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1. Introduction

1.1. Things you need to know about ICB 14.15 Internal Control Board (ICB) is a global controlling body working arbitration cases

of exchange standards, ER and Partnership Principles of AIESEC entities, physical

AIESEC members and AIESEC International.

1.2. What is role of ICB in AIESEC Network? 1.) The ICB is the final decision making body regarding Exchange

Standards

2.) The ICB has final decision making power on ER, partnership cases except when

the decision could have direct financial or country membership related

consequences.

3.) The ICB provides consultancy on its applicable documents’ interpretation

and its implementation as well audit services

1.3. Entity Control Board Entity Control Board Team (now refered to as ECB Global Team) is a division in

Internal Control Board (ICB) body responsible for providing ECB

implementation support, coaching, education & support with materials &

resources to entities who have or want to implement Entity Control Board. ECB Global

Team is also responsible for certifying entities for delivering Standard

experiences to Satisfy customers and stakeholders.

OUR TERM GOALS:

1.) Provide coaching and implementation support and encourage entities to

implement ECB as a means of improving the Standards and Satisfaction of its

XPs.

2.) Create and manage Standards forum and Summit for all ECB responsible

to connect, discuss and contribute to the improvement of Standards and

Satisfaction of XP in the network.

3.) ECB Resource Hub: A platform that house all documents relating to

Standards and Satisfaction and ECB work so as to fasten ECB working processes

and make it easier and more effective.

4.) Entity Standards Certification

ECB Guide Book Content

General part Entity Control Board

Entity Global Survey Report

Customer Experience Management

Net Promoter Score

Introduction to Process part

Process part Reality Check

Structures

Job Descriptions

Focus Time

Transition Time

2. General Part

2.1. Entity Control Board Entity Control Board (ECB) is last decision making body on national level in regards

to Exchange policies and national standards regulation principles. A division, working

directly with its MC, ICB & FLB to ensure that the best Standards and Customer

Experience is delivered to every customer and stateholder in each entity.

OUR PURPOSE: implementation and education, providing support for national

team & local entities in managing standards of exchange programs, fire-fighting,

exchange process evolution, creating national ECB resource hub & working directly

with the ICB, final decision making body, to provide consultancies, education, audit

and case solutions based on XPP and its final interpretations.

2.1.1. Why should we implement ECB? Beside AIESEC International , Internal Control Board can shape our organizational

culture and internal processes which lead us to three key factors why you should

implement Entity Control Board in entity:

Need proactive approach

towards fire-fighting

Standard cases

Need education & trainings on SM & CEM

Want to be a part of GCPs in

AIESEC Network

You are ready for change!

1. Reason 2. Reason 3. Reason Welcome!

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2.2. Entity Control Board Global Survey Report The aim of ECB Global Survey was to identify existence of similar body (if yes, what are

their JD's & contacts), what's the best way that ICB can provide support & do entities

have intents to implement Entity Control Board on national level.

111 out of 120 entities participate in the survey, 28 of them had already implemented

ECB or similar bodies, 47 of them expressed their intention for implementing, 36 of

them do not intent to implement ECB in this term and 9 of them didn't respond to the

survey.

5 Common Job Description 5 Specific

5 Common How ICB can support you 5 Specific

Case Solving

Education

Standards Management

Firefighting

Auditing

Education

Coaching

Education & implementation

materials

GCP’s sharing from global network

Support from global team

Standard Certification

Criteria Certification

NPS Tracking

Coaching

Evaluation

Standards Certification

Criteria Certification

NPS Tracking

Coaching

Evaluation

Top priority Evaluation and improvement of ICB processes

Guidelines for ECB implementation strategies

Tools & education from auditing

Providing feedback & tracking tools for entities

Setting minimum Standards for our X programmes

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To inspire loyalty in our Customers, making them to promote our product.

2.3. What is Customer Experience Management? “Customer experience management (CEM or CXM) is a strategy that focuses the

operations and processes of a business around the needs of the individual customer.”

Therefore, CEM means to listen to the customers and take action about their needs.

However, why do we need CEM in our exchange operations? Here are three key

objectives on which we need to focus with a key message:

2.3.1. How can I develop my own CEM? Here are 5 simple steps to start thinking of developing your own CEM:

To understand certain parts of CEM process, here are set of questions that we need to

answer in order to prepare us for the next steps towards implementation

1.) Understand – What experiences do we want to deliver to customers? Which

exchange subproducts will we focus on during our term? Which customer group

do we need to focus on? What expectation do our customers have towards us?

Do we follow the minimum delivering Standards? Can we reraise our customer

for another internship? Can they help us in raising new customers?

2.) Discover – What experiences are we delivering to our customers? What is their

satisfaction with our deliveries? Why is satisfaction with our programs so low?

Why do we have low response rate? Why is our NPS so low, under expected

number? Did we focused on right customer group? Do we have the right

channels for promotion?

Customer Satisfiction

Product Promotion

Customer Loyalty

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3.) Concepts – Where are the current GAPs (bottlenecks) between current and

planned delivery programs? How can we improve these GAPs? How can we

upscale response rate? Are we satisfy with our plans?

4.) Validate – On which fields do we have major improvements? Do we have more

promoters than detractors? Do we have more response rate than the previous

quarter? Do we have stories to share with other potential customers? What are

our strongest promotion channels? Do we focus properly on customer group?

5.) Implementation – What are our action plans towards exchange delivery? What

education do we need internally to achieve our strategic plans? Do we have HR

capacity to achieve our plans? Do we need to recruit more members in order to

achieve our plans?

After we made initial plan how we should implement CRM in our entity, here are some

tools which we can use to have better efficiency for each stage:

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After we used some of the listed tools, now we need to clarify certain parts which are:

Customer Centricity Customer Loyalty and Implementation plan in the following

sub-topics in order to have clear understanding of CEM as a methodology.

2.3.2. What is Customer Centricity? Customer Centricity (CC) is an action of putting your customer’s satisfaction in the

center of your operations. CC is not only a strategy but a behavior where you care more

about your client.

2.3.3. What is Customer Loyalty?

Behaviors Tool Change

Customer Centricity

Customer Experience Mangement

Customer Loyalty

Because our objective here is to make them SATISFIED, turning their loyalty into organization advantage.

That’s the “ WHY” of Customer Loyalty.

It amplifies our impact!

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2.3.4. Implementation phase of CEM into my entity? To help us apply Customer Experience Management (CEM) to our entities, we have

these two applications: Behaviours (Customer Centricity) & Tools (NPS).

2.3.5. Net Promoter Score (NPS) Net promoter score (NPS) is a management tool used to measure the loyalty of an

organization’s customers. NPS has a score. This score measures the loyalty of the cus-

tomers, based on their evaluation about the questions.

NPS is based on the fundamentals that organization’s customers can be divided into

three categories, and is calculated using two of them, as below:

NPS excludes the passives and then measure

your “success” according to this image.

1-6 Detractors: This is a very unsatisfied customer and he probably will detract the

organization.

7-8 Passives: They do not have complains but also did not fall in love, so they will

not promote or detract.

9-10 Promoters: those one had their “life changing experiences”. They are amazed

with the product and probably will promote it, because they wants more people to live

that experience.

An NPS above 50 is excellent. In addition, a NPS score of zero is very bad - because

it means you have more detractors than promoters.

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Continuing with topic 2.3.4. „Implementation phase of CEM into my entity“ Now, when we have necessary data & customer feedback, we take three main actions:

1. Solve customer’s concerns (Fire-Fighting)

2. Improve our processes

3. Develop our Products

Solve customer’s concerns (Fire-Fighting) – Customer Concerns

These are the five steps of Fire – Fighting basic flow:

1.) Once the EP fills the NPS or launch a complain, he/she can put his comment & also

check a box to request a follow up (that’s for giving a suggestion or solution to a prob-

lem)

2.) You can then open each as a case in order to analyze, understand and negotiate

3.) We then follow up on the customers (EP) for feedbacks and insight in order to main-

tain high Customer Loyalty (CL)

4.) Once we contact the customer & initiate an analysis, we put the case “In Progress”

5.) When the analysis are completed, we put the case to “Closed”

Fire-Fighting is basically solving the cases. A good one is when you solve 100% of

the cases, ideally.

Follow - upon Requests

Open Case In Progress Close Case

UNSATISFACTORY ---> SATISFACTORY EXPERIENCE

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How can we measure CEM?

We have two ways to measure and track our CEM & they are:

Measure of Success (MoS) is the NPS because it measures the Customer Loyalty

(CL) & Key Performance Indicators (KPIs) which are:

1.) Response Rate (%RR) of the NPS (how many people answered the survey)

2.) % of Fire Fighting (%FF)

a. (calculated by [In Progress + Closed Cases]/Total Cases)

3.) % of Promoters (%Prom)

2.3.6. What are the next steps regarding CEM implementation?

What are the three key things we need to focus on in order to implement CEM in our

entities:

1.) Start to practice your customer centric behavior

2.) Access your entity NPS (Check your %RR, %FF, %Prom and NPS surveys)

3.) If you have any Fire Fighting case, start to solve it!

NPS

%FF (Cases)

%Prom%RR

Current State Analysis

Set Goals Planning Tracking

2.3.7. 9 rules of effective CEM strategy 1.) Know your customers priorities and place them at the center of your CEM

2.) Declare early and clearly what you and your product/service stand for

3.) If you are changing direction, take your existing customers with you.

Guide them through your road map and lay out the new customer journey

4.) Think about the end-to-end customer journey from day 1– effective CEM is a

pathway to commitment – it starts with winning early mind share and ends

with excellence in life-long product/service experience

5.) Get your products/service into the hands of customers

6.) Welcome and facilitate competitive comparison

7.) Be decisive – if something is not working – change it quickly (FF)

8.) Use data-driven (NPS) decision making and be creative

9.) Keep listening – be prepared to build and involve a customer community at

all stages in the product life-cycle

2.4. Introduction to process part Before we move into 3rd part of ECB Implementation Guide, we'd like to explain to you

the purpose of the Process part.

In the process part we will have 5 major sections:

1.) Reality Check

2.) ECB Structure

3.) ECB Job Description

4.) Focus Time

5.) Transition time

1.) Reality Check – in this part we will discuss more about Standards & current issues

with questions, directions & possible conclusions to understand the discovery phase of

CEM. In the second part, we'll talk more about ECB & right attitude towards it.

2.) Entity Control Board Structure – in this part we will discuss more about the

structural minimums as well as possible structures which you can implement in your

entity.

3.) Entity Control Board Job Description – in this part we will discuss more

about minimum regarding job description as well as suggested JD's divided by the

tiers.

4.) Focus time – in this part we will discuss more about focuses on particular

objectives during your term and/or team planning.

5.) Transition time – in this part we will discuss more about 9 possible steps towards

developing and/or implementing ECB & important milestones as well as cohesion

between MC & ECB team.

Reality Check

ECB Structure

ECB JDFocus Time

Transition Time

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3. Process Part

3.1. Reality Check In this part, we will try to understand where are our current problems regarding

Standards & ECB implementation in our entities.

TIPS: Before we continue exploring these parts, please read this:

We'll suggest sets of questions which will represent current problems, then we will have

set of directions which will lead us towards possible conclusions.

* Notice: Proposed directions made by ECB Global Team is just an opinion & might

not necessarily be relevant or applied to your entity. These is just to serve as a guide.

We also encourage you to add your own questions, directions & conclusions which are

appropriate & best represent the current issues of your reality.

Legend:

Q = Questions

D {1,2,3,4} = Set of directions

C = Conclusions

3.1.1. Getting the picture of Standards in my entity Q1: What are the pros regarding SM in your entity?

D1: Does our entity follow the AIESEC Standards (XPP, Customer flow, etc)?

D2: What are the major compliments received from our exchange customers (via NPS

survey and/or Social Media)? Are those the compliments we expected from them?

D3: Which behaviours and mindset do we need to develop and/or have towards

Standards for our exchange programs (reception, integration/interaction &

reintegration)?

D4: What are some examples of Good Case Practice (GCP's) we have? What do we need

to develop and/or implement in order to maintain them?

C1: Make sure that our entity especially the local committees are aware of good

standards delivery and/or implementation means.

Q2: What are the cons regarding SM in our entity?

D1: What are our biggest problems regarding SM? What are the possible solutions? Do

we know how to develop and/or implement them? Which resources do we need?

Where we can get them?

D2: Why did our strategies go wrong? What was misplanned in the process? Did we

follow the Customer Experience Management flow? Do we need to ?

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D3: What are the main complaints that exchange programs receive from EPs (via NPS

survey and/or Social Media)

D4: what are the possible examples of Good Case Practice (GCP's) on improving SM

in our entity? What do we need to develop and/or implement in order to have them?

C2: Make sure that our entity is aware of what is limiting its development.

Q3: How we can measure the delivery of internship standards in our

entity?

D1: How are are setting expectation & preparing outgoing preparation seminar? Do

we deliver it in an appropriate way? What do we need to develop and/or improve?

D2: What are procedures during EP's exchange regarding Standards? Do we made it

in an appropriate way? What do we need to develop and/or improve?

D3: What are procedures after EP's exchange regarding Standards? Do we made it in

an appropriate way? What do we need to develop and/or improve?

D4: Do we have tools to classify exchange experiences as „successful”? Do we made it

in an appropriate way? What do we need to develop and/or improve?

C3: Make sure that our entity do an internal evaluation of all internal exchange

program procedures.

3.1.2. Understanding the plans to overcome problems & implementing an ECB Q1: How do we perceive role of ECB as a body in charge for SM in our

entity?

D1: Do we have the right behaviours, attitude & mindset towards exchange standard

processes? What do we need to develop and/or improve in order to develop exchange

standards?Do we know how to do it?

D2: Whare are out current process & state for product evolution regarding Standards?

What do we need to develop and/or improve? Do we know how? What do we need for

it?

D3: Are we using case-solving negotiations? What do we need to develop and/or

improve? Do we know how? What do we need for it?

C1: Understand and develop right attitude toward importance of ECB as national

body in our entity.

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Q2: What should be the focus of ECB in our entity?

D1: Do we do fire-fighting for exchange standard cases in our entity? Do we implement

it in appropriate way? What need to be develop and/or improve in order to start using

it? Do we know how? What do we need for it?

D2: Did we start network education/training/coaching (CEM, Customer Centricity &

Loyalty)? Do we know how? Do we need help?

D3: Do we know what is process evolution regarding Standards? Do we know how to

handle it? What need to be develop and/or improve in order to start using it? Do we

know how? What do we need for it?

C2: Getting clear understanding of your ECB focuses.

Q3: What should be our focus regarding ECB structure & JD in our entity?

D1: What is our current state regarding HR capacity? How much resources do we need

to spend on it? Do we know where to allocate them? Do we know how to engage them?

Do we have a plan? What kind of support do we need?

D2: What will be their job distribution? Do we follow JD minimums needed? Are they

aligned with our plans? What do we need to develop and/or improve to have better

experiences for our members? Do we need help?

D3: What members development do we want to offer? Do we follow structure

minimums? Do we have development plan? Do we need help?

D4: On which supply & demand (S&D) will we focus on ? Will it be no. of exchange

standard cases to be solved or no. exchanges? Do we want to have another S&D?

C3: Getting clear understanding of your ECB structure & JD plans

Q4: When do we want to implement ECB in our entity?

D1: When will we release chair application? Do we follow minimum JD? For how long

will the position be opened? How long will the position will last? Do we need help in

creating materials? Do we need GCP's from the network?

D2: When will we release membership application? Do we follow minimum JD &

structure? How long will the position last? Do we need help in creating materials? Do

we need GCP's from the network?

D3: What will be ECB's important milestones of the term? How will we create them?

What are the DDL's? Do we need help? Do we need GCP's from the network?

C4: Getting clear understanding of your ECB roadmap

At the end of this paragraps, you will have clearer idea & vision what your current state

regarding Standards & how ECB as national body can help your entity in improving &

developing.

For any question, please send them on: ecb_global_team@googlegroups.com

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3.2. Entity Control Board Structures In this paragraph, we'll talk more about ECB minimum structural requirements

& suggested structures which you can implement in your entity.

* Notice: The proposed structures made by ECB Global Team are variations of input

we get from the global network. These structures are suggestions and you are not

obliged to use them if they dont reflect your reality. Feel free to adjust and make

changes to it to suit your reality.

3.2.1. ECB structural minimums Based on the inputs we received from the global network through our surveys and

meetings, we came to a general conclusion on the minmums that each ECB globally

suppose to have. The point to note here is these divisions does not necessary require

an individual to run each of them. Based on your reality, you can select one person to

both be the ECB Chair and TM/TL of these 3 main division. The important part is

having these main divisions as minimum operation focus for your entity. The ECB can

be an independent body working hand in hand with the EBs (both Local and National)

or can be an added responsibility to the roles of the current operations teams of your

entity. What is important is having the clear structure for S&S implementation,

tracking and managing the CEM process effectively.

* Notice: If you have really low HR capacity, then it's needed that you have

responsibilities/standard managers for focused programs on national and/or local

levels which will deal with fire fighting, process evolution & education.

ECB Chair Standards

Responsible or

Fire Fighting Division

Process Evolution Division

Education Division

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3.2.2. ECB suggested structures 3.2.2.1. ECB suggested structure #1

3.2.2.2 ECB suggested structure #2 *Notice: This structure is suggested for those entities which has Entity Control Board

for at least one year.

ECB Chair

Fire Fighting Division

Process Evolution Division

Education Division

ECB Chair

Fire Fighting Division

Process Evolution Division

Education Division

Standards Division

CEM

Managers

Product Development

Managers

Product Innovation Managers

LC Edu.

Managers

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3.2.2.3 ECB suggested structure #3

3.2.2.4 ECB suggested structure #4

3.2.2.5 ECB suggested structure #5

Representative on regional/LC level

ECB Chair

Fire Fighting Division

Process Evolution Division

Education Division

ECB Chair Standards

Responsible or

iGCDP oGCDP iGIP oGIP

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or

Standards Manager or Experts on local levels

ECB Chair Standards

Responsible

3.3. Entity Control Board Job Description In this paragraph, we'll talk more about ECB minimum job description &

requirements divided by tiers.

* Notice: The proposed JDs made by ECB Global Team are variations of input we

get from the global network. These JDs are suggestions and you are not obliged to

use them if they dont reflect your reality. Feel free to adjust and make changes to it to

suit your reality.

3.3.1. Job Description for Tier 1 & 2

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3.3.2. Job Description for Tier 3 & 4

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3.4. Focus time In this paragraph, we'll talk more about ECB role towards fire-fighting, Customer

Experience Management (CEM), vision & possible milestones. There are possible

objectives on which you can put more focuses during your ECB timeline planning.

* Notice: The proposed focuses made by ECB Global Team are variations of input

we get from the global network. These focuses are suggestions and you are not

obliged to use them if they dont reflect your reality. Feel free to adjust and make

changes to it to suit your reality.

3.4.1.1. Fire-fighting

Network supportCustomer

satisfactionEducation ICB relations

Network relation (national and international)

Case solvingProcess

Improvement

Give feedbacks to the

stakeholders

Cases financial management

XPP Interpretation

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3.4.1.2. Customer Experience Management (CEM)

3.4.1.3. Deliverables (Vision)

LC Ambassadors

relation

NPS report and analysis

Network education

Information management

Culture Building

IncentivesProcess

ImprovementProduct

Development

Showcase Response Rate

Network education with operations

NPS Goal achievement

Resource Center usage by the network

Local and National CEM implementation

(NPS Goal achievement)

CEM implementation with TN

100% of Fire-fighting

Convert detractor into promoters

PRIORITIZATION

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3.5. Transition time In this paragraph, we'll talk about 9 simple steps of how to conduct transition and/or

establish Entity Control Board (ECB) in your entity after all the above processes.

1.

• Creating national resource center regarding Standards Management (SM) & Customer Experience Management (CEM) by MC

• Opening applications for Entity Control Board (ECB) Chair

2.

• Selection of ECB Chair• ECB & MC are planning & designing ECB members application

3.

• Start working on Standard cases (by ECB Chair) together with MC until be ready to start FF negotiations by itself

4.

• MC education for ECB Chair on Coaching skills & Education devievery• MC need to decide if ECB chair is ready for taks after their education and/or trainings

5.

• MC & ECB Chair creates list of key LCs that must receive coaching & education regarding SM & CEM

• LCs are selected according to national strategy

6.

•ECB is now ready for LC coaching and/or training regarding SM & CEM•ECB need to provide coaching and/or training & follow-up report

7.

• MC is responsible for SM & CEM report on the national conference• MC is responsible to teach ECB team how to gather data & create reports

8.

• ECB is now able to create reports & analysis of the whole entity by itself• ECB must generate training pipeline towards their term

9.• ECB develops itself by interaction with others ECB & ICB

3.5.1. Transition flow

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4. Conclusion This implementation guide aims to create an understanding of the standards,

customer experience management & importance of Entity Control Board in your

entity. Below is a summary of objectives & focuses of this guide to summarize

everything that is relevant or important to develop and/or implement Entity Control

Board!

Entity Control Board (ECB) is last decision making body on national level in

regards to Exchange policies and national standards regulation principles. A team,

working directly with its MC, ICB & FLB to ensure that the best Standards and

Customer Experience is delivered to satisfy every customer and stateholder in each

entity.

Customer Experience Management (CEM or CXM) is a strategy that focuses on

the operations and processes of a business around the needs of the individual

customer. Therefore, CEM means to listen to the customers and take action about

their needs.

Customer Centricity (CC) is an action of putting your customer’s satisfaction in the

center of your operations. CC is not only a strategy but a behavior where you care more

about your client.

Net promoter score (NPS) is a management tool used to measure the loyalty of an

organization’s customer. NPS is a score that measures the loyalty of the customers,

based on their evaluation about the questions.

In process part we will have on 5 major parts:

For any question, suggestion or feedback, please send the on:

ecb_global_team@googlegroups.com

Official ICB mail: icb@ai.aiesec.org

Reality Check

ECB Structure

ECB JDFocus Time

Transition Time

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