# National Strategy & Goals

Each AIESEC in Denmark term operates under a national strategy set by the incoming Member Committee (MC). This page explains the framework used to build that strategy, how it connects to AIESEC International's (AI) global direction, and how Local Committees (LCs) translate national goals into local action.

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Specific term strategy details — including the current term's vision statement, priority areas, and Key Performance Indicator (KPI) targets — require input from the MC President (MCP) and MCVP Organizational Development (OD). This page will be updated once the current term's strategy is finalized and approved.
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## How national strategy is built

The MC develops the national strategy during the transition period (typically May–July) using the following inputs:

1. **AIESEC International global strategy:** AI publishes global goals, focus areas, and product priorities at International Congress (IC). The MC aligns national priorities with this global direction.
2. **Previous term review:** The outgoing MC provides a transition report analyzing what worked, what did not, and where the entity stands on key metrics.
3. **LC input:** Incoming LCPs share their local realities — membership numbers, university partnerships, community needs — so the national strategy reflects what is achievable at the local level.
4. **Environmental scan:** The MC assesses external factors relevant to Denmark, including university calendars, labor market trends, government policies on immigration and volunteering, and competitive landscape.

## Strategy framework

Most AIESEC in Denmark terms structure their strategy around the following components:

### Vision for the term

A one-sentence statement of what the MC aims to achieve by the end of their term. This is the overarching ambition that guides all decisions.

### Strategic pillars

Typically 3–5 focus areas that the MC will prioritize. Common pillars include:

* **Exchange growth:** Increasing the number of outgoing and incoming exchange participants (Realizations)
* **Member experience:** Improving recruitment, onboarding, retention, and development of members
* **Financial sustainability:** Strengthening the national budget, reducing LC dependency on MC subsidies, growing corporate partnerships
* **Organizational health:** Strengthening LC governance, improving data quality, ensuring compliance with national and global standards
* **Brand and external positioning:** Raising AIESEC's visibility among Danish students, partners, and media

### KPI targets

Each pillar has measurable targets. Common KPIs include:

| KPI                            | What it measures                                                     |
| ------------------------------ | -------------------------------------------------------------------- |
| Outgoing Realizations (oGX RA) | Number of EPs who complete an exchange abroad                        |
| Incoming Realizations (iCX RA) | Number of international EPs who complete an exchange in Denmark      |
| Sign-Ups (SU)                  | Number of students who sign up to learn about exchange opportunities |
| Applicants (APD)               | Number of students who submit a full exchange application            |
| Member retention rate          | Percentage of members who remain active for more than one term       |
| Net Promoter Score (NPS)       | Member and EP satisfaction score                                     |
| National revenue               | Total income from partnerships, MC fees, and grants                  |

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KPI definitions and tracking methodologies are set by AI and standardized across all countries. This ensures Denmark's numbers are comparable to other entities worldwide.
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### Action plans

Each MCVP develops a functional action plan that breaks their pillar into quarterly goals, monthly milestones, and weekly tasks. These plans are shared with LC counterparts during coaching calls.

## How LCs use the national strategy

LCs do not copy the national strategy — they adapt it. Each LCP works with their VP team to set local goals that:

* Align with the national strategic pillars
* Reflect the LC's specific size, maturity, and university context
* Are achievable given the LC's membership and resources

The MC reviews LC plans at the start of the term (often during the first national conference) and provides feedback.

## Mid-term review

Halfway through the term (typically January–February, coinciding with the International Presidents Meeting), the MC conducts a mid-term review:

* KPI progress is assessed against targets
* Strategic pillars are evaluated for relevance — some may be deprioritized, others escalated
* LC standings are reviewed, and support plans are created for underperforming entities

## Where to find the current strategy document

The current term's full strategy document is maintained by the MC and shared via Google Drive. Contact the MCP or MCVP OD for access.

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Do not distribute the strategy document externally without MC approval. It may contain internal targets and assessments not intended for public audiences.
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*Last updated: April 2026 · Maintained by: MC TM Manager*


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