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Adriana Villar A. AIESEC UNITED STATES MCP 16.1 7 Applicant Welcome to the year of DISRUPTIVE INNOVATION
Adriana Villar A. AIESEC UNITED STATES
MCP 16.1 7 Applicant
Welcome to the year of
DISRUPTIVE INNOVATION
Member Committee: AIESEC in Colombia Current Position: MCVP oGIP @US Nationality: Colombian Date of Birth: December 22th, 1990 Address: 11 Hanover Sq. Suite 17 New York, NY 10005 Mobile Phone number: (+1) 917 972 9791 Skype ID: adry_villar_ayala E-mail: [email protected]
Adriana V. AIESEC UNITED STATES MCP 16.1 7 Applicant
Logistical Information
- Will you be able to attend WNC in Dallas, Texas from 30thto 5thNovember? Yes. - Will you be able to attend International Presidents Meeting from the 19th of February to the 2nd of March? Yes. - When is the soonest you could begin transition full time in New York after your election? Immediately. - As of right now, are you legally allowed to hold a CEO position in the United States Explain Why? No, My current J1 visa doesn’t allow me to hold a CEO position, so I will need to be on another visa for 16.17 period. - If the above answer was ‘No’, what are your action steps to legally be able to hold a CEO position in the United States by 30th December? I have found the following options based on research and conversations with immigration lawyers: The L1 allows such foreign workers to relocate to the corporation's US office after having worked abroad for the company for at least one continuous year within the previous three prior to admission in the US. More info about the VER (VISA ELIGIBILITY REPORT) HERE!
Section 1&2 GENERAL INFO
Check my platform here: http://usmcp1516adrianav.strikingly.com/
Born in Barranquilla, in 1990, a small city located in northern Colombia, near the Caribbean Sea. My entirely life have been a pursuit of constant challenging and diverse experiences and the dream of achieving something bigger and meaningful. My family is everything for me, specially my 3 little nieces who I love so deeply that I would give my life for them. Family taught me loyalty, respect and commitment. Since I was a kid, I was a natural leader, I always took leadership roles throughout high school: I was involved in many extracurricular activities, was Student Association Vice-President, then President and participated in many contests, expositions, peace talks and so on. But one of the most important (and cool) things that I highlight of this phase of my life, was my passion for dancing. I started to dance in professional academies since I was 10 and although at the beginning it was just a hobby, after some years dancing represented something essential for my daily routine, it enabled me to find myself and lose myself at the same time, such an inexplicable feeling. I think this definitely marked me and formed the extrovert and detail oriented person that I am today. My mom always said that every time I danced I turned into a better version of me. Well, I think she was right! I loved trying new things. It was no surprise that by the time I arrived at the University (Universidad del Norte), I had already researched my options for involvement on campus. However, it was AIESEC that found me and since then I saw that life could be different and really discover who I really am. The organization really changed my life, specially thanks to the people I met who are today some of my best friends. Currently I’m Bachelor in International Business, with one year of labor experience, I have been in 14 countries (two of them thanks to AIESEC exchanges, both GCDP and GIP) and looking for more; plans to live in 2 more cities till the end of my 20´s. I am always searching for non-usual challenges that will bring me most intense development and impact to myself and to people around me. The values I choose to live by are Honesty, Integrity, Responsibility and Discipline. My 24 years, living this values, taught me that *first great people make your life greater, *secondly, that we should never pretend to be someone else and *most importantly: we are absolutely responsible of our future. About my future? I see myself working at the UN or other international organizations (IOs) and starting my own social entrepreneurship business has been my dream for years. I still don’t know how I’ll do it, but I’m sure I’ll definitely make it happen.
Why are you applying for MCP in AIESEC US for the term 16.17 and who are you?
1. Believe peace and fulfillment of humankind’s potential is possible
I joined AIESEC almost 5 years ago and one of the most important reasons why I am still here and standing for President is because I have a strong sense of ownership towards the vision of our organization. I have witnessed great changes in myself: personal growth, stronger individual leadership and more importantly a dedicated mindset that is willing to create value and impact. It is these changes that have made me believe that we should bring such an amazing experience to more people, we should transform it for every young person in the world, thereby making AIESEC, and making the world a better place. The most impactful leaders of tomorrow will be those who use their strengths and opportunities to free people who are trapped by poverty, tapped by ignorance, or even by their own fear. And when everyone is giving their greatest strengths and contribution to the world –well, I believe that is fulfilment of humankind’s potential- and I’m driven to work in AIESEC because I believe in our potential to create this world.
2. Keenness to contribute my extensive experiences
While I am extremely proud to be a part of such a legendary organization, I do also see ahead of us, not bottlenecks, nor problems but a lot of untapped potential. This is something that I think about when I wake up every single day, I sincerely believe that it’s my (our) responsibility to contribute back to AIESEC, bringing forth the capabilities and skillsets that I have inherited from the organization. I came from one of the top performers entities in AIESEC network. I was part of a MC team with 4 fulltime internationals and created a national operations growth strategy for different market segmentation; I learned as a (GCDP) intern in Brazil how hard it is to move forward a 5-volunteer-foundation, and as a (GIP) intern in Chile how companies truly perceive AIESEC and how we can make it relevant for them. This organization has given me the platform that will enable me to unite mindsets towards a cause that once I felt lost: the empowerment of people for them to create initiatives that fight and improve their given reality, not to improve this reality ourselves for them to fall back again inside it. This is what AIESEC gave me. It’s the right time to contribute back.
3. This is the time for United States At this moment we are still far from our potential. We understand our purpose and talk about it a lot, but our own EPs and members don’t always experience that purpose. We have platforms to make us much bigger, faster and higher quality, but we’re not using all of them to grow, or if we use them, our partners don’t. GIP still have a long way to run at local level, GCDP is growing too slowly. Quality is not improving enough. More than anything we seen unable to bring our ideas to life, and no one should ever be able to say this about a leadership organization. We must be more than an organization that dreams. As MCP, I want AIESEC in US to not just dream bigger, but live bigger. And it requires the empowerment of every member and leader to give their absolute best to achieve 2020.
Wh
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Section 2 ABOUT ME
List 20 strengths & weaknesses. Next, identify your biggest ONES and then elaborate on how these influence you as leader and how will they affect your term as MCP?
What are your current and past achievements and positions of leadership/responsibility within AIESEC?
AIESEC ROLES
CONFERENCES
MAIN ACHIIEVEMENTS
2011 Alumni Management TMP @Uninorte 2011 ICX X-Project TMP @Uninorte 2011 iGCDP TMP @Uninorte 2012 LCVP iGCDP @Uninorte 2012 NST Manager iGCDP @Colombia 2013 GCDP Trainee @Brazil
2013 OGX CEEDer @Brazil 1314 MCVP iGCDP @Colombia 1415 GIP Trainee @Chile 1415 WENA OST Team Member @AI 2015 RST oGIP Rowdies East @US 1516 MCVP oGIP @US
2011 LIM-LTM Bquilla [delegate] 2011 RTC Santa Marta [delegate] 2011 NPM Bogota [delegate] 2012 LIM-LTM Bquilla [Faci] 2012 LDC Bquilla [delegate] 2012 INN Days Bquilla [Faci] 2012 Natco Cali [delegate] 2012 LIM-LTM Bquilla [Faci] 2012 LIM-LTM Monteria [Faci] 2012 TPS Cartagena [Faci] 2012 NPM Girardot [delegate] 2013 LIM-LTM Santa Marta [OCVP] 2013 Growth Meeting Sao Paulo [delegate] 2013 Discovery Days Foz do Iguacu [delegate]
2013 Natco Pereira [Faci] 2013 TPS Tolima [Faci] 2013 NPM Girardot [Faci] 2014 LDC Pereira [Faci] 2014 IC Sharm el S. Egypt [delegate] 2014 IGN Summit Sao Paulo [delegate] 2014 ILC Mexico D.F. [delegate] 2014 LIM-LTM Manizales [Chair] 2014 Natco Santiago, Chile [Chair] 2015 Natco La Paz, Bolivia [Chair] 2015 SNC San Jose [Faci] 2015 Roks SOCO [Faci] 2015 Latam Summit Panama[delegate] 2015 IC India [delegate]
q As LCVP iGCDP I led the team brought Colombia as an entity to the Top 1 in the region, also crossing the 100Xs barrier for the first time in LATAM and grew 344% compared to last term. We were awarded & recognized with the Regional Excellence award at ILC Chile 2013. 52 pipeline opportunities for realizations in the next term.
q 2012, Diversification and capitalization of our international market by hosting volunteers from 21 different countries and strengthening new partnerships. 94 matches in 3 months.
q As MCVP iGCDP, lead the network that for the first time provided 925 iGCDP experiences, from 52 nationalities, which represented 34% growth over the last term and 93% of goal achievement. 14% growth TN Raising 29% growth TN Matching.
q As MCVP iGCDP, Functional and strategic management and coaching of the national team and local sales teams comprised of approx. 250 people for the development of sales strategies to deliver AIESEC products and services to potential customers.
Section 2 ABOUT ME
Determined Ambitious Outgoing Honest Results oriented Confident Responsive Strategic thinking Self-driven Enthusiastic
Over-thinker Impatient Straight forward communication Easily absorbed by work Headstrong Difficulty expressing emotion Too cautious Rigorous Stubborn Self-criticism
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Determined If I have a worthwhile goal and I really want to achieve something I don’t give up easily or get distracted by something else. I think that I´m a person with determination because I have a firmness of purpose and the resolve to achieve my daily goals. I wake up every morning with the mindset that everything I will do that day will contribute in one way or the other to achieving that goal and as a result it make me better positioned to develop plans, make decisions, and learn from experience.
Honest In my personal case, I live my integrity by being honest with myself and others every day, letting my actions speak for who I am and what I believe and keeping consistency between my words and actions. I believe that honesty and integrity aren't values that we should live by when it's convenient; they're values that we should live by all the time. This includes the big choices and the little choices, the choices everyone sees, and the choices that no one sees.
Impatient I know I could improve my patience when working with people who don't work at the same pace as I do. What I have found is that by helping members of the team who are having problems, I can move the project forward instead of being frustrated and doing nothing.
Straight forward communication Because I’m impatience, sometimes I tend to be aggressive in my communication with people when I feel they are not performing as I expect. Now I’m trying to align expectations with my teammates about what I can expect from them and vice versa and what’s the next step in case of not accomplishing tasks.
Detail Oriented Respectful Strong-willed Loyal Disciplined Persistent Resourceful Self aware Critical thinking Fast learner
Difficulty to relax Judgmental Bossy Blunt Uncomfortable with unconventional situations Vain Emotionally attached to work Sensitive Overbearing Overly talkative
What will be the most relevant market for each of the AIESEC programs in 15/16? How will you ensure that AIESEC in the US increases its market share in those
markets?
Section 2 OUR RELEVANCE Describe your relationship with the AIESEC way and its importance to AIESEC in the US?
Which statement from the manifesto resonates the loudest with you?
The AIESEC way sets the route in which we can be an example that shows living diversity and fighting for the same goal is possible, but we need to understand that our biggest impact comes when we manage to provide experiences that change people’s perspective about the world (ELD programs) and ignite them to take action (at a small or big scale). United States, as a nation, is currently facing a lot of challenges, and these challenges can only be solved by the right leaders, leaders that after living an AIESEC XP are value driven, self-aware, solution-oriented, able to empower others to do the same positive impact. Leaders that understand that every single action matters and leaders that understand what is our unique contribution as global citizens to keep fighting for a world in which GLOBAL PEACE and the fulfillment of the potential in every single human being is possible.
Our purpose is bigger than our differences. Change is always possible
Every time I have the opportunity of experiencing a new country, I always ask myself the question what can we do to make it a better place. Every time I listen to people’s stories, dreams and fears, it reinforces the fact that there is a whole world of potential in each single human being living in this planet, but they just don’t know it, or at least don’t know how to fulfill this untapped potential. Being on the MC and working for a country that "is not yours" is a challenge, I won’t lie, but when you truly see the beauty of different points of view and understand that this is precisely the purpose of the organization, everything else make sense. Since I arrived to the US, I can honestly tell you that I embodied this manifesto statement since day one and that’s why it means so much to me. It reminds me that AIESEC is the living proof that our cross-cultural understanding can happen, again, regardless nationality or any other fundamental differences, we all smile and cry in the same language.
Exchange Participants In 2015, 601 EPs finished their internships abroad but just 19.97% of those EPs were re-integrated in the LCs. However, 75% out of that 19.97%
AIESEC is a platform in which young people have the opportunity to interact in a network that extends to every part of the world. An organization that gives hope to the future generations of the world by having a vision so noble that everybody feels it is worth fighting for. However, this hope is not enough and I don`t think that AIESEC is the organization that solves all the issues of the world. For me, AIESEC is the organization that creates leaders that are capable to identify and solve the issues that the world is currently facing.
SMEs and MNCs That are rapidly growing and that are looking to expand abroad and become a bigger player in this increasingly globalized world.
Schools & NGOs Especially the ones working towards the
achievement of the SDGs.
INCOMING exchange programs
How? 1. Maximize our Marketing and PR efforts: We need to showcase the impact we create by
developing case studies for the markets that we are trying to tap into. Moreover, we need to increase our online mkt, event attendance, and PR efforts so that AIESEC becomes a known brand across the country.
2. Network engagement: Some of our biggest contracts (IT C., UPS, PwC, C2S Tech.) have come through alumni or current partners referrals. We should aim to solidify this strategy by utilizing LinkedIn, AIESEC Life, Alumni champions and our current partners.
3. Capitalize on our history: We consistently brought in over 300 trainees in the 60s-80s with a peak of 691 trainees in 1967. We should conduct a research to identify past partners and talk to alumni/partners to identify how we can adapt past successes to our current reality.
applied for leadership positions, either EB or TL, proving once again that these are among the best and most motivated AIESECers, since they have lived an exchange experience and fully understand the program. Now imagine if at least 70% of our EPs were re-integrated, the amount of champions and purpose-driven members we would have in the organization and how efficient our recruitments would become.
How? q Delivering more structured Outgoing Preparation and re-integration seminars that allow them to create a career plan during within the organization. q Setting a follow-up system within the OGX functions to make sure EPs keep engaged with @US during the whole exchange period. q Partnering with entities that have solid value delivery strategies to develop.
Section 2 OUR RELEVANCE
How? 1. Capitalizing on our current capacity and stakeholders:
Structuring a strong IXP program at the local level. Alumni network as enablers and supporters of OGX Projects and potential exchange participants. Use our current alliances and partnering with other organizations to endorse our program and get more credibility. Measure and showcase our impact-> Create a customized portfolio to promote the opportunities available, with showcasing/storytelling from other EPs.
2. External relations and partnerships Set partnerships with embassies of our main Entity Partners in order to reach more people and give relevance to our brand. Approach companies that have development or rewards & recognition programs for their current workers and would like to offer short international and professional/volunteer experience as an opportunity of growth for both companies and employee. University relations with main departments, study abroad programs and international business school offices. to directly promote GT and GC projects as the first professional career opportunity in their websites, newsletters, career forums, etc. Approach outsourcing recruitment companies that have development programs for future employees and make them offer GT as part of their options E.g. Manpower. Participate in Job fairs and every possible event such as panels, conferences, etc. focused on talent recruitment.
3. Evolving our digital strategy Inbound marketing: promoting AIESEC through any forms of content marketing which serve to attract customers by producing interesting and customized content for our main targets. Find websites designed for job seekers and workers looking to advance their careers and offer GT projects/companies as a solution to it.
4. Expansion Target universities where we don’t have an AIESEC presence to amplify our impact and approach quarter system schools to create a non-summer oGC peak. Also smaller universities/colleges that may not have too many opportunities for students to go abroad such as credit programs or Study Abroad.
Freshmen and sophomore Especially liberal arts and general Social Sciences degrees with the lowest employment rate since they may not have too many domestic opportunities, but they are in the top 10 most popular degrees. We can capitalize on this by giving more young people a more dynamic CV.
Seniors & Recent graduates Especially Teaching and Business programs. We
have the ability to be the biggest Global Teaching supplier of EPs in the network. BA is the #1 college major, we have so many students who choose this
general path that we can capitalize on.
Outgoing exchange programs what is the relevance of AIESEC in the US in the global network? What will be its contribution to the global network in 16.17?
Historically speaking, AIESEC US has played a very important role in the global plenary up until the late 2000’s. For years we were pioneers of a significant amount of strategies and one the top exchange providers in the entire network. However, if you ask any international AIESECer - and this is something I heard thousands of time at IC India months ago -, you will always hear comments like “We want to partner with you, but how do we know that you’ll actually deliver your promises?” or “Let’s set a small goal to be safe, because with the US, you never know". To be honest, today, our relevance is more represented by our potential of becoming a big player rather than our actual contribution. The network is growing so rapidly and countries around the world are in high demand
for native English speakers, Corporate America experience, and high-caliber university students that only AIESEC in the US can help fill. Meanwhile thousands of foreign students are dying for the opportunity to work in the US. But the current state of operations in AIESEC United States is simply not enough to enable AIESEC to grow and achieve 2020. If something is clear, is that the world needs us and I truly believe that our role and responsibility with the global network is To ensure the AIESEC 2020 vision achievement, together. I dream of an AIESEC US that will stop talking and promising but instead, significantly contribute to the global network with concrete actions steps like: q Having a clear understanding on how we can benefit one from each other. Successful long term partnerships
require always win-win deal. i.e. Brasilombia q Creating a common roadmap for each region and establish clear country partnerships according to each
other’s needs (EuroXpro, Latam Summit, etc) q Showcasing and replicating simple, fast and super effective GCP models (like China’s expansion process or
India’s GCDP culture). q Identifying what are our main strengths and weaknesses. (i.e. visa restrictions, low flight fares, same language
but also all emerging economies, political issues, low AIESEC culture, etc) q Structuring the strategy of AIESEC US as an MC provider and define how we are going to capitalize this talent
abroad in the network. q Encouraging @US members to go to other country’s conferences and enabling more international delegates
in our conferences. q EB/TL Exchange program: Define LC-LC cooperation and try to exchange some
members to ensure the execution of its goals for a period of time (specially during summer and winter peaks).
In 16.17 I dream of an AIESEC US that is brave enough to stand up for what we believe in, that leads by example and takes on an active role in the pursuit of our common vision.
Section 2 OUR RELEVANCE Which entities would you like to partner with for each X program that, In your opinion, would bring the most purpose/relevance to the US &
why? Provide an analysis of the external environment in the US and what trends AIESEC US can capitalize on to
grow in 16.17. Which programs can benefit the most and how?
United Nations Industry Development Organization (UNIDO) shows how SMEs (Small and Medium sized Enterprises)can provide a lot of crucial benefits to society, especially in developing countries. SMEs are the backbone of all economies and are the key source of economic growth, dynamism, and flexibility in advanced industrialized countries, as well as in emerging and developing economies. (INSME–International Network for Small and Medium Sized Enterprises.) Opportunity: Becoming the world largest talent supporters for all the SMEs across the country by adapting our programs and fundamentally bring impact to the entrepreneurial youth leadership development with SMEs and Social Enterprises beneficiating both oGIP and iGIP. *Learning from social enterprises to evolve our operations. The SGDs will determined the global sustainable development agenda to transform our world by 2030 and by having this in mind, it is absolutely clear that young people will be the responsible to implement and carry on these goals for the upcoming 15 years, therefore AIESEC as the biggest youth leadership movement can not be oblivious to it. Opportunity: Organizations such as the Red Cross, United Nations, DoSomething and many more have the same dreams as AIESEC and much more external credibility. The opportunity to join forces and to work and learn with and from them is bigger than ever and it will benefit us as an organization and the world in its common objective of being a better place for humanity to thrive. Since the boom of internet, the world changed dramatically. The world of “.com” and “@” took over. Companies such as Google, LinkedIn, or Fb, are showing that fast response, connection, and 24/7 access are the biggest trends the current society is aiming for. Opportunity: Massive promotion of our experiences and showcasing impact to engage more young people. The United States is a country with such a big size market, a country driving innovation, with the top universities in the world, and leading the global trends. We also count with the largest number of AIESEC alumni in the US. Opportunity: Countries around the world are in high demand for native English speakers, Corporate America experience, high-caliber university students etc. that only AIESEC in the US can help fill. Meanwhile thousands of foreign students are dying for the opportunity to work in the US. Every generation has the chance to change the world, and Millennials are in fact the ONLY hope for a better world TODAY and TOMORROW. Opportunity: Once you understand them, they are eager to learn, to innovate and to execute any idea as long as it is tied to a clear purpose that connects with “a better me and to a better world.” giving more meaning to our Global Leader Program.
Possibility to capitalize on the world’s dynamic growth in SMEs and the emerging of social enterprises
Working with the millenials generations
Market size
Online world revolution and rapid technology innovation turning the World mobile
SDGs creation:
For all exchange programs I’d say definitely Mexico should be a key partner – Since the NAFTA trade agreement, trade has soared between these countries and it is actually the world’s largest trade area (linking 450 million people and producing $17 trillion worth of goods/ services). Specially for GIP, it is clear that there is an economic advantage for companies to participate in this. If our companies are already participating internationally, there must be a need for skills and market knowledge from these countries as well. Let’s research and identify what those needs could be according to the successful industries between these countries. Secondly, considering the challenges we’re currently facing in OGX, in terms of finding the supply for our EPs, I believe this is the right time to invest resources (money, talent capacity or
training) in some Tier 2 entities that have a huge potential to grow in the next 1-2 years like Spain, Romania, Greece, Peru, Argentina, Portugal, Czech Republic, among others. An example of this is @Brazil who invested 50usd per each match with @Colombia (when they were tier3) back in winter 2011 & after that, they made ~300 exchanges together in the next summer (78% Partnership growth) or @India, which created a 200X GCDP project with @Indonesia in 2012 for AIESEC members in which besides executing their JDs they had to convince 1 person to do and internship in their home LC, at the end, these members raised 200 more EPs. Or @China, who sent around 10 CEEDers this year to all of their main entity partners to raise TNs for their EPs. As I mentioned before, I believe this represents not only an opportunity for @US to innovate and grow disruptively by doing things that have never done before, but the chance to establish purposeful partnerships and contribute to the improvement of the global network.
Section 2 CURRENT STATE holistic analysis of @US. What trends do you see helping the organization
grow & holding it back in 16.17?
National Expansion initiatives to increase our impact
National Office Infrastructure
BD Supporting iGIP Sales
iGIP Matching rate
@US strong positioning as top Teaching provider
Financial reserves
Relationship with the state department
OGX National Projects
Connection with the International network (Steering team, EY Summit member)
Stable relations with national partners and alumni
New LCP class and EBs passion, aiming to change their realities
AIESEC US Manifesto
OGX Conversion rate (visitor – lead)
Ineffective utilization of National Support Body
Information management at local an national level
Synergy between exchange and all support functions
Organizational review and assessment system
Organizational budgeting and review
Local financial capacity and weak financial management
iGCDP Education at local level |iGIP Sellers capacity
ER & PR skills at a local level to capitalize new opportunities
Universities & alumni management | Membership retention rate
Value delivery of ELD XPs + Market and customer understanding | Lack of risk management plan
Centralization of all operations (legal, managerial and strategic responsibilities are coming from the MC) making
the MC super operative and firefighter
US has one of the greatest student markets in the network.
To international ICX companies, American students are considered as ideal EPs (Academic background, soft/
technical skills)
Domestically, there is a huge demand for oGC & oGT product from the student market.
Partnerships with Universities and study abroad offices for scholarships
Possibility to Improve university relations to endorse the OGX programs.
National partners capitalization.
Large number of AIESEC alumni in the US
Presence in top universities and markets
$16 trillion economy and 4,500 colleges
Innovative strategies to grow our exchange programs, such as MC-LC co-sales and short-term GIP Opportunities
A lot of competition from other student organizations.
Sensitive university relations.
Brand perception due to past detractors
Cyber Insecurity
World economy deceleration forcing companies to cut/reduce current/new investments (Europe Situation)
SWOT Analysis
This SWOT was made based on the 6 AIESEC
subsystems
1. Organizational Structure
2. Financial Management 3. Exchange Management
4. Information Management
5. Talent Management 6. Brand Experience
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Trends for growth
Trends holding us back
q Increased amount of champions in the network crossing the barrier of 50x and 100x exchanges
q LCs specializing and focusing on specific programs to grow
q More co-sales strategies encouraging LC-MC collaboration
q Financial management is finally becoming an important discussion topic for the sustainable growth of @US
q Diversification of cy partners in both OGX programs
q Focusing on short term goals and results instead of a long term vision
q Not capitalizing on our strengths, but focusing on developing our weaknesses
q Still missing solution-oriented mindset. As we get larger, we need to become more unified but stay decentralized. In the past years, there is been a national trend in the organization in which members are more and more dependent on their EBs & EBs on their MCs. Strategies are coming very top-bottom.
As MCP in 16.17, you will have the chance to create take some of the first steps in the 2020 midterm ambition. What is the @us that you dream to see in 2020?
Section 2 PLAN & DIRECTION Provide an analysis on the relationship between AIESEC US and our current EYP and provide insights into how we can improve and strengthen our entity partnership.
I strongly believe that it’s all about leadership and it’s all about the people that at the end of the day are able to execute the most simple strategy or task and transforming it into a huge impact. 2015 has taught us that is possible to innovate in processes and create systems that allow us to run high scale projects and re-think different products and ways to approach the market. 2015 showed us what clarity of the why truly means and the real value proposition of the programs we deliver. But, if something is clear with 2015 that it really doesn’t matter if we have the best planning or the best strategy of the world, if the ones directly responsible of this change are not empowered enough to execute that transformation. The most worrying thing of all is that everyone knows that this is not a new conversation on the table, but it is still hard for entities to understand that being result oriented doesn’t necessary means that we’re not people–oriented. For 2020, we cannot forget the basics of AIESEC. Leadership is a challenge and as we focus on the needs of our customers we also need to deliver on the needs of our people and that’s what I dream for AIESEC US I see an AIESEC US changing the way we work to best serve the network and a membership so empowered that becomes in a role model for WENA and for the whole AIESEC network. I envision a country collaborating among each other, with both MC and LCs towards the achievement of the same goal.
I already have been there...I was there in 2011 when 2015 vision was just starting and the organization was changing in such scary and uncertain way and now I feel that I can be there not only for you, but for the whole AIESEC network to give my ideas and to transform this possible uncertainty into real action and purpose-driven strategies.
Main EYP 12% 7%
6%
5%
4%
66%
Brazil
Colombia
MoC
India
Mexico
Other
Current State & Facts
q Before 2015 AIESEC US didn’t have a clear strategy of setting a long term Entity Partnership plan it’s been focused more on oGCDP in the last years.
q We have been realizing exchanges with a lot of countries and not even 50% of the exchanges are coming from country partners.
q There are 5 countries that we can really call as country partners of @US but we are not TOP suppliers for them.
q We need to improve our communication and relations with both ICX around the world.
Way Forward...
1. Downscaling the national IR strategies by developing strong LC to LC partnerships
and making entitles more independent of national projects.
2. Involving the MCP as responsible of @US brand positioning within the Global
network.
3. Including a Partnership development plan in the 2020 Roadmap of AIESEC US: Set a specific, measurable, attainable,
realistic and timely goal and Partnerships should be more than numbers, there should
be a entire co-delivery strategy behind.
Section 2 PLAN & DIRECTION List some of the past contributions that MC 212, MC Beyond and MC Rise have made to the national plenary over the last three years and how
your vision and platform build off of these contributions.
MC 212 • “Bigger and Better,
together” • Global leader, Global Talent and Global Citizen brand introduction. • Provided a lot of national • First NSB conference
MC BEYOND • “United by purpose, dare
to transform” • Largest iGIP realization achievement since 2011 • First Lead external consultant brought in • Implementation of FR • First time time splitting OGX national and on the local level • Initial Regional Support structure created • Creation of the Manifesto Statements
MC RISE • “Choose greatness”
• First iGCDP Opportunities raised • First Project packaging initiatives for OGX • Mexico’s visa Project for iGIP • First WNC that’s projected with profit • Largest raise preformance ever seen in Q3 for iGIP
Using the framework of the membership model what are your goals for entity development? Explain and provide a summary of strategies to achieve it.
I believe the times where AIESEC US has been 6-12 months behind all major global strategies is over and the exact same concept applies for local entities. In order to continue this speed and create disruptive growth as fast as we can, every single entity and every single member must contribute, without no exception. For years, we’ve seen how every year the expansion strategy is always an MC initiative, but there in not actual plan to keep beginner entities accountable as strong as needed and the focus always go to the top performers. The MC Rise has done an amazing job working with OE/IGs in the past 3 months, but there is still a long way to go, specially in the middle performance tiers where 50% of them use to be on the top, but this year decreased in more than one program. So, how can we shift the conversations and ensure sustainable growth at any level of the entities dev. curve? Rather than saying “This can’t work for my market/people/me/etc.”. Let’s start saying: “This is my reality, how can we make this work?”. I believe that is simply about the mindset we need to display towards change, the way we allocate our resources and make long term decision in a smart way,
Effective education & training delivery Define regions directors, directly coordinated by the MCP, that lead and track region development according to their common reality. Create an innovation bank in a common space (like wikipedia) that LCs create, update and use (with GCPs and not successful practices to learn from) and review its implementation during conferences.
Strengthening collaboration behaviors Facilitate co-creation of spaces to work together as LCs according to their current stage in the Growth Model and define concrete strategies, actions, owners, timelines and goals within the group that enables a national balanced growth. *Define R&R concrete strategies that enables balanced, collaborative and innovative growth.
Financial & legal management Structured Planning & Review Management: ensure a more detailed financial control. *Evaluate minimum standards in order to give more relevance to critical internal procedures that enables members to think more strategically.
STRATEGIES MC Principles
Leading by example
Promote interaction
spaces
Bottom up innovation
Continuous communication
Every member matters, every
member contributes
Track, train, motivate and
challenge LCs!
Goal: 15 Full Members, 30 General Members, 15 New OE/IG, Zero Members on Alert
In order to see where we want to go, we need to see where we have been. Even when we can easily recognize the gaps that we still need to cover, there were many positive contributions in the past years that made AIESEC stand today for something bigger. Disruptive innovation doesn’t imply to eliminate the foundation and the essence that’s already built, but understanding how we learn from our failures, capitalize on our strengths by creating new ways to get more people on board with our mission.
If I have seen further than others, it is by standing upon the shoulders of giants.
Isaac Newton
What is your vision for the term 16.17? What national focuses do you propose that compliment your vision for the term 16.17?
AIESEC US 16.17 Welcome to the year of
DISRUPTIVE INNOVATION
A few years ago, Clayton Christensen introduced the concept Disruptive Innovation, which basically describes a process by which a product or service takes root initially in simple applications at the bottom of a market and then relentlessly moves up market, eventually displacing established competitors. An innovation that is disruptive allows a whole new population of consumers at the bottom of a market access to a product or service that was historically only accessible to a few consumers with a lot of money or a lot of skill. I want to bring this concept to the AIESEC US network. For me, the term 16.17 represents a year full of changes, not only internally in our organization but in our National and International context as well, and this reality demands a new leadership, shaped by adaptive challenges as well as transformational opportunities, so our role will be to develop game changing and purposeful leadership generations full of values and disruptive ideas, for what? To make sure these Change-Makers can bridge the reach-indiference gap by providing more & better opportunities at all social levels, to guarantee we can be a complement of the educational system from different perspectives and to bet on the fact that person by person and within the civil society is where Peace starts and finishes and specially where the heart of societal transformation lands. As MCP 16.17 I dream with an AIESEC US that grow disruptively and stands together, no matter what and I will do everything I can to empower and engage our leadership towards the achievement of this goal but I need you to think for a second if we should sit back and stay the same? or do we take the challenge head on? Do we remain the world’s best kept secret or do we become so big that the world needs us? My vision for the term 16.17 is to take the first steps that will become AIESEC US one of the most relevant, purpose-driven and fast-growing LEADERSHIP DEVELOPMENT organizations in the country & the entire @network by 2020.
MEMBERS DRIVEN BY SUCCESS
AIESEC US 2020 Roadmap creation and execution
AIESEC’S RELEVANCE IS RECOGNIZED IN OUR SOCIETY
Clayton Christensen
Section 2 PLAN & DIRECTION
What is your ambition for exchange program goals for 16.17? Section 2 PLAN & DIRECTION
3000 meaningful IN 16.17 leadership
experiences Disruptive INNOVATION
iGCDP: 300X oGIP: 600X oGCDP: 1600X
G Goals 1617
R Reality
O Options
W Way
Forward
Model
Net Promoter Score: 60
iGIP: 500X Productivity 1:1
KEY Strategies • GIP Sales force development
through Regional Sales Teams • Global entrepreneurs Massive
Growth based on Projects • Market & Customer Analysis so we
can understand our Real Value Proposition to each sector and develop the National Customer Loyalty Plan for Partners.
• Design a complete plan to prepare LCs on Value Delivery of Big projects.
Synergy TOUCH POINTS • DXP, as main responsible to put IGIP
on top of mind among corporate sector positioning us as the first choice partner for global talent solutions.
• BD + iGIP creating a clear national framework for local sales strategy and also with TM support for a education cycle proposal and follow up.
KEY Strategies • Expansion Strategy based on New Territories
and Universities Sales • Through Market & Target Review Re-define GE
approach • Internal Network Business Intelligence to
identify potential New Partners to speed up Match and diversify our Country Portfolio for Customers.
Synergy TOUCH POINTS • BD & PR as an important support at National
Level to open new Markets that will allow OGIP to innovate on its product development and package in order to increase its reach
• MCP, OP & oGIP together defining IR Strategy so the program can diversify its partners
• Finances, PR & DXP leading the oGIP online strategy through high social media engagement & reach due to key investments and key allies that can become third validators of our brand, helping us to build the kind of reputation we need!
KEY Strategies • Focus to sell oGCDP Projects to
government, institutions or companies. • Strategic Alliances at Local level with
Student Groups and International Relations offices. • Strong Digital Marketing investments to guarantee
we can have a BIG Global Citizen presence online through SEO and relevant Website 2,0 Content that drives traffic, so we can build up credibility among the internet.
• Strong Customer Loyalty for Students (CLS) Strategy so we can increase our sales at least 10% because of our Customers & Promoters
• Internal Pipeline Going on X as key focus: IXP!
Synergy TOUCH POINTS • DXP & TM Supporting IXP Campaign • BD Prioritizing in its Portfolio oGCDP Projects. We
can replicate Mexico’s GCP! • oGCDP & PR Leading the National Guidance for
Universities Management and ER Strategy at Local level in the campuses.
• OP Leading the Promoters Strategy
KEY Strategies • Crowd funding Platform development and its
Business Model creation. • Professionalizing our projects & increasing its
real impact by partnering with organizations that already had structured projects, so AIESEC just focus on implementation & Impact assessment.
• Pilot our first advertising-outsourced Global Families Recruitment Campaign
• Embassies as key Partners to endorse our GCDP Projects by improving the brand positioning due to the credibility they generate.
Synergy TOUCH POINTS • OP working as Main & Final Responsible on
the Crowd funding platform project by the hand of Finances.
• PR&MCP as IGCDP Right hand to meet key Embassies and start creating a relationship that matters through a full added-value & clever proposal to uplift new projects
Productivity 1:3 Productivity 1:1 Productivity 1:5
Putting yourself in the shoes of your customers, what would you start/stop and continue to improve their experience?
Section 2 PLAN & DIRECTION
The higher our standards, the higher OUR CUSTOMERS’ SATISFACTION!
Exch
ange
Pa
rtic
ipan
ts
TN T
aker
s O
ur M
embe
rs
STATUS ATTRACTION CONSIDERATION VALUE Delivery Brand Advocacy
Stranger Visitor Lead Customer Promoter
Selling the right expectation regarding volunteering/ internship
experience from the very beginning by valuable content & Material on
Web 2.0 that will allow us to build up trust
relationships
Start Stop Continue
Having + than 500 experiences and only 5
meaningful stories to share & showcase Going to the Market
without a real Analysis of the best approaching
methods
Going to the Market without a real Analysis of
the best approaching methods
Approaching our potential partners with customized proposals & solutions to its needs
Aligning expectations from the very beginning regarding JD,& Supply Involving our TN Takers
even more through updates regarding how’s
the pre- selection & recruitment process going
Overpromising or breaching Deadlines & commitments regarding applicants, or profiles.
Positioning our org. as a solution to young people
that wants to develop soft & leadership skills through Stronger & Smarter virtual
promotion Looking for Recognized
and trustful third validators of our brand
Ensuring all roles and JDs we plan will develop leadership
in every XP
Showcasing our Alumni or Universities’ Principles as
main promoters that invite young people to join “GL”
Recruitment, so we can build up more Credibility
Creating attractive digital content that can bring clarity
regarding TXP & a desiring feeling towards it
Contacting our Applicants maximum 48 hours after the sign
up Reinforcing the
Message regarding what kind of countries are suitable based on
profile
Supporting the decision making process with various and previous filters from different
assessments and tools that can offer an
objective perspective regarding the candidate
Implementing more professional selection tools so
we can have a better assessment of our candidates
and not only a qualitative perspective but quantitative
as well. Giving priority to skills and competencies more than
backgrounds when it comes to recruitment processes.
Professionalizing OPS Agenda with externals to ensure we can truly Prepare American Ambassadors
Strengthening AIESEC relationship with key
Embassies to speed up Visa Process
Reinforcing EP Lead
Sending Delayed Delivery & Logistics info
Having a complete plan of physical & virtual touch
points to track EP during the whole XP Allocating more
talent to run Delivery Processes
Improving our CRM & Delivery Tracking
Tools and IPS Implementation
Thinking that the ICX is the only
responsible for the EP XP & Delivery
Supporting our TN Takers with Intern reception preparation
& expectations alignment regarding adaptation
Providing all needed information regarding
legality and logistics so we can generate a feeling of
reliability
Delivering Induction Days for TN Takers altogether with the
Trainee(s) Having a complete plan of
physical & virtual touch points to track our TN Takers XP
Having & assigning specific Account Manager that keep
Tracking the account
Ensuring every TMP & TLP Receive Transition from its predecessor
Considering Induction starts & ends at ‘Induction
Weekend’ Thinking Goal Setting &
Orientation is only about setting a Career Plan
Planning the whole Virtual & Physical education Calendar
from the very beginning
Engaging our Alumni Network for Mentoring & Coaching Services
Measuring Members’ progress constantly
Improving Education platforms to support L&D
Experience Closure, so they
can perceive we care until the very
end of the XP
Analyzing Customer
Feedback for future
improvements Delivering & improving Re-
integration Seminars
Implementing TN Taker Feedback Survey
Analyzing Customer Feedback for future
improvements Running Allies Night
initiative to strengthen our relationship with our
partners and enable powerful Networking
spaces for them
Pretending to consolidate and Re-raise with our
partners if a CLO Strategy
was not created & executed during the
whole journey
Taking into account NPS Data to analyze Feedback for
future improvements Recognizing & Rewarding
our Members achievements and according to our org.
values & vision Recognizing & Rewarding
our Members achievements and according to our org.
values & vision
Thinking Upselling campaig
n must start here, it should
be embedded in the
whole flow!
What kind of leadership does AIESEC US need in the 16.17? How would you describe your leadership style and how will you use that to lead your team and AIESEC US in 16.17?
Section 2 PLAN & DIRECTION
Selecting and leading a team, is one of the most important decisions of a leader. The biggest asset of an MC is people, the only way national office strategies to be initiated and replicated in @US network and also worldwide is through proper MC team management and empowerment. As MCP I truly believe that the key of success relies on the secret of being the best team leader as I can to both of my teams: The LCPs Team and the MC Team. No vision, no goals and no plan can be achieved without them and therefore, all of our dreams as a an united network will rely on my capacity to make this both teams work as one. If something I’ve learned after 5 years of being in this and other organizations is that role modeling is the best way to lead the change you want to see. However, one cannot be a perfect role model in everything and therefore, the best way I will lead the behaviors that the organization needs to execute the 16.17 strategies will be playing with my strengths, that’s why:
I strongly believe that what @US needs in 16.17 is a different thinking. We need to push ourselves to think differently and stop doing things just because “that’s how they’ve always been done”. If we want to grow massively, then everything is up for change and everything can evolve. We need to be ready to change the way we do business. and in order to achieve this dream is needed a strong and visionary leadership.
How would you like to see AIESEC in the US positioned externally by the end of your term? Provide a summary of strategies to achieve your goal
q Simplifying our global & national direction, goals and messages would be a key part of my term.
q Selecting a team that complements me and role models the behaviors I want to keep and shape in the network.
q Being fearless to take the decisions that boost growth and ensure sustainability. This will lead to enable the national plenary to have “uncomfortable conversations” that push us globally to be a better organization.
q My leadership style is usually not having the answer to everything, but empowering people to get the answer by themselves.
YOUTH
The purpose of positioning externally AIESEC US is to differentiate our organization's product and to establish an identity in the eyes of the consumers (youth & corporates)
Wh
y?
1. External and Public Relations
2. Strategic Partnerships
3. Digital Marketing
CORPORATE SECTOR One message: Our consumers being aware of and recognizing AIESEC US as
leadership experiences’ and high caliber talent provider
Others talking about us!
Universities and Youth Organizations who will
share with their members what we do
Take advantage of global partnerships specially the ones
related with press to increase our presence
Share AIESEC with key contacts!
Communicating what we do!
Common
The brand’s positioning plan needs to be targeted depending on our consumers (youth or corporates) to define specific channels and approaching strategies: H
ow
?
Define key events happening in the year to participate as main speakers and youth representatives about topics that matters to our organization, participating in networking events to increase our network , approaching at least the top 7 entities' partners embassies to stablish strong relationships.
#YO
UTH
SPEA
K
Define key strategic partners as supporters to spread the word about AIESEC, finding possible consumers and increasing our reach. It is important to define specific partners depending on our possible consumers (youth & corporates)
Find all the talent acquisition associations to stablish partnerships
with them as bridge to big organizations and start ups that could
be possible next ICX Partners to become their first option for employer branding and talent sourcing having
clarity on our purpose and value proposition
Digital marketing also needs to be defined and have clarity on our segments, Facebook marketing strategies should be directed to approach students and youth in general and LinkedIn to approach all the recruiters and possible partners our social media campaigns should be connected with the global YouthSpeak strategy and topics that youth cares about.
Explain your initially proposed MC structure
Section 2 PLAN & DIRECTION
MCP
Operations
Global Talent Organizations
Account Delivery (Part time)
Global Citizen Organizations
Global Talent Students
Global Citizen Students TM
Finances & Legal Digital
Experience
IM Manager (Part time)
Business Development
Conference Manager (Part time)
Public Relations LCD
Total MC Members: 12 AD, IM and CM won’t be part of the MC team
Disclaimer: Structure follows STRATEGY, and not the other way around. We need to have an agreement first on what are our common objectives and clear expected outcomes, and after, we need to be flexible to adapt our structures, our processes and all of our resources what according to the context is needed. In this sense, I propose the following structure initially but during the term it can be adjusted to what the network is demanding from us.
The structure proposed is based on these 3 elements that will help us to connect all of our resources according to our end goal, but flexible to the organizational needs at any given point of the term.
Resources
GO
AL
S People
Finances Customer Flow
Main Changes!
There is a really thing line that differentiates leadership vs. management, but if for this context, we think about leading an strategy vs. leading the implementation, we can say that you need more people if you want to manage, but you don’t need more people if you want to lead. Based on this premise, I would envision the 16.17 structure kind of similar to our current MC 15.16, with the exception that I would delete 2 MC positions (OD & Mkt) and evolve some of the JDs. q Digital experience will be mainly focused on our internal and external channels management, create strategies to improve
our conversion rates on all our platforms (OP, Website, etc) and develop national strategies to make GC & GT programs viral. This MC member won’t manage LCVPs Marketing at local level, this will be now a responsibility of the GT, GC, GL Program heads.
q BD and PR will have exchange and financial goals because I would like to evolve these JDs into something that would release financial pressure from the national plenary and the External relations Team (BD - PR).
q Due to the many strategies that the LDM and Mid-Term Ambition are bringing. TM will be inside of the operations team to guarantee LDM implementation in every single XP and facilitate the synergy between the Global Leader program and exchange functions.
q LCD (Local Committees development) entirely focus will be supporting current and new expansion entities development.
Finally, just to not forget, another very important stakeholder of the MC, is the team who is supporting the implementation across the network, and in addition to the MC, during the 16.17 term, the National office would also have to co-work with a strong synergy with the NSBs, ECB, Steering Teams, Part-time staff and CEEDers all over the nation.
MC 16.17 Disruptive Innovation
Section 3 CHALLENGE
i honestly have to say that i still don’t have the exact solution for what I’m about to ask, I’m in the process of figuring this out. But I definitely want to invite more people to have this discussion with me because it’s been making so much noise on my mind for so long and even more when a arrived to this country.
The United States, AS a nation, has always been, historically
speaking, ahead of the curve. What is needed for AIESEC in the US to be ahead of the curve AS WELL?
There are many theories that propose different ways to get one or two more stages ahead of your normal curve and millions of authors researching about how to evolve products, processes, entire systems, business model, etc.
However, and this probably will go against to the pragmatic side inside of me, by experience I can tell you, there is not theory that can convince people to do something bigger than they have
ever imagined if they do not believe, truly, purely, honestly believe in themselves and the people around them.
As I mentioned earlier in my application, I strongly believe that it’s all about leadership and it’s all about the people that at the end of the day are able to execute the most simple strategy or task and transforming it into a huge impact.
Three years ago, somebody told me this about the 2015 vision: “When we created AIESEC 2015, those three statements defined the kind of organization AIESEC could be. We wanted AIESEC to be at a stage within 5 years that we no longer had to fight for one, one exchange. But we could be that youth organization and one million exchanges seemed like a good amount for us to be that.”
But we are not at that stage.
I think that In order to continue the prosperity our country is used to, we need to enable our young people to be the growth drivers of our economy - whether its growing the American century or building more job-creators than jobseekers.
Section 3 CV
Resume
Adriana Villar A. MCP 16.17 Applicant
AIESEC US
Section 3 Endorsement
Home Entity AIESEC in Colombia
Juan Carlos Fayad
MCP of AIESEC in Colombia [email protected]
Section 3 Endorsement
Affiliated entity AIESEC in San Luis Obispo
Lydia Edwards
LCP 2015 of AIESEC SLO Joanne lu
LCP 2016 of aiesec SLO [email protected]
Thanks FOR READING MY DREAMS! …now, I’m expecting a lot of questions from your side :) Tons of love, Adry
Check my platform here: http://usmcp1516adrianav.strikingly.com/
