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After a short period after its first founding, AIESEC in India was closed down in the 1970’s. A few yearslater, Arjun gathered with other students to re-establish AIESEC in India again.

Arjun went on his first internship to Canada before he was heavily involved in AIESEC. It was in Canadathat he learned more about the organization and decided to get more involved upon his return to Indiain 1980. At this time, he started the initiative to re-establish AIESEC in India.

It was not easy for Arjun to re-establish AIESEC in India. He did not come from a business backgroundand had no idea how to run an organization or search for business partners. The only way he could thinkof setting up AIESEC was to look for people with different skills and talents and put them in differentpositions. After having built a capable team, his next major challenge was to motivate them to put in thetime and effort to build what was at that point nothing more than a vision and a dream.02

Arjun motivated his team by creating an environment where they enjoyed working and socializing to-gether. Additionally, he spent a substantial amount of his time and resources to educate each memberas to the purpose and vision of what it is they were building, and why this was important, both at anindividual as well as societal level.

Arjun said “AIESEC didn’t teach me the skills of talent management. However, and more importantly,AIESEC gave me the opportunity to learn.” He has leveraged those talent management skills in all his on-going businesses to this day. Today, he is an investor and has been the Chairman and CEO of CalibratedGroup. Furthermore, he is the founder and chairman of the AIESEC Alumni Association in India.

80's40's 50's 60's 70's 90's 2000 41

80’sKeeping on track In order to deal with the implementation of year round exchange, legislation made it mandatory to

conduct Post Congress Exchange Meetings (PCE) four times a year and AIESEC members began to usefax machines as the primary tool for communication. Management of the bulk of exchange forms withdata input into costly mainframe computers through punch cards was becoming no longer feasible andsomething had to be done about it.

Although MATCH was a better system in terms of flexibility, problems that controllers began to facebecame more and more evident. It was too technical and needed a full time programmer, the matchingsystem was unfair where the programming did not take all factors into consideration and it was notcoming up with equal opportunities especially in the international arena. To top it up, there was poorrealization rate (only 60% of those matched). Therefore, MATCH Development Group was set up inIC 1986 and during IC 1989, TARGET was formally introduced. There was great improvement in thispersonal computer (PC) based system due to its ability to provide more frequent matching to six timesa year and with simpler mechanisms. Even though, it was a difficult take over from MATCH due to chal-lenges in educating of members about the system all around the globe.

Documents featuring the development of the MATC H system

20

In 1996, Uwe Doerken, an AIESEC alumnus and previous CEO of DHL, was nominated as one of the Top10 Most Successful Managers in Germany. In the same year, he attended the AIESEC WEAST (Western-Eastern European) Conference as a guest speaker where he brought forward a proposal to give 10delegates the opportunity to develop themselves by offering to rotate them within the companies of hisfellow nominees. This proposal brought one of the first AIESEC interns to Deutsche Post World Net.

Since this introduction in 1996, over 400 international AIESEC internships have been realized atDPWN/DHL. In the last three years alone, interns have come to DPWN/DHL from over 50 countries and theretention rate has continuously increased. In 2002, when DHL became part of DPWN, world’s marketleader in logistics with over 500,000 employees in just about every country in the world, the opportuni-ties for partnership multiplied.As the dynamic market leader with a global reach, very similar to that of AIESEC, a mutually beneficialpartnership in a changing environment is ensured. We believe that the DPWN/DHL – AIESEC partner-ship is successful because the manager-intern assignments are addressing worthwhile challenges in afast growing logistics industry. AIESEC interns are brought on to contribute their knowledge, versatilityand appetite for learning towards the achievement of organizational goals.

As smart, multicultural, open and energetic young people eager to gain hands-on experience, they havebeen valuable resources for our organization. The past 12 years of our long-standing relationship havestrengthened the belief that individuals with a wide variety of experiences in AIESEC add a distinct valueto our organization.

48

Planning meeting at the Headquarters ofthe United Nations in San Salvador

02

01

AlumniMarco Villa, Italy 1990’s, Alumni Contribution Award

Marco was an active AIESEC member from 1990 to 1995, and throughout the years his responsibilitygrew from member to International Support Team all the way to AIESEC International Advisory BoardMember.

In the early 1990’s, AIESEC was focused on two main areas - exchange and the Global Theme Program.In 1995, Marco coordinated AIESEC’s involvement in the PRODERE project , a project managed by theUnited Nations Development Program and financed by the Italian government. The objective was tocontribute to the process of peace in Central America, helping the populations affected by the conflictsto successfully reintegrate in their original environment or in the communities where they are.After the success of the corporation between PRODERE and AIESEC in Italy, they bridged Italy withCentral America, created traineeship opportunities, and did several presentations about the program andapproached university students. In the same year this project won the AIESEC award for best projectworld-wide.

02

AIESEC shaped Marco’s mindset more than he thought possible. In high school, his personal goal wasto find a good job and to be a rich man as this was what was generally considered as being successfulbut everything changed after he became an AIESEC member. He understands that he could createimpact on something bigger than a single individual; do something meaningful, and that somethingcould change the world.

Today, Marco is the Managing Director of a small venture capital firm where he supports entrepreneursfocused on sustainable business ideas to set up their own businesses. At the same time, Marco remainsa freelance leadership and corporate social responsibility consultant and is actively involved in his localcommunity.

90's40's 50's 60's 70's 80's 2000 49

Global Theme Programmes

90’sBuilding a better world The introduction of focus areas which were topics like corporate social responsibility, information and

society, higher education and learning, cultural understanding, and entrepreneurship were meant as aguide for issues in which members can concentrate on. This was to counter the trauma the organizationfaced in its organizational synergy as well as member retention.

GTPs continued and the theme chosen for 1996 until 2000 was “Interdependence: Learning and Actingfor a Shared Future”. The theme was used as an aligning force for consideration when identifying resultsof projects, activities and interaction. Main activities around the GTP besides projects and activities werethe Global Theme Guide and Youth Action Guide. AIESEC published a few books from outputs of thesethemes such as the Youth Action Plan – Education and the 21st Century Citizen.

01/02AIESEC publications in the 90’s:Education and the 21st CenturyCitizen and Youth Action Guideon Sustainable Development

01 02

50

Ante Stjepan Glavas, Croatia01

Ante is the Executive Director of Businessas an Agent of Wold Benefit at CaseWeatherhead School of Managementin USA

02

01

AlumniAnte Stjepan Glavas, Croatia, 1990’s, Hall of Fame

In the early 1990’s, Eastern European countries were facing an unstable political period. When Antefirst joined AIESEC, a war was happening in Croatia. The war had destroyed Croatia’s community andeconomy, and emotionally disheartened a lot of people. At that time, AIESEC was taking an importantrole in universities as well as the Croatian community.

AIESEC was founded after the war, based on the idea of peace and fulfillment of humankind’s poten-tial, provided Croatians with a sense of hope and peace for their country in AIESEC. AIESEC in Croatiagathered students to organize a few theme projects such as the “Development of Croatia”. AIESEC wassending out positive messages to students; and developed a lot of young leaders at that time. Therefore,AIESEC succeeded in creating an impact in the Croatian society as it was relevant and meaningful tothe community.

Ante witnessed and was involved in the entire process of AIESEC’s impact in Croatia. From his point ofview, despite the lack of financial resources in the country due to the war, AIESEC in Croatia was per-forming extremely well, raising easily over 100 traineeships a year, organizing over 100 projects and hadover two thirds of the economy represented on its boards. They were truly leading the youth movementin a country in desperate need of leadership. AIESEC gave Ante a sense of hope for the future, thereforehe believed that “anything is possible; believe what you are doing and you can achieve it.”

After Ante experienced the power of AIESEC, he has built a career in helping people with human pas-sion and values. Today, he is the Executive Director of Business as an Agent of Wold Benefit at CaseWeatherhead School of Management in the United States of America. He is also one of members of theSupervisory Group of AIESEC International.

02

90's40's 50's 60's 70's 80's 2000 51

Information systems

9MAT

0CHing TARGET

’s

sThere was a short period of return to MATCH in August 1990 due to the lack of confidence in thenew TARGET system as well as lack of documentation and numerous ongoing debugging activities.Throughout the presence of TARGET as the information system for AIESEC during the early 1990’s,loss of focus on the relevance of exchange brought mindsets away from its development. TARGETunderwent many diverse and radical changes with at least three new versions. A prominent one wasTARGET 96 which worked towards paperless administration with the use of diskettes containing datafiles. Henceforth, matching runs were reduced from days into a matter of hours.

Almost simultaneous with TARGET 96, a move of the exchange system throughout 1995 and 1996from TARGET to AIESEC Global Information Systems (AGIS) to embrace the internet technology camewith successes. For instance, the use of file type protocol (FTP) to retrieve materials, Internet Relay Chat(IRC) to run real-time online meetings and open access to the international website www.aiesec.org to 70countries were achieved. Aside from AGIS becoming the way we manage the International TraineeshipExchange Programme (ITEP), a large sum of LC budget usually went to expenditures for communica-tions e.g. mail, telephone and fax therefore justifying this move. Later on, the name AGIS was changedinto Insight.

Insight had the main advantage of data sent through internet and continuous matching took placeunlike with TARGET where the match was made at specified periods. Yet, the achievements of Insightwere shortlived and overshadowed by a lot of bugs, questions and mistakes. Thus, it soon developedinto Insight II at the end of the decade.

01 Computer was commonly usedin AIE SEC in 1990’s

01

90's40's 50's 60's 70's 80's 200052

AIESEC Interns in Inbev, 2007/08

53

The year 2000 onwards brings forth endless possibilities

200040's 50's 60's 70's 80's 90's54

Exchange is aboutexperiences

and AIESEC was introduced to the Balance Scorecard. The Balance Scorecard and new organizational

Experience.

The AIESEC Experience supports the advanced development of AIESEC members by bringing in moreresults and impact into communities. This is happening because more AIESEC interns are actively in-volved in AIESEC and more leaders go on an AIESEC exchange, before or after their leadership rolewhich is encouraged by the AIESEC Experience. AIESEC members have identified their personal goalsand link them to AIESEC’s goals and stakeholders have opportunities to connect to each other overcommon interests. They have also shown to be more self-driven in being active change agents.

Exchange is currently divided into four types: Management Traineeships (MT), Technical Traineeships(TT), Development Traineeships (DT) and Education Traineeships (ET); the later pool was introduced inearly 2003 to add diversity to AIESEC internships. A study of current realities of exchange performancealso reflect that all regions, member committies (MCs) and local committies (LCs) were strongly con-tributing according to their capacity. Countries were implementing the structured learning process ac-cording to their needs and realities. Measurement tools employed also show an increase in the overallsatisfaction of organizations taking on interns (trainee nominee or TN-takers), members and internsabout the AIESEC traineeship experience.

The Congress Committee Presidentgiving a speech during the InternationalCongress 2005 in India

01

The AIE SEC Experience02

01 02

56

passion

The introduction of issue-based AIESEC Experiences (IBXPs) began as a way to ensure that young

01 The Middle East and North Africa (MENA)Growth Network was established in 2006

02 A Learning Networks workshop

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