Summary of Global Shaper Sessions at the World Economic Forum by Amarit Charoenphan, Global Shaper Bangkok Hub 1.

Reasons for Global Shaper

- Global Shaper is not a social club: There are many other opportunities and organizations dedicated to this function. - Projects over events: Events are quick ways to get the momentum going but do not lead to sustainable social change. WEF wants all hubs to emphasize on projects. - Growth: The network is growing very fast and hubs are encouraged to do so as WEF believes that more can be achieved if hub sizes are bigger and more diverse. This drive will continue the need to expand reach of the network to be more inclusive worldwide and sustain the buzz and competitive spirit within the entire network. - Perks and conferences: These are platforms for people to learn best practices, leverage global reach and connect with influencers/supporters and is to be viewed as the incentive for driving social change. 2. Reasons for leveraging the global network - Learning global best practices - Finding out and sharing tools - Learning from other Global Shapers hub experiences 3. 7 Domains model WEF staff showed this model for us to use to develop a System to which we manage our hubs. It encompasses 7 areas: 1. Venture management 2. Project management 3. Technical systems 4. Environment 5. Education 6. Process facilitation 7. Body of knowledge It is important that we understand and acknowledge the importance of each domains and develop the capacity and resources to nurture each domain within our Hubs. For more information: http://www.mgtaylor.com/mgtaylor/glasbead/sevndoms.htm

4. Project Management WEF emphasized that Global Shaper Hubs were not doing enough projects. Representation in international conferences is usually given per each hubs engagement and impact. Thus, WEF staff were highly encouraging everyone to look beyond quick wins such as events and tackle bigger problems through projects. A Project management model was crowdsourced and proposed, broken down into 5 steps: 1) Idea Generation 2) Idea Validation 3) Planning 4) Acting & Exiting 5) Showcasing Best practices that were shared on that day: 4.1 Idea Generation 1. Clear objectives and values 2. Dont start too big 3. Get the group to buy in 4. Design our ideas community 5. Integrate everyone 6. Good environment 4.2 Idea Validation 1. Release early / release often 2. External validation from stakeholders 3. Pitch to the group 4. Beware of the influence of the idea proposer 5. As people to vote to be staff of the project, not vote to approve the project 6. Gauge the passion of the problem with people in the hub 7. Develop an environment of trust 8. Validate impact 4.3 Planning 1. Plan for replication 2. KPI - plan measurement metrics 3. setting the stage - making sure all resources are ready or planned for to enable future success tech platform people research 4. Develop a program and organization

5. Don't forget the financial aspects 4.4. Acting and Exiting 1. Keep documentation for visibility for all shapers if a project is going well and gives data to analyze when a project is not going well 2. allocate resources sufficiently too complete task 3. celebrate milestones and quick wins 4. Plan meetings well to keep people active and informed 5. plan work succession plans for different tasks 6. Build resilience in team to tackle difficult projects 4.5. Showcasing (aka Promotion) 1. Connect with the Swiss Embassy to get involved (since Global Shaper is a World Economic Forum Initiative) 2. Making government your friend (aim's note: easier said than done!) 3. Invite corporation to Hub activities 4. Dedicate PR and media team. be active on social media. 5. invite media and influencers 6. Be mindful of send right message to the right channel 7. Write PR early before an event is launched 8. Collect feedback and testimonials to use in PR Summary: My key takeaway for the whole session was 3 things: 1) Global Shapers Hubs are expected to be project and impact driven. No engagement or progress to report to World Economic Forum, no perks to conferences, as simple as that. 2) Every Hub needs to develop the internal culture and mechanisms in order to accommodate more members, more activities, etc. Without it, new members will not 'get it' and become disengaged quickly. The 7 Domains Model is a way for us to know what to work on to create that thriving internal ecosystem. 3) Many Hubs were going through the same growing pains as Hubs expand very quickly, do too much on volunteer resources or lack clear focus or direction. Successful Hubs represented at the Annual Meeting in January were driven well because members were all extremely engaged (met weekly), was very successful in attracting lots of corporate sponsors and were very aggressive to leverage their networks and the Global Shaper / World Economic brand. Hubs needs to move away from Management by Committee and should have the Curator take charge and create an organization around it if

each Hub really wants to create a successful project that may ultimately win the Coke Challenge.