the MXP Timeline (including admission, team cycles, etc.) for the years 23.24 and 24.25. Identify what is working and what is not. Propose strategies for improvement in the next term and detail how to ensure the ideal HR.
5. Analyze the current retention rate and pipeline for the year 24.25. Highlight key takeaways and propose strategies to enhance retention for the next term.

If you are interested in helping AIESEC in Italy with financial management and growth, guaranteeing the legalization state of our organization, So this Block is for YOU!

1. Analyze the financial state of AIESEC in Italy for the last five years (20.21, 21.22, 22.23, 23.24,24.25) focusing on the MC side. Define the ideal financial state for the term ending in 25.26 and explain how to achieve it.
2. Analyze the financial state of LCs for the term 24.25. Summarize key conclusions and outline strategies to support the finance network, ensure the sustainability of Local Entities, and promote growth in equity across all entities.
3. Define the key indicators to measure the health of AIESEC in Italy across all LCs. Outline how data will be collected and the analysis methods to be applied.
4. What are the biggest challenges in finance and legal department in 24|25? How would you overcome them in the year 25|26?
5. Create a utilization plan for the EFB and delineate the responsibilities of MC and EFB in financial management.

If you are interested in exchange product management, managing and supporting AIESEC in Italy to operational growth, enhancing constantly the internal operational processes to drive operational growth and goal achievement, So this Block is for YOU!

AIESEC in Italy runs these exchange programs (iGV, oGV, oGTa, oGTe)

1. Choose an ELD Product (In case you apply for oGT, Consider them as two separate products [GTa & GTe]): if you are applying for the Head of exchange role you will need to answer for all 4 ELD Products

• Do a funnel analysis for the product. What are the main gaps in the funnel? What do we need to change to fix these gaps? Set an action plan for the implementation of these changes and describe the required synergies for ensuring this happens. (For iGV, analyze Youth & Partners)
• Do a supply and demand analysis for the product. What are our main IR partners, and their performance with us on each phase in the customer flow? Define the top 5 IRs and the strategies to grow with them. Define the main focus projects *in case you apply for iGV*, and how you will maximize the utilization of the market.
• Analyze the growth of the product and our market share over the past 3 years, and analyze what makes top entities in this year have this market share. Provide at least 3 ideas to take the biggest market share in the next year.
• Assess the current state of %FIN-CO. How are you going to ensure the best experience for all your stakeholders (youth and partners), and how to ensure a minimum of 95% standard delivery in your program?

2. Do your network management planning for 25.26 Take into consideration routine, capacity building, communication, and touch-points to ensure each LC grows in exchange performance.

If you are interested in ensuring proper brand perception of AIESEC to the external market, creating marketing strategies to bring more awareness of AIESEC, improving the offline and online channels for better attraction phase, So this Block is for YOU!

1. Considering the current state of Brand Experience of AIESEC in Italy, answer the following questions:

• How do you evaluate our DXP? What are the main gaps? What are the actions you would take to develop the state?
• Make a SWOT analysis of each social media channel of AIESEC in Italy. and create 3 strategies for each of them to increase engagement rates with implementation timeline.
• Create a lead nurturing strategy: What are the possible channels that can increase our engagement with the new generation? [Answer only if you’re applying for MKT & DXP role]

2. Outline the main marketing trends, both internal and external, relevant to the 25.26 strategy, and describe how to capitalize on them.
3. Assess the marketing activities run by AIESEC in Italy LCs.[for 3 oGX products and membership]. Highlight key takeaways and propose strategies to enhance these activities or introduce new ideas for offline exposure in the next term.
4. Create a project for improving UR and ensure presence on campus events at the local level. [Answer only if you’re applying for B2C]
5. Evaluate the last 3 years of SU, SU2APL, SU2APD data. Mention reasons and gaps And provide 3 main projects/strategies to enhance the conversions. in case you apply for B2C (Please explain briefly how you’ll make sure your commission also implement these strategies and increase their operational volume)
6. Develop a roadmap for the Digital Experience of AIESEC in Italy for the next two years to improve digital exposure. (Answer this question if applying for the MKT & DXP role)

If you are interested in maintaing ongoing partnerships, identifying business opportunities to increase our external relations, developing our portfolio to be more relevant to the external market, So this Block is for YOU!

1. Analyze the current sales portfolio and propose additional products to engage partners more strategically and impactfully. State at least 3 new products and breakdown the revenues goal per each product in the portfolio.
2. Create 3 strategies with clear MOS, KPIs and timeline for each product or service that you plan to sell,
3. Assess the sales funnel and revenues since term 19.20. Provide three main conclusions from the analysis and outline actions for the 25.26 term.
4. Design an EwA Portfolio to support AIESEC in Italy’s exchange performance, brand positioning and financial sustainability. Include initiatives covering value proposition, target audience, and a cascading plan for the plenary.
5. Analyse the current PR state of AIESEC in Italy:

• Identify at least two GCPs from the global network. Explain how these practices can be leveraged to enhance AIESEC in Italy's success in the same areas.
• Develop a strategy for building and sustaining relationships with media partners, NGOs, and government entities to boost the market's visibility. Include a breakdown of the potential benefits of these partnerships and our unique value proposition to them.
• Analyze youth trends in Italy. Evaluate the current trends shaping Italian youth and propose an action plan that aligns with these trends to strengthen AIESEC's impact and presence.