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

 
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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

 

Explore more about our

A2025 strategies


 
 
 

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**

 
 
 
 

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