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Wincate M. Muthini - Mcp 16-17 application

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Get to know the MCPe's vision and direction.
9
AIESEC IN ETHIOPIA MCP 16/17 APPLICATION Section 2: ANSWERED QUESTIONS Wincate Muthini
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Page 1: Wincate M. Muthini - Mcp 16-17 application

AIESEC IN ETHIOPIAMCP 16/17 APPLICATIONSection 2: ANSWERED QUESTIONS

Wincate Muthini

Page 2: Wincate M. Muthini - Mcp 16-17 application

A : LOGISTICS

1. Attendance for IPM - Yes , concernhowever on registration for the conferenceand on visa duration upon selection.

2. When to begin transition- I can beginimmediately upon selection as I amphysically present in Ethiopia.

B : MYSELF

Courage To always step up especially when it affects others .

I believe in Karma. Living byfollowing what is right,tough as it maybe. For awrong, will not only affectme, but those around metoo.

I believe that to build amagnificent castle I need totrust in others and theirskills to help me build it.When trusted by others, Itake it up with honour andlive up to it.

I am Wincate Mathei Muthini (Briefly in history – Winfred Catherine ElizabethMathei Muthini ) . The easiest way to describe myself is simply , W.E.I.R.D. AWonderful Exciting Intellectual who is easy to Relate with and Dynamic.

My key values in life My Leadership Style

Servitude with a listeningear. I draw inspiration andconclusions by listening withintention . Creating spacesfor those I lead to air outtheir ideas and togethercoherently come up with animplementation tactic.

I always press on for asolution each time learningfrom the past. To me itsabout the bigger picture ofwhat our goal is and whomwe need to achieve it.

The world cannot be influenced by one person , it will take lifetimes to bring aboutmonumental change and adaptation. Hence , my purpose in life is to search forknowledge and gain experience to share and enable others to come up with theirown conclusions . This is the start of innovations to impact their surrounding (environment, society /culture.) Collectively we change the world , sector by sector.From Engineering to music.

My MCP term will push me further in my pursuit of knowledge and skills. This isthrough connecting with a diversity of people and platforms that will inspire theentity to grow beyond its limitation of a ‘young ‘ entity. Where the members thriveon testing impossibility theories, learning and consequently impact many others.

As such my role in a team is the strategist, bringingup different scenarios from each case study basedon resources available. As a Visual person I createmind maps that show what can run simultaneouslyas well as sequentially. Key example was Pioneers2015. Despite every road block such as last minutevenue cancellation , I would always suggest waysaround time after time until what was deemedimpossible, at some point, became successful interms of output and knowledge delivery. ( thoughshort of the dream goal setting )

My drive is the eureka moment / light bulb after constant innovation, the different challenges andopportunities that propelled my growth beyond what I would have expected. The passion I see . InAIESEC, I not only get a network of like minded individuals but also a platform to continuously push thelimit with ideas each time coming up with a solution. My highlight is when we actualise Ideas thatmotivate others into action and impact countless others. This is a crucial art I want to fully master toinfluence the external world in my life long connection phase.

Page 3: Wincate M. Muthini - Mcp 16-17 application

1. I can't say 'No' if someone asks me for help with some work.

2. I sometimes tend to get caught up in too many details that delay execution.

1. Creative thinker2. Pro active learner and implementer3. Good listener4. My communication skills help me stand up

and put forward my views in front of a group of people.

Strengths Weaknesses

Their effect:Makes me keen on delivery setting up high standards. As a complementary measure, I trust in transparencyand delegation, openly being asked for assistance and using feedback to re-adjust ,all with the final goal anddevelopment of those I engage with in mind.

Because I trust in the human spirit of curiosity.Through facilitation, I understand how this innateinstinct can transform this entity.

Because I sound too crazy yet

intriguing. Perhaps you are curious enough towonder why not ,not.

My unique Contribution to the 16/17 – An inquisitive mind and foresight

of the bigger picture to keep us in track of our vision. I consider myself practical (adaptable to currentscenarios), passionate visionary, straight-forward, courageous and, most importantly, people-oriented. My experiences ,thus far, have enabled me a different perspective of thinking,combined with my diverse professional and AIESEC background, I believe I can contribute to the teamboth in work and social environments. Plus, I am creative and ‘beyond the future’ – Who wouldn’twant a ‘back to the future scientist’

How this can lead into opportunities , is through understanding the human connection hence we get opportunities through linkages and through the same, threats in form of being taken advantage of. Clear distinction I have made over the last couple of months , is being direct and transparent as well as challenging a situation that is not favourable . As a possible MCP it’s no longer just about who I am but who we are as AIESEC in Ethiopia.

Aggressiveness posses an opportunity in ensuring we press on with our goals, adjusting to any obstacles that we may face. On the other hand a challenge to non aggressive types.. Adventurousness means living outside the boundaries . As with every adventure, we are clear its not all rosy, though knowing the end result is an experience like no other and a path paved for others to follow.

Page 4: Wincate M. Muthini - Mcp 16-17 application

C : MYSELF & OTHERS

Profile &Personality

Engaging, diplomatic , can influence people , committed , persistent

Background and Experience

TM &OD , LCP , Mcvp.Agenda manger ,Facilitation ( Local and international )

Profile &Personality

Keen on details , diplomatic in resolving issues, committed , foresight

Background and Experience

IGCDP , OGX, marketing , ep manager,TN manager

Profile &Personality

Persistent, emotional intelligence, relatable , can influence people , easy to communicate with , committed

Background and Experience

TM &OD ,Facilitation ( Local and / international conferences) , BD, Marketing, OGX, ep manager

Profile &Personality

Keen on details, persistent , innovative , charismatic , committed

Background and Experience

Conference manager , IGIP , BD , Marketing, IGCDP , TN manager

Profile &Personality

Transparent in communication, keen on details, high moral regard , foresight , firm

Background and Experience

LCP and above , Accounting , F L A, OCVP Finance (Local and / international conference),

Profile &Personality

Keen on details, committed , innovative , creative , charismatic , foresight , easy to relate with

Background and Experience

Marketing, PR, communication , OCVP MaC , IGCDP, OGX Graphic design , social media management , printing

MCP

MCVPIGCDP

MCVPOGX &

EXPANSIONS

MCVP IGIP &BD

MCVP MaC &PR

MCVP TM /OD MCVP FLA

My potential - team’s leadership is characterised by transparency , integrity, inclusiveness in planning, energetic, solution oriented , innovative and easy to relate with.

This a strategic preference , I am open minded to diversity in applications.

Page 5: Wincate M. Muthini - Mcp 16-17 application

Communication – Use of newsletters for externals , BOA ,Mc team and LCP with differentfrequencies. Reports on the programs for tracking progress and covering any projects (conferences, events, )Quarterly physical meeting with BOA and external stakeholders.

Weekly meeting and updates by MC team and LCPs

Development /Empowerment –Mc Team – Team days ensuring we go through the different phases of team formation.Tracking and providing spaces for individual professional and Personal goals to ensure abalance.LCP – It is key that the LCPs also have a team culture , building reliance , collaboration andsupport system in the role. Tracking and providing spaces for individual professional andPersonal goals to ensure a balance.

Team’s right performance and focus - I will use an interactive fun weekly tracking system ontheir portfolio projects with an RnR system. Focus can be achieved if they are in a composedstate . Hence unofficial one on ones and team hangouts building trust and reliance on eachother. Should one face a challenge they know the team can support them. This followsthrough with reports.

BOA- in order to actively engage and empower them , we shall have quarterly meetings totrack our progress . Members of the Board will be assigned an MCVP and LCP to mentor.Quarterly unofficial meetings such as dinner to build a connection platform. Monthlynewsletters to keep them in the loop hence easier to follow up during the quarterly meetings.

Current culture has a focus on large projects with the aim of fast returns and less attention tothe fine print nitty gritty. The same applies to any other undertaking such as events. The cultureI envision is one where plans are set in motion in advance, giving ample time for trainings,selections and most importantly attention to detail. Where we are viewed as a professionalorganisation with articulate members by the externals.Steps to ensure this is based three simple things.1. Understanding the product – Be it the AIESEC programmes or events.2. Revising the processes – Having follow through guidelines / customer flow check points for

the programmes and events3. People – Harnessing the right skills and recruiting the right talent. Where AIESEC in Ethiopia hasa Knowledge hub structure. Putting in place friendly competitions with RnR systems . Capitalisingon conferences and Local committee Meetings (LCMs) where we create spaces for innovation andtesting.

A culture of achievement to me is a culture of being always on the move . Believing thereis always a solution for every challenge and implementing it while paying attention to thebigger picture and nitty grit, to keep learning and evolving so that when faced withsimilar challenges one can quickly adapt and solve it . Most of to understand theimportance of networking with others who have specialized in the field to achieve thedesired results.. This is in part the kind of culture I want to have for my MC team , thatand also never giving up no matter how tough it may get . When they rely on each otherthey can get through anything.

A potential challenge is that they will have different personalities and behaviours . Inorder to create it first I will need to have an understanding of their personality, behaviourand ambitions. From this point I can use some of my facilitation skills to create spacesthat best suit their style , considering readjustments will be there before getting the rightmix.

5. What needs to be in place to be more of an LC driven entity? How do we implement it?

1. Comprehensive transition : Having LCPs elected first then giving them theopportunity to be part of their teams selection. For LCEB elects to be complete by endMarch so as to have a transition space between LCEB , MC current and MC elect andLCEB elect. This means the two EBs can have comprehensive transition, practical andtheoretical. Practical being handling of summer peak as a project till June collaborativelyto understand and appreciate the process. This ensures LC have more knowledge andstability in following through with the rest of the years plan for 16/17. MC hencebecomes a support.

2. LCP monthly Summits to boost understanding and continued collaborative trend thatcan result in larger projects with collaborative responsibility. As well as have constantcheck on the trajectory of the entity while giving feedback to MC support accountability.

Page 6: Wincate M. Muthini - Mcp 16-17 application

D : MYSELF & THE WORLD

AIESEC in Africa and AIESEC in East Africa are important to the entity especially inthe aspect of IGCDP and IGIP . Ethiopia being the centre of AU means a lot ofcollaboration initiatives between Ethiopia and the rest of Africa , of which AIESECentities are present. This is poses and important exchange link especially inter-university for course internships to boost OGX. Our responsibility hence is to Identifythe bilateral opportunities presented by the collaboration between states andinstitutions of higher learning to contribute to our sub –regional , regional and worldgoal in GCDP and GIP.

Strength Weaknesses

Threats Opportunities1 .University co-operation duringorientation and internship period2. African Youth Charter focus and

strategically positioned at the homeof AU

3. Networking opportunities at AU andUN conferences.

4. Majority companies want reachbeyond Addis such as Hawassa andMekelle- capitalising on the LCsmeans increase in partnerships .

5. Interests by Govt. Private , Publicand NGO sectors in youth driveninitiatives. Eg National IGCDPprojects

1. Week conversion processes – Need to align with customer flow and have checkpoints.

1. Lack of a CRM especially for businessdevelopment and IGIP – Need to use BCPsto establish one hence ease the process

2. Financial transparency – Need fornational tracker monitored by VP F’s henceminimising embezzlement risk.

3. MC full time engagement at EiABCweakens MC- LC relationship as well asaccess. – During review of the contract ,need to establish flexible time as well as

2. Member Knowledge and pipelining – Focus on knowledge cycle as well capitalizing on delocalised learning spaces.

1. Universities interest in internationalization of students.

2. Companies invested in youth engagement spaces.

3. Student interest in engagement with AIESEC.

4. Based on unique culture , 2015 tourist destination went Ethiopia making it prime for IGCDP.

5. Home to the AU and several embassies as well as UN factions . Prime for impact project partnerships.

6. Strong interest in Student Ambassador program by companies.

3. Lack of focus and customised products. Eg GDCDP pillars and entities of interest to target customers. Lack of BD products for companies. –Need to focus on strong products customised to the Ethiopian market. Increasing sales and customers for the programmes.

Increased focus on ICT.Ethiopia has been named one of the most IT intelligent cities in Africa in

architecture and rising technology. There is a massive need for IT talent in most

companies and this shift will come in handy in creation of GE opportunities aligned

to the start-ups. ICT will also make things smoother for our stakeholders ranging

from EPs, corporates and students by providing better service, support and AIESEC

being easily accessible through our various platforms.IT has made the world a

global village and AIESEC Ethiopia will have a shift on using digital marketing of

opportunities and positioning AIESEC Ethiopia as a global brand.

Advances in global education, health and technology have helped empower

individuals as never before, leading to increased demands for transparency

and participation in government and public decision-making. These changes

will continue and are ushering in a new era in human history in which more

people will be middle-class than poor. AIESEC Ethiopia will be able to harness

on strong individuals as the best talent to take the entity to the next level.

Rise of the individual

I will tackle two particular trends

Page 7: Wincate M. Muthini - Mcp 16-17 application

AIESEC 2020 midterm ambition means AIESEC will grow exponentially with a shift from beingprogram based to leadership development in every experience hence more aligned to ourvision which is peace and fulfilment of humankind's potential.

We are a youth leadership movement – To me this means that our impact is so big that we arerecognized across sectors by all our stakeholders and non -stakeholders as a youth leadershipfactory because we are truly developing leaders who stand tall amongst many and act whenpeople would not dare to take action. AISEC in Ethiopia will need to engage a diversity ofstakeholders , understanding the diversity in need and hence innovatively come up withleadership centered products best suited for them.

We shape what we do around what the world needs – I envision an AIESEC which is not onlyaddressing the world’s needs but is collaborating with like-minded organizations in addressingsignificant issues affecting our countries. Our projects are shaped around the global agendaand every member is very clear and understands how the effort they put into AIESEC each andevery day makes the world a better place.

Growing disruptively – an AIESEC where every member is very ambitious, every member thinksbeyond their limitation and come up with innovative ideas and act upon them. We grow somuch in our programs that the world (our government, universities and companies) can nolonger ignore us. We are loud because our programs are very relevant and we will do whateverit takes to be heard. Growing disruptively means an LC can grow from 30 exchanges to 300exchanges in a year while taking advantage of trends to catapult the growth such as digitaltransformation.

Being Accessible to everyone everywhere – We have our presence in allUniversities , youth centres and a strong virtual presence which makes it veryeasy for anyone anywhere to reach us. We are so accessible that we nolonger have door to door campaigns but rather our customers are able toreach us virtually for our programs and even participate virtually in ourprograms.

Looking into the Africa charter that the African Union has chosen to adapt as they analysed it to best suited the continent versus the SDS (though they both share some similarities) I choose to focus on two particular issues that are a major focus.

I. Entrepreneurship boom in AfricaNot just in Ethiopia , young people are venturing into entrepreneurship. As such comes theneed for access to capital , network and knowledge . Through AIESEC and based on currentinitiatives we have undertaken , such as Next Innovators Conference and upcoming ACE(Achieving career excellence ) conference, we can provide this innate need and further it byproviding exchange packages centred on different forms of entrepreneurships (incollaboration with entity partners ) hence appeal to a wider market.

2. Diversification and investment in education.Majority youth , are of the opinion that what they learn in the current institutions is misaligned with the market needs. This can be based from the internship experience and interaction sessions they have with potential employers. AIESEC in Ethiopia can facilitate innovative university to university internship exchange in different countries . Granting the youth access to diversified knowledge spaces , practical application ,learning trends abroad that can be of benefit to them and the larger society.

As MCP my active role facilitating partnership with stake holders invested in the African Youth Charter such as the AU , institutions of higher learning etc. Working together with LCPs (representative of LCs ) in fostering the partnerships and tracking to ensure we can account the impact and relevance of the projects for future expansions.

Page 8: Wincate M. Muthini - Mcp 16-17 application

E : MY PARADIGM

Team – For them to adjust to my personality and crazy non official ideas for teambonding. In order to overcome it , right from the start, immediately after selection ,willget to know each other personally and through others opinion . I quickly adapt andunderstand what works and what doesn’t .

Work – 8 -5 work schedule for our partner will limit my mobility especially as I plan toengage more with the external market as the face of AIESEC in Ethiopia. To deal with thisI am setting in motion the renewal of our contract with EiABC that will see the MC teamget more flexibility in time and focus more on AIESEC.

Personal life – So far being here I a found a new way to balance this aspect of my life theonly remaining challenge is becoming more busy as I focus on my design work . To overcome this I am putting in place a timeline dedicated for that type of work and make suremy schedule is clear for team and LC hangouts and continue with the rest of my routine .

The term where together as AIESEC in Ethiopia we ironed our kinks and saw growththrough focus-products , defined processes and enabled talent pool. And our brandimage getting a positive outlook on reliability and ease to access opportunities

1. At least 2 cross - country university partnerships for Global Entrepreneurs and globinternship program2. PR where AIESEC is present in all relevant event. Boosting our image and network.3. One successful LC – LC national project that has a partner , housing and trackedimpact.4. Heathy financial status of LCs and AIESEC in Ethiopia – Through exchange andpartnerships.5. At least 5 National partners and 2 per LC – Revision of CR policy, focus products on LCstrong suit.6. The year we all achieved our personal and professional goals7 Stakeholders dinner : -parents, partners , I &O Eps present .8 Comprehensive transition for LCEB. To go crazy on Summer peak and ensure the

current has a thrilling end to their term by achieving their set goals and new EB isconfident to continue the trend.

1.

PeopleProcessProduct

-Specifying the focus eg PillarsFor exchange

-Supply and demand alignment with Country partners and national partners

-AIESEC in Ethiopia outline documents

-B2B (Business to Business)B2C (Business to customer) Marketing to push the products

-Customer flow implementation and check point

-Customer Relations Management tool especially for corporates

-AIESEC in Ethiopia reference material

-LCM training implementing the education cycle focus for knowledge management

-Quarterly Member status Review (Asses performance and knowledge plus experience levels )

LCM training focus for knowledge management

-ECB quality board

From 15. 16 - Build on exchange awareness for ogx and interaction platforms for ICX. CEEDership rotation for Mekelle & Hawassa. Incorporating the OC camp for standards in conference management. Use of OGX for financial sustainability especially in acquiring housing for IGCDP.

For AIESEC in Ethiopia 2020 we need a strong foundation to support : Being accessible everywherethrough comprehensive B2B and B2C marketing . To get demand, the market needs to know andunderstand there is supply hence emphasis on having focused products / customised to need .Ethiopia and especially Addis Ababa is among the top ranking diplomatic cities with a lot of ofNGOs and embassies setting base. To build the external relevance and be involved in majordecision making forums focusing on the youth we need to customize out products under GCDPmainly to align with the global /African focus. Supplying the demand. Finally in order to growdisruptively we need to invest in the network and have a ripple target focus especially in Businessto Business relations . The centre being current AIESEC institutional partners. The universities ,outwards to multinational corporations, (this is focus from LC level)

Page 9: Wincate M. Muthini - Mcp 16-17 application

Start Stop Continue

Start Stop Continue

Start Stop Continue

Start Stop Continue

-Quarterly member status review

-Fully implementing Team standards – Include performance contracts

-Diversifying talent pool-Flexible contracts with loopholes

1. TXP (Team experience)– other than conferences capitalise on the educationcycle , localised knowledge hub access for members . This will improve theskills and calibre of talent pool in AIESEC in Ethiopia . A quarterly MSR willensure efficient tracking of progress and analyse efficiency ofimplementation for team standards.

2. GCDP sustainability – ICX accommodation and focus projects . OGX ,university support through student council , relevant student support officemanagement board. This create a financial and talent support cyclebetween OGX and ICX while building on our external relevance . This alsoensures we live up to the first phase in AIESEC 2020 of being accessible.Accessibility starts with visibility.

3. B2B (Business to Business) and B2C (Business to Customer) marketing – Forus to reach our targets we need our clients to know and understand ourproducts ( Leadership centres) hence create a demand . This is definitelyfollowed suit by intricate conversion process and implementation of S&S .This will build on our external visibility and uplift our dented image.

-Capitalising the use of OP by potential OGIP

-EP Pre prep for OGIP -Vague TN descriptions -Diversifying TN pool

-New products suited to ET market.- Implement a CRM

-Flexible contracts with loopholes

16/17 17/18 18/19 19/20

Ground work

-Direction in product customisation and

focus -Organisational

culture , generating good calibre of talent

-Process check point with CRM

- Phase 1 Business To Business focus -

Universities

- Business to customer target

marketing. (Students)

Phase 1 : BRAND Phase 2: Capitalize Phase 3: Establish

-PR on running projects/partnerships

- Higher calibre talent at midlevel

- Increased relevant Partnerships and

sponsorships

- Representation at youth related

summits

- Minimum 2 successful national

projects

- Minimum 5 successful national projects – Regional

rooting

- AIESEC events with NGO ,private ,public

and govt. representation

- Expand to be 7 LC and 2 Su and 5 exchange hubs

- B2B Sub regional organisations

- Minimum 5 successful national projects – Regional and international

rooting

- High calibre talent all levels

- Priority go-to organisation

- Present and active in more than 20

universities LC ,SU and exchange hubs

- Using OGX as a financial support for IGCDP housing

- Running campaigns before the peak

- National tracking sheet of I &O Eps , details eg insurance etc.

-Fully implementing Team standards – Include performance contracts

-TL training seminars in team management.-Attend regional conferences and partaking in CEEDerships

-Inefficient transition- Over reliance on MC

-Team bonding culture

-EP engagement

-Attending national driven training spaces

-Attending national driven training spaces.- Being part of the team bonding culture that build trust and reliance,

Not pressing to have a clear JD

-Partaking in Legislative decisions that shape the entities growth

-Last minute marketing hence missing peaks.


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