Sustainable Growth, High Performance & Innovation

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AIESEC in Southern Cone MCP 2011-2012

Manuel González Caballero

Section 1 Introduction

PERSONAL INFORMATION

AREAS OF EXPERIENCE IN AIESEC

Area Describe briefly your experience

How3 would this benefit the MC?

TM 8months / TM member and OCP Talent Management gave me all my knowledge as Team Leader. it will be very beneficial as MCP in Southern Cone because our main resource is the membership and I know how to tracking and motivate our Leaders.

ICX Reception Manager / Migration Process

X for me means the essential of AIESEC I have learned all the ICX process as matching, how to use myaiesec.com, International Communications, how to organize your time to answer all the e.mail in a organized way. And it will be very beneficial for the position of MCP because I know how the X business work and how to get involve in the corework areas.

ER LCVP ER / KAM / MCVP ER As LCVP ER, RST KAM and 2 MCVP ER positions, I have learned how to lead a team in the AIESEC way, and also the Corporate view of AIESEC and this is very important for an MCP because I know how works the complete process of X and I have a very good overview of the MCP role in Southern Cone.

APPLICATION VIDEO

http://vimeo.com/19650644

YOU CAN WATCH MY VIDEO HERE

Nombre Manuel Danilo González Caballero Lugar y fecha de nacimiento Panamá, 25 de octubre de 1984

DNI 8-779-2246

Dirección Huergo 323, 5C MC Flat Buenos Aires

Teléfono +54 4775 7733

Móvil +541133184747

Dirección de AIESEC Cordoba 637 2 piso

Teléfono de AIESEC +54 4314 7054

E-mail AIESEC manuel.gonzalez@aiesec.net

E-mail personal manuelgonzac@gmail.com

Skype ID (Requerido) Manu.gonzalez.caballero

My current Experience as MCVP ER in Southern Cone

As MCVP ER in Southern Cone I learn a lot of things of such amazing countries as are Argentina, Chile and Uruguay. The people I meet day by day in AIESEC and in the External Market is amazing, the potential of my area makes me get busy often. This is definitely the best Experience I have in my travel book and I want to continue contributing with this great organization and this great people. My MC team is the must challenging one I have ever had, 8 different global citizen with different points of views make us an special bunch of ideas and an amazing Team, living a experience such as leaders of more than 700 change agents is teaching us day by day new things. When I start in ER the area had some problems but with the daily work we had achieve many goals and we continue working with a focus in Results North. My main goals in ER in Southern Cone are 1. Create a ER culture in the Region. 2. Contribute in the core work areas (University Management, Alumni) 3. New Partners in the Region. My main Deliverables are the CRM tool, Business Development Plan implementation, Networking and ER Trainings, New Partners in the Region. My main Achievements were the New Accounts in Argentina and Chile: EF, Novartis, Grupo E, P&G and that currently negotiating with TATA, Dell and Kraft, also reestablishing the old accounts: IT Covnergence, Deloitte, Fundación Accenture and Interservices; and the last one was helping my LCVPER’s in their daily work by coaching and training monthly.

Greatest Innovative Projects / Ideas Implemented

NOVARTIS Experience

With Novartis we solve many problems in ICX area in Argentina, we sold using our contacts in IGN (Guatemala, CAS and Chile) this important account.

1. We make and Alliance with a Consulter company (Holistic Reallocations) that ensures the Migration process and give us a better support in this.

2. Them we match both TN’s internally with Chile, ensuring 4 Exchanges in SCON, changing our mindsets of matching between Chile and Argentina.

3. We are passing this account to LC Buenos Aires, ensuring the sustainability of the account and reviewing the relationship often.

Section 2 Prioritizing

Questions

1. Evaluate the work of MC 2010-2011 and the current state of AIESEC Southern Cone development, considering its structure, resources and results. What would you keep and change from the current MC orientation.

As part of MC Gyvers, we have many achievements we Growth in Entities and in numbers, our quality and our potential makes Southern Cone recognized in the Region as the 3th potential growing country in IGN. This MC is also adapting the structure by the daily challenge, in this way we are opening new MC part time positions that will help us managing our 15 and in the end of our term 18 entities. We have the biggest LC in IGN as LC Santiago is and also very important projects such as Phoenix Plan and P&G Project, also we have entities that are teaching by the example we new ideas, with very high quality process such as LC Buenos Aires and LC Plata, we have the experience with CocoSur of managing a 7 days Conference. And we are constantly improving by changing OE ’s to LC’s now we are 10 LC’s and 5 OE’s and we are working hard with 3 initiative groups. As MCP 2011-12 I will keep all this amazing things as other things that make us an entrepreneurial Region. What I will change of this MC term is the Conference Cycle, that should be reviewed as we are doing now, I will propose a external review of our finances and I will work hard to make AIESEC a recognized NGO in Argentina, Chile and Uruguay, working hard in a RRPP strategy. Also I will manage a sales strategy that will give my MCP term new partners that MC members will manage.

2. What are the AIESEC global trends and how does it influence on Southern Cone development? Define which of these would require a stronger effort to alignment and how can the MC facilitate this process.

AIESEC Global Trends are based in the 2015 vision that will make us growth in different things as the biggest youth organization in the World. In a World that is facing different problems we need to act fast, strong, savvy and smart as aiesecer’s do. The X+L should be one of our main focus, the complete experience will prepare us to be the global citizen that our society needs.

As Southern Cone in one hand is the 3rd country in IGN by Exchanges we are not by X+L and we will need a bigger effort to achieve and to be consequent with this Global Trend. In the rest is just a matter of quality and professional work and with the growing that we have we will make thing happens as we want.

Section 3 Planning

1. The Main contribution OS in AIESEC Way are: managing

main teams and the establishment of the culture that we

want to implement according to the AIESEC way.

Currently OS structured by the Board of Presidents is guiding our region with the governability strategy and implementing the culture, reviewing plans alignment and taking the decisions that will impact directly the daily work in MC and LC level. The BoP also is responsible of accountability.

2. PLAN. Answer to the questions below briefly. When it is

done, define your MC Year Plan in the respective sheet from

the indicated File.

a) Evaluate the current state of ORGANIZATIONAL STRUCTURE results in Southern Cone, mentioning concrete data to proof your conclusions. What factors, regional strengths and weaknesses lead to this scenario? The central Idea of Os should be focus on Governability, Regional culture implementation and accountability, in this case I think our region have important advances in all this matters but we need to continue improving them. STRENGTHS of OS: Governability and a BoP structure with a good participation of LCP’s of all our entities. WEAKNESSES of OS: Finantial accountability from LC’s and from MC to LC’s.

b) What is the potential of growth of ORGANIZATIONAL STRUCTURE in Southern Cone? Put your vision for the area in concrete goals and define three main strategies to achieve these, considering how the main threats and opportunities would influence your plan. OS will growth with the region, we should ensure that all our entities will be in the network, present in International Conferences, LCP’s should have an active profile in AIESEC and in the city they are present and with a RRPP strategy we can enforce this. I see OS Motivated working as a Board of presidents with an RRPP role that will give us a stronger external presence in the 3 countries.

c) These strategies requires performance from other Areas. Describe at least 2 interconnections and how would you ensure it happens. OS will have interconnections with all the areas tracking and managing the EB’s and the MC but as the current time in Southern Cone, we should be very aware of 3 things. F&L and OS Interconnections: Financial Sustainability and accountability Comm + OGX + TM: Recruitments and X+L Strategy ER + ICX: Innovative projects and financial results ensuring New partners and TN diversification.

3. What is the role of local EB and members on the implementation of this Plan? How would you ensure LCs performance on Local Committees?

The Role of LC EB’s and members on the implementation of MC plan will be very important, that’s why we are just promoting important deliverables that will help LC’s Plan. Once the MC team 2011-2012 start Planning we will have to Plan according to LC’s Plan, helping them in the achieve of their goals. And with the New EB’s in 2012 we will Plan with them. And we will do The same.

Is important to consider that the Member Committee is an entity that help strategically to Local Committees and we will have to work with LC’s Plan. We can’t have a different Plan.

We will ensure LC’s Performance motivating them to achieve their results, creating project with them that will solve any GAP and promoting the innovation in our entities.

For the Plan please check the file “Plan” attached with the application package.

Section 4 Functional Working

1. How do you evaluate the current state of the Local Committees and Official Extensions in AIESEC in Southern Cone? Mention each of them and describe at least one concrete proposal to each of them to improve their performance.

Considering the potential of Chile, Argentina and Uruguay our LC’s and the current state of them is an important issue that we are handeling in the MC Gyvers team, we are working to capitalize this potential day by day. I will propuse as this question pretend one idea to implement in each of our 15 entities.

LC’s.

Buenos Aires: Innvoation Culture and External Focus in 3 Universities. UDESA: External Capitalization and process development. La Plata: TN’s and EP’s diversification and Reserve Found. Cordoba: TN’s focus and DT projects implementation. Tandil: DT Project and funding with Local Government. Mendoza: DT Project, enforce LC and AIESEC Culture. Montevideo: Reserve Found, DT projects and External Capitalization. Santiago: Members rentention focus, Finantial sustainability. Viña del Mar: Reserves Found and DT projects Concepción: Opening new LC’s to ensures Fenix Project sustainable and International presence.

OE’s Bahia Blanca: Process development, external capitalization, DT Project, conference presence. Valdivia: Government Agreements, DT Project, OGX Focus. PUC: External Capitalization and University Agreement, membership focus USACH: External Positioning, OGX Focus. Temuco: Membership focus, external positioning and Conference presence.

2. How do you see AIESEC in Southern Cone results in 3 more years? Which is the path to get there and which would be the 3 key strategies in the next 3 MC teams in order to achieve these results?

AIESEC in Southern Cone will have a great future, the region will have some changes maybe in the 3 years Chile will be an Independt country in AIESEC and the idea is to make Uruguay and Argentina also independents, ensuring the sustainable Growth and the High Performance of all our entities we will get there in 3 years. As the last year of Southern Cone as we know it we will need to achive our goal of 1000 X in my MCP Term.

The 3 strategies that we should implement are: 1. Sustainable Growth: ensuring the finantial situation with Reserve founds and with

membership pipeline. 2. High Performance: we need to get our goals if we plan them we have to

overachive them. 3. External Postioning: In each country we should be involve with the Government

entities, NGO sector and CSR in Companies, implementing a RRPP strategy.

3. In the case that you are entering to Q1 and you have only 45% of achievement of the goals that you have set for the first two quarters and also you are facing the possibility of dischargement from General Assembly for your MCVP ICX and MCVP OGX. What would you do with your team? Which would be the concrete proposal to increase the results?

If It happens in my term with my team I will work hard motivating them and looking for the results that we have to get. This results are mustly in LC level and the problem should be the conection between MC and LC. So if the problem is that we need to make a change of actitud in both entities to have a better work together.

In Q1 with the new EB’s I will propose them with my team a Performance review with short term deadlines and with an action plan to solve the GAP. In this way with Projects in the ICX side and with the help of TM and COM in the OGX side I will focus in solve the GAP .

The main idea in this point is to solve this situation previously Q by Q, thats why we have to track the results constantly and that’s why we spred the year in 4 Q’s.

And in the case that the problem comes from the MC team the General Assambly have the power of dischargement and it comes with the accountability of what we propose as MC team.

Sustainable Growth, High Performance & Innovation

Thank you very much for your time!