raúl pineda mcp13/14 application form
DESCRIPTION
My Application form for the second round of MCP Elections of AIESEC in Austria for the term 2013/2014TRANSCRIPT
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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?
What role should the MC play in AIESEC in Austria?
The MC is a strategic entity. It must understand the direction each LC
should follow in order to grow and realise their potential together,
therefore understanding what the connection points among LCs are
and encouraging them. Growing together rather than just growing
at the same time. Understanding the LCs’ growth paths and
coaching them into achieving the results must be the top priority of
the MC.
At the same time, the MC needs to understand where AIESEC in
Austria fits in the global direction, and is able to translate the efforts
of many different realities into relevant inputs for the entity.
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 and a mediator: 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. This can be seen through
effective tracking of the LCs’ development and smart planning:
setting not only numerical but time-bound goals from the beginning
of the term and reviewing their accomplishment continuously with all
LCs.
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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 describe the current situation of AIESEC in Austria’s national
plenary and the actions you would take to improve the status quo
until the beginning of your MC Term.
I believe the plenary of AIESEC in Austria is in a period of transition.
After adapting to the refreshed AIESEC Experience, a new
conference model and executive board timeline and having the
most entities ever in the country, AIESEC in Austria is figuring out how
to work together and not just alongside.
Starting with the concept of collaboration, which has been pushed
a lot during the term, AIESEC in Austria is continuously prototyping
work styles that will define the future of the organisation in the
country. The leadership body of the entity is realising that the
structures built in the past years need revision for this new reality and
there’s uncertainty for the future.
Fortunately, this is also one of the most exciting moments to be part
of AIESEC in Austria. New ideas are being tried out all over the
country, LCs are being successful in areas that had never been done
in their cities before and in general, AIESEC in Austria is realising that
dreaming is allowed, and the only thing that is needed to get there
is hard work.
I believe that one of the most crucial issues currently in the plenary is
a complete misalignment of expectations throughout it. From what
role should the MC play in LC Development to what is the direction
of AIESEC in Austria to which metrics are been used to analyse our
performance there is a severe lack of common ground in the
plenary. This is why I believe it must be a priority for the MCP Elect to
have conversations far and wide throughout Austria to understand
what do the members of the General Assembly expect from the
following term, find the common ground and be extremely clear on
what does it mean in the end; just before the start of their term.
Alignment of expectations will be key for the next MC, without it
AIESEC in Austria will keep stumbling and performing almost by
coincidence without a clear path, whatever strategies the MC tries
to implement and however good members the LCs have, Austria is
in need of a united term.
To achieve this unity I would concretely visit all the LCs and speak
with every person that will be involved in the next term and start
building a bond of trust with the entire MC, I will coordinate my team
to do the same from wherever they are –especially during EuroXpro
and ALPS, so by the moment the entire team is together in Vienna
there is already a strong bond with all the entities. And we are ready
to rock the term 2013/2014 like never before.
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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