Wincate Muthini AIESEC IN ETHIOPIA MCP 16/17 APPLICATION Section 2: ANSWERED QUESTIONS
B : MYSELF
The world cannot be influenced by one person , it will take lifetimes to bring about monumental change and adaptation. Hence , my purpose in life is to search for knowledge and gain experience to share and enable others to come up with their own 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 is through connecting with a diversity of people and platforms that will inspire the entity to grow beyond its limitation of a ‘young ‘ entity. Where the members thrive on testing impossibility theories, learning and consequently impact many others.
I am Wincate Mathei Muthini (Briefly in history – Winfred Catherine Elizabeth Mathei Muthini ) . The easiest way to describe myself is simply , W.E.I.R.D. A Wonderful Exciting Intellectual who is easy to Relate with and Dynamic.
My key values in life
Courage
To always step up especially when it affects others . I believe in Karma. Living by following what is right ,tough as it maybe. For a wrong, will not only affect me, but those around me too.
I believe that to build a magnificent castle I need to trust in others and their skills to help me build it. When trusted by others, I take it up with honour and live up to it.
My Leadership Style Servitude with a listening ear. I draw inspiration and conclusions by listening with intention . Creating spaces for those I lead to air out their ideas and together coherently come up with an implementation tactic. I always press on for a solution each time learning from the past. To me its about the bigger picture of what our goal is and whom we need to achieve it.
My drive is the eureka moment / light bulb after constant innovation, the different challenges and opportunities that propelled my growth beyond what I would have expected. The passion I see . In AIESEC, I not only get a network of like minded individuals but also a platform to continuously push the limit with ideas each time coming up with a solution. My highlight is when we actualise Ideas that motivate others into action and impact countless others. This is a crucial art I want to fully master to influence the external world in my life long connection phase. As such my role in a team is the strategist, bringing up different scenarios from each case study based on resources available. As a Visual person I create mind maps that show what can run simultaneously as well as sequentially. Key example was Pioneers 2015. Despite every road block such as last minute venue cancellation , I would always suggest ways around time after time until what was deemed impossible, at some point, became successful in terms of output and knowledge delivery. ( though short of the dream goal setting )
A : LOGISTICS 1. Attendance for IPM - Yes , concern however on registration for the conference and on visa duration upon selection. 2. When to begin transition- I can begin immediately upon selection as I am physically present in Ethiopia.
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 current scenarios), passionate visionary, straight-forward, courageous and, most importantly, peopleoriented. 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 team both in work and social environments. Plus, I am creative and ‘beyond the future’ – Who wouldn’t want a ‘back to the future scientist’
Weaknesses
Strengths 1. 2. 3. 4.
Creative thinker Pro active learner and implementer Good listener My communication skills help me stand up and put forward my views in front of a group of people.
1. 2.
I can't say 'No' if someone asks me for help with some work. I sometimes tend to get caught up in too many details that delay execution.
Their effect: Makes me keen on delivery setting up high standards. As a complementary measure, I trust in transparency and delegation, openly being asked for assistance and using feedback to re-adjust ,all with the final goal and development of those I engage with in mind.
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.
Because I trust in the human spirit of curiosity. Through facilitation, I understand how this innate instinct can transform this entity. Because I sound too crazy yet intriguing. Perhaps you are curious enough to wonder why not ,not.
C : MYSELF & OTHERS
MCP
MCVP
MCVP
OGX & EXPANSIONS
IGCDP
MCVP TM /OD
MCVP IGIP & BD
MCVP FLA
MCVP MaC &PR
My potential - team’s leadership is characterised by transparency , integrity, inclusiveness in planning, energetic, solution oriented , innovative and easy to relate with.
Profile &Personality
Engaging, diplomatic , can influence people , committed , persistent
Background and Experience
TM &OD , LCP , Mcvp. Agenda manger ,Facilitation ( Local and international )
Profile &Personality
Profile Keen on details , diplomatic in resolving &Personality issues, committed , foresight
Persistent, emotional intelligence, relatable , can influence people , easy to communicate with , committed
Background and Experience
IGCDP , OGX, marketing , ep manager, Background and Experience TN manager
TM &OD , Facilitation ( Local and / international conferences) , BD, Marketing, OGX, ep manager
Profile &Personality
Keen on details, persistent , innovative , charismatic , committed
Profile &Personality
Transparent in communication, keen on details, high moral regard , foresight , firm
Profile &Personality
Keen on details, committed , innovative , creative , charismatic , foresight , easy to relate with
Background and Experience
Conference manager , IGIP , BD , Marketing, IGCDP , TN manager
Background and Experience
LCP and above , Accounting , F L A , OCVP Finance (Local and / international conference),
Background and Experience
Marketing, PR, communication , OCVP MaC , IGCDP, OGX Graphic design , social media management , printing
This a strategic preference , I am open minded to diversity in applications.
Communication – Use of newsletters for externals , BOA ,Mc team and LCP with different frequencies. 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 a balance. LCP – It is key that the LCPs also have a team culture , building reliance , collaboration and support system in the role. Tracking and providing spaces for individual professional and Personal goals to ensure a balance.
Team’s right performance and focus - I will use an interactive fun weekly tracking system on their portfolio projects with an RnR system. Focus can be achieved if they are in a composed state . Hence unofficial one on ones and team hangouts building trust and reliance on each other. Should one face a challenge they know the team can support them. This follows through with reports. BOA- in order to actively engage and empower them , we shall have quarterly meetings to track 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. Monthly newsletters 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 to the fine print nitty gritty. The same applies to any other undertaking such as events. The culture I 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 professional organisation 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 events 3. People – Harnessing the right skills and recruiting the right talent. Where AIESEC in Ethiopia has a Knowledge hub structure. Putting in place friendly competitions with RnR systems . Capitalising on conferences and Local committee Meetings (LCMs) where we create spaces for innovation and testing.
A culture of achievement to me is a culture of being always on the move . Believing there is always a solution for every challenge and implementing it while paying attention to the bigger picture and nitty grit, to keep learning and evolving so that when faced with similar challenges one can quickly adapt and solve it . Most of to understand the importance of networking with others who have specialized in the field to achieve the desired results.. This is in part the kind of culture I want to have for my MC team , that and also never giving up no matter how tough it may get . When they rely on each other they can get through anything.
A potential challenge is that they will have different personalities and behaviours . In order to create it first I will need to have an understanding of their personality, behaviour and ambitions. From this point I can use some of my facilitation skills to create spaces that best suit their style , considering readjustments will be there before getting the right mix. 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 the opportunity to be part of their teams selection. For LCEB elects to be complete by end March so as to have a transition space between LCEB , MC current and MC elect and LCEB elect. This means the two EBs can have comprehensive transition, practical and theoretical. Practical being handling of summer peak as a project till June collaboratively to understand and appreciate the process. This ensures LC have more knowledge and stability in following through with the rest of the years plan for 16/17. MC hence becomes a support.
2. LCP monthly Summits to boost understanding and continued collaborative trend that can result in larger projects with collaborative responsibility. As well as have constant check on the trajectory of the entity while giving feedback to MC support accountability.
D : MYSELF & THE WORLD
Strength AIESEC in Africa and AIESEC in East Africa are important to the entity especially in the aspect of IGCDP and IGIP . Ethiopia being the centre of AU means a lot of collaboration initiatives between Ethiopia and the rest of Africa , of which AIESEC entities are present. This is poses and important exchange link especially interuniversity for course internships to boost OGX. Our responsibility hence is to Identify the bilateral opportunities presented by the collaboration between states and institutions of higher learning to contribute to our sub –regional , regional and world goal in GCDP and GIP.
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.
I will tackle two particular trends
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.
Rise of the individual 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.
Threats 1. Lack of a CRM especially for business development and IGIP – Need to use BCPs to establish one hence ease the process
2. Financial transparency – Need for national tracker monitored by VP F’s hence minimising embezzlement risk. 3. MC full time engagement at EiABC weakens MC- LC relationship as well as access. – During review of the contract , need to establish flexible time as well as
Weaknesses 1. Week conversion processes – Need to align with customer flow and have checkpoints. 2. Member Knowledge and pipelining – Focus on knowledge cycle as well capitalizing on delocalised learning spaces.
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.
Opportunities 1 .University co-operation during orientation and internship period 2. African Youth Charter focus and strategically positioned at the home of AU 3. Networking opportunities at AU and UN conferences. 4. Majority companies want reach beyond Addis such as Hawassa and Mekelle- capitalising on the LCs means increase in partnerships . 5. Interests by Govt. Private , Public and NGO sectors in youth driven initiatives. Eg National IGCDP projects
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 Africa Not just in Ethiopia , young people are venturing into entrepreneurship. As such comes the need for access to capital , network and knowledge . Through AIESEC and based on current initiatives we have undertaken , such as Next Innovators Conference and upcoming ACE (Achieving career excellence ) conference, we can provide this innate need and further it by providing exchange packages centred on different forms of entrepreneurships (in collaboration 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.
AIESEC 2020 midterm ambition means AIESEC will grow exponentially with a shift from being program based to leadership development in every experience hence more aligned to our vision 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 are recognized across sectors by all our stakeholders and non -stakeholders as a youth leadership factory because we are truly developing leaders who stand tall amongst many and act when people would not dare to take action. AISEC in Ethiopia will need to engage a diversity of stakeholders , understanding the diversity in need and hence innovatively come up with leadership centered products best suited for them. We shape what we do around what the world needs – I envision an AIESEC which is not only addressing the world’s needs but is collaborating with like-minded organizations in addressing significant issues affecting our countries. Our projects are shaped around the global agenda and every member is very clear and understands how the effort they put into AIESEC each and every day makes the world a better place. Growing disruptively – an AIESEC where every member is very ambitious, every member thinks beyond their limitation and come up with innovative ideas and act upon them. We grow so much in our programs that the world (our government, universities and companies) can no longer ignore us. We are loud because our programs are very relevant and we will do whatever it takes to be heard. Growing disruptively means an LC can grow from 30 exchanges to 300 exchanges in a year while taking advantage of trends to catapult the growth such as digital transformation.
Being Accessible to everyone everywhere – We have our presence in all Universities , youth centres and a strong virtual presence which makes it very easy for anyone anywhere to reach us. We are so accessible that we no longer have door to door campaigns but rather our customers are able to reach us virtually for our programs and even participate virtually in our programs.
E : MY PARADIGM
Team – For them to adjust to my personality and crazy non official ideas for team bonding. In order to overcome it , right from the start, immediately after selection ,will get to know each other personally and through others opinion . I quickly adapt and understand what works and what doesn’t . Work – 8 -5 work schedule for our partner will limit my mobility especially as I plan to engage more with the external market as the face of AIESEC in Ethiopia. To deal with this I am setting in motion the renewal of our contract with EiABC that will see the MC team get 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 the only remaining challenge is becoming more busy as I focus on my design work . To over come this I am putting in place a timeline dedicated for that type of work and make sure my 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 growth through focus-products , defined processes and enabled talent pool. And our brand image getting a positive outlook on reliability and ease to access opportunities
1. At least 2 cross - country university partnerships for Global Entrepreneurs and glob internship program 2. PR where AIESEC is present in all relevant event. Boosting our image and network. 3. One successful LC – LC national project that has a1.partner , housing and tracked impact. 4. Heathy financial status of LCs and AIESEC in Ethiopia – Through exchange and partnerships. 5. At least 5 National partners and 2 per LC – Revision of CR policy, focus products on LC strong suit. 6. The year we all achieved our personal and professional goals 7 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 is confident to continue the trend.
Product -Specifying the focus eg Pillars For 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
Process -Customer flow implementation and check point -Customer Relations Management tool especially for corporates -AIESEC in Ethiopia reference material -ECB quality board
People -Quarterly Member status Review (Asses performance and knowledge plus experience levels )
-LCM training implementing the education cycle focus for knowledge management LCM training focus for knowledge management
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 everywhere through comprehensive B2B and B2C marketing . To get demand, the market needs to know and understand 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 of NGOs and embassies setting base. To build the external relevance and be involved in major decision making forums focusing on the youth we need to customize out products under GCDP mainly to align with the global /African focus. Supplying the demand. Finally in order to grow disruptively we need to invest in the network and have a ripple target focus especially in Business to Business relations . The centre being current AIESEC institutional partners. The universities , outwards to multinational corporations, (this is focus from LC level)
16/17
17/18
Ground work
Phase 1 : BRAND
-Direction in product customisation and focus -Organisational culture , generating good calibre of talent
-PR on running projects/partnerships - Higher calibre talent at midlevel
18/19
Phase 2: Capitalize Phase 3: Establish - Minimum 5 successful national projects – Regional rooting
- Increased relevant Partnerships and sponsorships
- AIESEC events with NGO ,private ,public and govt. representation
- Phase 1 Business To Business focus Universities
- Representation at youth related summits
- Expand to be 7 LC and 2 Su and 5 exchange hubs
- Business to customer target marketing. (Students)
- Minimum 2 successful national projects
- B2B Sub regional organisations
-Process check point with CRM
1.
2.
3.
19/20 - Minimum 5 successful national projects – Regional and international rooting - High calibre talent all levels
Start -Quarterly member status review -Fully implementing Team standards – Include performance contracts
Stop Not pressing to have a clear JD
Continue -Attending national driven training spaces. - Being part of the team bonding culture that build trust and reliance,
- Priority go-to organisation - Present and active in more than 20 universities LC ,SU and exchange hubs
TXP (Team experience)– other than conferences capitalise on the education cycle , localised knowledge hub access for members . This will improve the skills and calibre of talent pool in AIESEC in Ethiopia . A quarterly MSR will ensure efficient tracking of progress and analyse efficiency of implementation for team standards. GCDP sustainability – ICX accommodation and focus projects . OGX , university support through student council , relevant student support office management board. This create a financial and talent support cycle between OGX and ICX while building on our external relevance . This also ensures we live up to the first phase in AIESEC 2020 of being accessible. Accessibility starts with visibility. B2B (Business to Business) and B2C (Business to Customer) marketing – For us to reach our targets we need our clients to know and understand our products ( Leadership centres) hence create a demand . This is definitely followed suit by intricate conversion process and implementation of S&S . This will build on our external visibility and uplift our dented image.
Start -Fully implementing Team standards – Include performance contracts -TL training seminars in team management. -Attend regional conferences and partaking in CEEDerships
Start
- 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.
Stop -Inefficient transition - Over reliance on MC
Stop -Flexible contracts with loopholes -Last minute marketing hence missing peaks.
Start
Stop
-Capitalising the use of OP by potential OGIP -EP Pre prep for OGIP -New products suited to ET market. - Implement a CRM
-Flexible contracts with loopholes -Vague TN descriptions
Continue -Team bonding culture -Attending national driven training spaces -Partaking in Legislative decisions that shape the entities growth
Continue -EP engagement
Continue -Diversifying talent pool -Diversifying TN pool