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Executive Summary

Behavioural Drivers

Brand Strengthening

Understanding that each activity is a branding activity is key to be recognised in our target markets.

Create a strong brand for AIESEC & Youth. AIESEC & Organisations and AIESEC in Austria and the Network.

Position AIESEC in Austria through proudly displaying our success stories and the impact our operations have in our

stakeholders.

Scalability of Operations

Expand our Reach | Amplify our Capacity | Deliver the Promise

AIESEC will only have a real impact in society if we reach more markets and ensure the quality of the delivery of our

products. Create fast, scaling systems that allow us to adapt to the changes in the market and are exciting for the

members of the organisation.

100% Stakeholder Satisfaction

An organisation is only as good as its customers think it is. Identify the key external & internal stakeholders of each of

our operations and ensure that they are satisfied with our performance. Accept that each AIESEC Experience is

unique to all the stakeholders and capitalise on it. This must be the main driver of any service-oriented organisation;

in the end, branding and scalability will only be possible if we deliver the promises we make.

I believe AIESEC in Austria has much

more unused potential to give to

the Austrian Society, Corporate &

Student Markets and most

importantly, to its own members

Focus of the MC

•LC Development

•Commission Management

•Tracking & Coaching

AIESEC in Austria is an entity with a big, unused potential. To ignite results like never before

there are three key behaviours that should be present in each and every operation of AIESEC in the country.

My vision for AIESEC in Austria is a renowned entity across

all sectors for the quality of the delivery of its products.

AIESEC in Austria is recognized for its rapid expansion and

the passion that fuels it members to contribute to Peace

& Fulfilment of Humankind’s Potential.

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My AIESEC Experience

My history in AIESEC

Local IT Systems Coordinator

AIESEC IPN

Systematical understanding of processes from all areas &

developed an Alumni Management System

Internal Communication Coordinator

AIESEC IPN

Understood the importance of the information flow in the

AIESEC Operations, developed a new icomm model for the LC

National Partnership Coordinator

AIESEC in Mexico

Rescued one of the largest exchange partners of Mexico from a critical situation and

grew IC GIP results in over 100%

ER NST

AIESEC in Mexico

Developed a National Product Portfolio based on the

Programmes of the Refreshed AIESEC Experience

R&D GST

AIESEC International

Developed prototypes of data visualisation that inspired the new DAAL

& AFT. Shared the responsibility of designing, implementing and Analysing

YouthSpeak, reaching over 35,000 young people worldwide

IT Subproduct Management GST

AIESEC International

Ran a matchability analysis and identified key growth potential markets

for IT both in the TN and EP sides.

MCVP Finance & Outgoing GIP

AIESEC in Austria

Responsible for the financial management and well-being of the

organisation. Development and implementation of exchange products for technical students. Coach for the

LCs in Linz & Salzburg

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My Conference Experience

Event Host Entity Role

Iberoamerican

Leadership

Congress 2011

Puerto Rico Delegate

International

Congress 2011

Kenya Delegate

Global Exchange

Summit 2011

AIESEC

International

Delegate

EuroXpro 2012 Greece Delegate

ALPS I 2012 Austria Agenda Manager

The Good, the Bad & the Ugly – Successes & Failures

My Expertise

Managing a one of the largest Exchange

Partners in a difficult state into renewing the contract for 18 months,

almost doubling exchange results and leaving a very healthy

pipeline for the next generation when being

National Partnership Coordinator for Bosch in AIESEC in Mexico.

Failing at implementation while

being NST ER. We set the goal to engage as

many Global Exchange Partners as possible in Mexico and despite going to IC in Kenya

with very clear goals the results were not even

close to the expectations, marking my second NST term as

unsuccessful.

•Managing a complicated account with many differentstakeholders involved helped me understand how theprocesses in AIESEC affect everyone somehow involvedwith the organisation. Stakeholder Satisfaction is amentality I want to drive in AIESEC in Austria this year, sodefinitevely having successful, hands on experience in itwould help to lead the country in that direction.

Stakeholder Satisfaction

•Most of the team experiences I had in AIESEC havebeen related to GIP both from the incoming andoutgoing perspectives. Moreover my experiences as GSThave allowed me to understand the programme in aglobal scale. I believe AIESEC in Austria still has a huge,unexplored potential in GIP so having a global vision ofthe programme would help me to drive growth in it inthe country.

GIP Management

•I've had a very diverse experience in AIESEC that has allowed me to seen the organisation's operations from most functional areas. This hollistic understanding is key, in my opinion, for a successful management of the MC Team that increases performance in all areas in the country.

Systemic Understanding

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Personal – Who am I, Where am I going,

and How do I want to get there?

Why MCP 2013/2014?

I’ve decided to run for President of AIESEC in Austria because I

believe the organisation has lot more to give to the Austrian

society, the rest of the AIESEC Network and most importantly:

to its own members. At the same time I think that AIESEC in

Austria is need of an internal disruption to capitalise on all of its

potential, and there’s no one better to generate it than

someone who sees the world differently, but still knows the

internal reality of the organisation; and that’s me.

What is one of your very personal goals you would

like to achieve during your term?

My entire application is based on achieving a mind-set and

vision shift in AIESEC in Austria, which is pretty much what I

want to do with my life. I want to succeed at spreading a new

approach to work & life in AIESEC to later do it in a bigger

scale.

What are your personal long-term goals? How do

you see your potential MC Term contributing to

them?

I want to be a successful entrepreneur in the domestic

automation industry, which means I want to change the way

human beings interact with the space in which they live. This

requires me to challenge and beat the status quo, which is

exactly what I want to do in my MC term. I already

experienced the complexity of working in a multicultural

environment and since this is something I want to experience

for the rest of my life, I want to keep obtaining experience and

becoming better at working in this kind of environments.

In a 90 seconds video please present yourself. Be

creative!

www.vimeo.com/raulpineda/mcp-austria

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AIESEC Understanding – My view of the Organisation.

How do you evaluate AIESEC’s current performance towards 2015?

I believe AIESEC is doing well in the three directions for 2015. Being a

Global Youth Voice is being achieved with the increasing number of

success stories we hear from Youth to Business Forums and similar

events around the world. It also means we are expanding our reach

and impact to those students that choose not to become a member

of the organisation. The initiatives to reach different student markets

are also a valuable contribution in this direction, and the initial results

and projections for the International Tech Talent effort are very

promising in this direction.

AIESEC is also taking care of the quality of its programmes towards

becoming a First Choice Partner. By implementing Net Promoter

Score in pilot countries and preparing the global implementation we

will be able to adjust our processes better and faster towards

becoming the first option for our stakeholders. Still, knowledge

management and the speed at which our leadership and

operational bodies change worldwide present big challenges for

maintaining the quality of our programmes.

Having a Positive Impact in Society has always been one of AIESEC’s

main focuses. We know that the experiences we deliver in TLP and

GIP are most of the time impactful and bring development to the

participants, unfortunately, TMP and GCDP have mixed results. We

need to figure out a way to measure and control the quality we offer

when each experience provided is entirely unique.

Please elaborate on which are the three main benefits each of the

AIESEC Programmes offer to the respective stakeholders

What is the role you think AIESEC should play in society?

AIESEC is a platform that connects the people that will make the

world a better place in the future. It is a laboratory that allows and

encourages young people with great ideas to experience leadership

in a global environment like no other organisation.

TMP TLP

GCDPGIPTeam working hard skills

A challenging, multicultural environment

Personal, proactive development in professional, real world-like environments

Freedom to develop personal and leadership skills

Real, hands-on team management experiences

Personal responsibility and accountability

Platform for professional development in an international environment

Relevant international experience for future jobs

Exposure to different work methodologies and paradigms.

Direct societal impact

Multicultural growth and challenging own world vision

Personal growth through exposure to different cultures and lifestyles

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MC Role Understanding – How do I see my job?

In your opinion, what role should the MC play in an AIESEC

Entity?

The MC should be a strategic entity, it should understand the

direction that LCs want and need to follow and prove them with the

tools to reach the goals. The MC is the entity that aligns all LCs’ efforts

to the shared goals of the country through coaching and functional

development using the international network that its members have

developed.

What are your expectations towards your MC Term 2013/14 in

AIESEC in Austria

I expect to be proud of my team. A group of committed individuals

that increase the impact AIESEC in Austria has with all its stakeholders

and succeeds at doing it. I expect a fearless team that doesn’t care

for the status quo and ignites change like never before in AIESEC in

Austria.

I want a team that is proud of its achievements, celebrates successes

and enjoys every single them of the term, because they are

passionate about AIESEC and excited for the direction we are going

to.

Describe the perfect MCP

The Perfect MCP is a strategist: He or she has built a team of people

they trust who will lead the different fronts to make AIESEC in Austria

grow together. The MCP is someone who aligns the people he leads’

visions and guides them to the fulfilment of the common goal. The

Perfect MCP is an enabler; he or she empowers the network and

proudly represents the members of his country in the Global Plenary.

How would you measure the success of an MC Term? Please

mention minimum two measurements of success.

Average growth in each programme per LC: An MC is only as

successful as its LCs are. Goals should be thoroughly thought and

intelligently set for each programme, and the network should grow

altogether. As a side note: Efficient tracking systems to able to

correct strategies throughout the year are key to achieve this.

Standard deviation of growth in each programme among LCs: A

network is only as strong as its weakest node, and uneven growth

among LCs can be extremely dangerous, if an entity is to grow all its

components should grow together.

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Austrian Reality

Briefly present three challenges and three achievements for

AIESEC in Austria

How do you envision AIESEC in Austria in 2015

In 2015, AIESEC in Austria is renowned for the quality not only of its

exchange experiences, but of its members as well. Students, NGOs,

companies and the Global Network recognise AIESEC in Austria’s

contribution to Peace & Fulfilment of Humankind’s Potential.

More importantly, AIESEC in Austria is a platform that both students

and company see as their first choice for their development. It is the

most well-known opportunity for students to grow above their

academic knowledge and to increase their global understanding.

AIESEC in Austria is also a reliable partner for companies and NGOs

to recruit global top talent, and Austrian AIESECers have a great

competitive advantage to their classmates upon graduation.

AIESEC in Austria has achieved an impressive growth in numbers in

the past five years, dared to take risks and became a global leader

on new initiatives. Our members are proud of their results not

because of the numerical growth we have achieved, but for the size

of the impact we are creating. We love what we do, and cannot

wait to keep increasing our impact in society in Austria and the

world.

Sales Academy

A great team, satisfiedpartners and an excitingoutlook for the results tocome while changing themindset of sales in thecountry.

CR Development

The adaptability of thearea to create newproducts alongside theflagship Career Days torespond to market needs inthe past year.

Collaboration Accross LCs

2012 marked a new wayon which LCs worktogether, with sharedconferences and LC VPstravelling to other cities justto help their peers, AIESECin Austria is an example ofworking together towardsthe same goals.

Student Market Diversification

Despite the initiative toaccess different studentmarkets in 2012, AIESEC inAustria is still veryhomogenous in most LCs.

Leadership Pipeline

AIESEC in Austria faceschallenges when fillingleadership positions withpeople from the countryitself both in the local andnational level, damagingthe HR health of theorganisation.

Financial Health AccrossLCs

The uneven financial realityof the local entitiespresents big challenges onhow to make contributionsand investment fair toeveryone.

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Please mention a strategy and action steps on how to double the number of students engaged with AIESEC in Austria.

Like most scalability projects, we need three main action steps: Expand our reach, amplify our capacity and deliver on the promise.

I believe expanding to more diverse student markets is key for the subsistence of AIESEC in Austria, but to do it properly we need to

rethink what value we offer to our members.

1. Identify the high-potential markets we haven’t approached.

2. Ensure matchability of EPs by focusing on specific profiles. Offer

relevant TMP experiences to complement the academic learning of

students

3. Offer simple, short-term experiences to engage EPs with the

organisation and make reintegration easier.

4. Understand what have we done right with TMP experiences for a

different market and what can we improve.

The best input to a new market is the new market itself

5. Ensure quality and delivery. Focus on cooperations to increase the

realisation rate

6. Use the recently acquired experience and broaden the profile a

little

7. Better engage new markets by giving them more responsibilities

within the organisation and increase our understanding of the

different profiles

8. Redefine our value proposition for the new market

9. 100% Customer Satisfaction!

10. Engage the first round of EPs with more relevant TLP Experiences for

their profiles.

Market Research

EP/TMP Recruitment

Short-term TMP Experiences for

EPs

TMP Quality Survey

GIP/GCDP Realisation

Second Recruitment

Short-term TMP Experiences for

EPs

TMP/TLP Quality Survey

Second Exchange Realisation

TLP Experiences for First Returnees

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Specific Questionnaire – The role of the

President

Where do you want to lead AIESEC in Austria in the upcoming term?

What is your vision for AIESEC in Austria?

I want to see AIESEC in Austria as an organisation that is not afraid of

trying new things. Led by a group of people that understand that we

are dealing with human lives and care about them. We are an

organisation that cares about growth not only because of the

absolute value of numbers, but for the expanding impact our

operations have in their lives and in the world.

Assess the current state of each LC and IG in Austria in terms of

performance, culture and structure. State your focus for the next

term for each entity

AIESEC Graz

Performance: Implementation of new products has slowed core activities,

TMP recruitment was unsuccessful. Difficulty in separating TMP from OGX

recruitment and CR and IC GIP sales.

Culture: Large support and involvement from older members, improves the

general knowledge in the LC but tends to create a high dependence on

them.

Structure: Implementation of middle management, stabilising the EB was a

big challenge in the beginning.

Focus for 2013/14: Stability in the LC structure through successful operations

in TM/OGX and CR/iGIP. Focus on expanding in the Styrian market and

capitalise on the technical students.

AIESEC Innsbruck

Performance: Successful plan achievement after the restructure the IG

went through after CEC. Good performance in recruitment and promising

OGX pipeline. Financial sustainability will be a critical area for next year.

Culture: Close and united for the cause, IG Innsbruck demonstrated that a

small but committed group of individuals can achieve great things.

Structure: Small management body outsourcing education for new

members. Horizontal structure.

Focus for 2013/14: Deliver the experiences in pipeline from 2012/13 and

grow all programmes into a performing state driven by OG GCDP.

Objective: Become a Full Member LC again.

AIESEC Klagenfurt

Performance: Results were achieved in OGX thanks to individual efforts, no

concrete strategy backing performance up until now.

Culture: Individualistic and self-driven. Started to change after the Autumn

Recruitment with the inclusion of new members into a better team culture.

Structure: Completely horizontal and liquid structure with the objective of

building something completely new.

Focus for 2013/14: Member recruitment and strategic implementation of

OG & IC GCDP.

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AIESEC Linz

Performance: Successful investments in CEEDers for ICX & OGX. Discovery is

the base of financial sustainability. TMP Recruitment was not successful

despite the effort of the EB. Financial & Legal issues affected the LC during

the summer and were solved satisfactorily.

Culture: Heavy influence from old members in the LC until Autumn

Recruitment, the LC is striving to change the culture into a fun, working

environment but results have been mixed so far.

Structure: Vertical structure with the EB, Middle Management and Members.

It is generally very rigid in terms of functional responsibilities.

Focus for 2013/14: Increase performance for GIP/GCDP and diversify the

financial model. Improve overall image in the University and results in TMP

Recruitment

AIESEC Salzburg

Performance: Mixed results in TMP recruitment with a lower number than

expected but good performance from the new recruits. Successful

implementation of IC GIP for the first time ever and successful winter

recruitment for OG GCDP.

Culture: Fun LC which is proud of their approach, motivation is hard to keep

up throughout the hard times.

Structure: Clear definition of responsibilities between the EB, Middle

Management and Team Members, healthy flexibility for coaching.

Focus for 2013/14: Increase results on core products to ensure financial

sustainability.

AIESEC Vienna UV

Performance: Excellent TMP Recruitment, results in OG GCDP for winter

were not the expected but built a healthy pipeline for the summer.

Culture: Hard working LC with no respect for the status quo. A very young,

getting things done attitude.

Structure: Suffering the effects of a very quick growth of the entity, used to

having a very horizontal structure that is hard to manage with so many new

members.

Focus for 2013/14: Providing relevant experiences to all the members in the

LC by growing all programmes simultaneously.

AIESEC Vienna WU

Performance: Successful TMP recruitment. Standard performance in

exchange programmes with concerns for quality.

Culture: Corporate mind-set that distances the EB from the membership,

achievements are celebrated in the LC and general culture of excitement.

Structure: Large, vertical and rigid structure. Clear definition of

responsibilities from EB, Middle Management and Team Members.

Focus for 2013/14: Providing relevant development experiences for all

members instead of operational tasks. Increasing core product results

through allowing more freedom for teams in planning & execution of

projects.

What are in your opinion the three priorities for an MCP?

The MCP role has many responsibilities, but the three most important are:

1. Management of the MC Team: Ensuring the execution of the

strategies and tracking the performance of all areas.

2. Leading the Board of Presidents: Understanding and aligning the

national direction to each of the LC Realities. Being there as a

coach for all the LCPs, helping them achieve their plans in their local

entities without losing the big picture.

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3. International Representation: Seeing for AIESEC in Austria’s wellbeing

before the Global Plenary, proudly representing the organisation

with our colleagues all over the world, strengthening our brand and

building international connections.

What is the ideal HR Structure you envision for the National Team of

2013/2014

To me, the ideal HR Structure in any organisation is defined by “The right

people in the right places” while keeping an eye on simplicity. I support a

structure that is easy to understand for all members and focuses on the

commission management like the following.

Each of MC VPs would be responsible to lead their own commissions without

generating unnecessary confusions. Nevertheless, the MC’s responsibilities

go beyond functional areas, so each MC VP would participate to certain

extent in projects from other areas, effectively contributing to a team

experience instead of a co-working space.

How do you envision the national planning process for

the next term?

For the next year, planning and transition need to go hand in hand. The

new EBs and MC should define the national drivers together from the

beginning of the EB term and have a trust relationship since the start. A

proposed timeline looks like this:

How do you see the evolution of LCs in the context of bigger cities

with more universities?

University-based LCs present several advantages to city-based ones. They

contribute with a deeper understanding of the student market and allow to

customise products. Additionally, they promote healthy competition with

other LCs in the city. Unfortunately, AIESEC in Austria is still not in a stability

stage that would allow us to have a massive expansion into more

universities with complete LCs; we should rather focus on accessing them

MCP

MCVP ICP

MCVP OGP

MCVP Comm

MCVP ERMCVP

F&LMCVP

TM&OD

February 2013 -National Transition

Weekend to ensure even knowledge across all LC VPs

March 2013 - Local functional transition

for LC VPs and general transition for

MC VPs

April 2013 - MC Elect and BoP define the

National Drivers during EuroXpro

April 2013 - LC Planning based on the National Drivers during ALPS with the

MC Elect

May 2013 - MC Elect arrives to Austria and

starts physical transition

June 2013 - MC Elect planning based on

National Drivers and local plans.

July 2013 - Plan Presentation,

alignment's done: Ready to perform!

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through Specialised Units that have a medium-term vision of becoming

Initiative Groups and then Local Committees.

How do you plan to ensure a good delivery of AIESEC Experiences in

AIESEC in Austria?

The first step is building the right mindset into the organisation. A culture of

excellence and people that care for each and every single experience.

This can be achieved by the implementation of quality tracking systems

such as Quality Surveys and NPS with a strong focus on recognition to those

who deliver experiences with excellence.

I believe a Quality Control Board can be useful to prevent problems with

the ICB, but positive reinforcement is the best way to build the culture of

excellence that AIESEC in Austria needs for the delivery of its experiences.

What attitudes and behaviours do you want to see in AIESEC in

Austria in all levels of the organisation? How will you bridge the gap

between your vision and the reality?

I want AIESEC in Austria to show a culture of excitement, always striving for

excellence giving it’s best to satisfy its stakeholders and always looking for

opportunities to improve the experiences it provides.

To achieve this, AIESEC in Austria must celebrate the impactful experience

it provides, tell the stories of those whose lives we’ve changed. Recognise

those who go out of their way to do things better and have a culture of

asking “how can I help this improve?”

Describe a brand strategy and elaborate on what the brand of

AIESEC in Austria should be by 2015

The brand of AIESEC in Austria should present Our Promise, based in the

following:

We need to communicate our unique contribution to our stakeholders and

treat it as just one brand. AIESEC for Organisations is not different to AIESEC

for Students or for Companies, and we need to understand that every

activity is a branding activity; therefore we need to take care of delivering

our promise. AIESEC in Austria in 2015 is recognised as a dynamic, young

organisation which delivers impactful & high-quality experiences to all the

stakeholders around it.

Looking at the current state of the country, which do you think should

be the MC Priorities for the next term?

The MC 2013/14 should focus on the LCs, more specifically through the

functional commissions, where we can have the biggest impact, ensuring

from the national side their organic growth in all programmes. It is the MC’s

job to lead the commissions into defining the strategies that will drive the

country to the best year in recent history, to ensure their proper

implementation. In this sense, the priorities for the MC should be: 1. Strategic

Development, 2. Commission Management, 3. LC Coaching and Tracking.

Our Essence

Our Personality

Our VisionOur

Promise