1. Entity/Product Initiative
AIESEC for Afghanistan

2. 2015 Solutions: Challenges faced to make growth happen:
MC was doing almost all of operational tasks and activities.
Making a financial sustainability .
Complexity and not functional transition system for MC and LC to next terms.
Solutions:
Re-armed the LC Kabul and Opened a new IG in Kardan University.
Generated good partnerships, focused in our strengths which is oGV
Updated the compendium so we can make more transparency and effective elections & transitions to next terms
Key Growth Driver:
Delivering operations to LCs
Made stable financial status
Organized remarkable events for generating more stakeholders
Next Growth Driver Identified:
Having specific departments for our activities in LCs and also MC.
OGX can be a good source of income so should be focused well.
Members should be given more tasks and opportunities in order to keep them active in LCs.

3. 2016 Solutions: Challenges faced to make growth happen:
Lack of AIESEC knowledge among LCs’ members.
Poor international relations in LCs in term of exchanges
Few members were fully engaged to AIESEC works and activities.
Solutions:
Generated educational trainings for each department members of LCs
Shortlisted specific entities that we can do exchanges with, then made databases of those entities that includes their products, contacts, projects & cost and procedure for getting to those countries.
Opened OD Department that could mobilize members through constant follow ups and making more tasks and opportunities for each.
Key Growth Driver:
Updated very clear legality and financial status for our Entitiy
Parallel updates and changes in our entity based on AI.
Growth in Quality and fast approves in oGV.
Made LCs stable in all activities
Next Growth Driver Identified:
Expansion must happen, to engage more people in other cities of Afghanistan.
We can make huge network & partnership with NGOs in Afghanistan.
We must focus in our relations with embassies through which we send our EPs

4. 2016 Focus and Direction Key Strategies for growth
Focusing on member development. Investing on member trainings and their knowledge both AIESEC & Non-AIESEC.
Clarified, updated and changed the documents, rules, procedures and structures based on AI updates.
Easy procedures and requirements for our customers. In order to engage more people in our products and activities.
Investing talented members (for oGV departments in LC)
Expanding the MC with talented VPs
General focus on our strengths rather than weaknesses. Such as, oGV, Partnerships, Stability of LCs

5. 2016 Focus and Direction Challenges and how we overcome them
The biggest challenges that we faced were:
there was not stability in LCs to do all the operations and MC used to take part.
We were not fully updated based on AIESEC International, and there were not clear procedure and job descriptions for departments and opportunities.
There were a great deal of responsibilities for very view MC members so that they were not able to be accountable for their all responsibilities.
S1. For that we first focused to recruit members based on areas that we needed, secondly we provided them Growth Tips/ educational trainings and finally opened more positions and opportunities for them.
S2. MC changed and updated the legality, finance, compendium and all other databases and materials that we use in departments.
S3. the MCP expanded the MC structure, now there are one responsible for each functional department and it was really effective.

6. 2016 Focus and Direction Achievements
More than 80 Active members with 2 Stable LCs working in 8 different departments.
OGV Growth 55 Raised, 37 Approved, 3 Realized, 11 Completed
Best legality status, and partnerships
Improvement in AIESEC knowledge of each member
How others can do it
“ First and very vital thing in our improvements is that we started changes from the inside of our organization, updated materials, databases, procedures and then trained all LC members with the latest updates of AIESE International. With the motivated and educated members we could made LCs stable in all their activities and the LCs were doing operations and MC found more free space and time to work on strategies, partnerships and legality of AIESEC for Afghanistan. Based, on this logic we can recommend other LCs to make more focus on members because it’s members and LCs who are directly making changes in our organization.”