Thanks to everyone that was part of my journey and speacilly to my two team.
Alejandro Campo Puerta LCP APPLICANT
Video
https://www.youtube.com/watch?v=FIWYlqjP89g&feature=youtu.be
About me My name is Alejandro Campo, I am a student of 9th Semester Systems Engineering University ICESI, Current vice president of professional exchanges and AIESEC in Cali Education NST processes for AIESEC in Colombia. My family nucleus consists of my mom, my uncles, my sister and my cousins are those with which I have always had since I was aware and which have formed my character and my values. I am an outgoing person who enjoys relationships with others during my life has always liked the idea of taking on challenges and achieve more than assume them, because I think there is no better satisfaction than a job well done. I always look for ways to learn new things that serve me for my life and try to understand each time the perspective that each person sees the world, always try to enjoy everything I do because I firmly believe that there is nothing better than the stuff that are made with the heart.
Alejandro Campo Puerta
I tend to be very focused and schematic person, getting to be a bit of a perfectionist, I have always stood out as a results-oriented but I think the key point to get here always, is my approach to find more solutions than problems and innovate on things that I really need it.
LCVP oGIP
My roles in teams OCP AIESEC in CALI 45 years & Y2B a. responsibilities: • Coordinate the OC for the execution of the two events. • Develop relationships with the external sector to ensure sustainability of the event. • Ensure attendance of guests at the event and brand management of these. b. Learning points: • Working with people with different views and multidisciplinary areas. • Event Management. • Crisis Management Team. c. attainable: • Realization of Youth to Business Forum with speakers such as Foursquare Colombia, Digital Brigade, among others. • Meeting of Ex-members of one of the largest network of iberoamerica. • Be able to continue working with my team in the OC EB.
Vice President of AIESEC in Cali professional exchanges
NST education processes OGIP AIESEC in Colombia
a. responsibilities: • Manage Experiential Exchange program - Global Internship Program. • Manage, execute, control, evaluate-exchange and align management accor ding Processes to 2015 vision and national guidelines • Complete and Quality Experiences as leader of the area.
a. responsibilities: • Improvement of the processes of professional exchange program nationwide. • Cycles of education processesColombia network. • Management of national working space.
b. Learning points: • Management team. • Holistic management of a trade area. • Manage professional relationships universities.
b. Learning points: • Identify and understand the different national realities. • Process Automation. • Time management and prioritizing responsibilities.
with
c. attainable: • Home education exchange participants. (ogipcolombia.weebly.com). • monitoring and control tool for exchange participants. • MRB Virtual Tool and Training for use of the tool.
c. attainable: • Best protrusion area 2014 NATCO professional exchanges. • Improved rate of RA-MA. • Manage relationships with the external sector.
3 Main areas
Conferences
Information MAIL alejandro.campo@aiesec.net
45 YEARS AIESEC IN CALI ROLE: OCP
oGIP
Value: Understanding not only a professional exchange area, but also the value proposition for the young people and the companies.
ZONALITO 2014.1 ROLE: FACI
Value: Understanding a social exchange area oGCDP and the value proposition for the city making by the impact to our young global citizens.
Skype
NATCO 2014
alejandrocampop
ROLE: DELEGATE
Value: Abilities IT to approach the tools and COMM generate strategics in order to innove and improve the internal communications.
PHONE 3117239379
Whatsapp 3016247791
Greatest successes and biggest failure in AIESEC. Greatest
Having the opportunity to lead a team with excellent skills to develop the best two events of AIESEC in Cali, generating brand positioning and loyalty of the Alumni Network.
Achievement
Development Y2B in ICESI University with excellent academic speakers Development of 45 with the attendance of approximately 80 people.
Worst
45 years & Y2B OCP Experience
I just could not bring all the expectations that my team and the people had of the events is often frustrating my team and delayed our timeline of activities.
Unfulfillment
Sustainability of 45 years AIESEC in Cali. Number of attendees Y2B.
Why have you decided to run for LCP if AIESEC in Colombia?
“There is a difference between interest and commitment. When you're interested in something, you do it only when it's convenient. When you're committed to something, you accept no excuses, only results.” Kenneth H. Blanchard When I entered the organization did not think anything could change my life and show me both skills that perhaps did not know, during these two years I have developed as a person and as a professional, while reaching have a great appreciation for the organization and a sense of very large membership, which makes me think it's time to take a extramile and continue to work so much and have learned to appreciate the people that every day is part of my daily life in AIESEC to make them and organization the best place to work, this is why today I apply to be LCP 2015 of the best entity in AIESEC in Colombia.
What are your personal long-term goals? How do you see your potential LCP position contributing to them? Give a good quality of life to my family
Start a saving Start to working Start a family plan in a dream Job These and other wonderful plans are the things that I planned for my life and be LCP give me the tools that I need in my life to carry it out. My graduation from University
Start my own business
Travel around the world
How should AIESEC contribute to the Peace Process in Colombia?
Given that AIESEC is one of the most democratic organization in the world, must constantly promote one of the pillars of democracy: participation. When a population participates in decisions that will affect it as a whole, giving space for debate and exchange of views, it is then a just society. Given this, AIESEC should strengthen one of its core values: enjoy participation. In this sense, and understanding the magnitude of change that represents the peace process taking place in the country, is of great importance that the organization will become a benchmark for what young Colombians have to say about it. The formation of socially responsible leaders must be committed to the organization corroborated by actions; one of them should be open more opportunities for dialogue and building ideas together. Furthermore, linking experts in the field who openly illustrate young people not only the organization but throughout the country. AIESEC is and could increase its impact becoming the global youth voice that everyone recognizes.
Please list your 3 main strengths and 3 main weaknesses and answer the following questions for each. * Personal strength: How this will make you a better LCP? * Personal Weaknesses: What are you doing to overcome these weaknesses?
Focus on Results
I will be able to achieve goals and look for diferrents ways to go it, genenerating strategics and plans in order to have all structured.
Innovation
I will be able to find differents options to solve a problem, not only a effective solution but also something that can be interesting to do it.
Be Structured
I will be a person that organice all the things that I have in order to get a principal path to do the things and priorize them.
It makes me a better LCP perfectionist
Manage my time to get the tasks done in the best possible way in order to do them without wasting any resources or time.
Procastination
I schedule my responsabilities and activities through IT tools that allows me remember and establish goals and priorities every day.
Things to Improve
Center of attention
I am working to be aside of the situations and be humble, listen the point of view to the persons ad get involve only in the right moment.
General Questionnaire
2.
As LCP, how will you encourage customer centricity in your entity and why do you think this behavior is important? Golden Rule: do unto others as you would have them do unto you Why is important? Because... 1. Is not a strategic is a necessary MUST DO of this organisation. 2. Market leaders do! 3. The purpose of this organisation is to develop leadership. We have to know what kind of leadership we provide and how we can improve it! 4. 2015 means that we have to provide quality experiences. 5. 2015 means that we have to provide 600,000 unique experiences. How will I encourage? Through every single delight experience with AIESEC provided to each of our stakeholders, potentializing the word of mouth and achieving a customer loyalty, through the following path. 1.Understand our Target Audiences
4. Create Goals and Plans. Promoters Goal Set a goal of promoters (%)
Potential members
Enablers
Product Focus and develop one product
Supporters
Review Make a semester review
to focused on the will of service for them 2. Environmental Analysis NPS See Comments Get the main problems EPS/Membership Talk to EPs Talk to TMPs/TLPs Partners/TN Takers Talk to Partners Talk to TN Takers
Track Set checkpoints to track progress
Customer Centricity
3. Problem Recognition Strengthening Focus and develop one product
Solve/Address How to handle the customer concerns?
Centralize group all environmental analysis in one place. Concerns What are the customer concerns? Focus What will I focus on?
General Questionnaire
3.
As potential member of the national assembly of AIESEC in Colombia, taking into account you are the final generation of 2015 vision. What do you think are the main 3 issues the assembly needs to focus on immediately and why? (Use AIESEC in Colombia’s roadmap and 2015 Goals.)
Leadership Development The LCPs do not have a complete understanding of its national role and the subcommittees that AIESEC in Colombia has, making the learning curve is very slow and impedes the efficient processes. Strategies: - Strong NEC. - Restructure and track the transition guidelines. - Give them the right tools and preparation to become high performance LCPs.
Administrative Strengthening
AIESEC in Colombia is going through a time where democracy is being affected, the last decisions of the legislative assemblies was not taken by a representative number of committees, Just only by one or two committees, because the others ones have not adequately accomplish of the membership criteria. Strategies: - Proper implementation for GIS. - Strong track to local committes and feedbacks system at the right time. - Restructure and implementation of education cycles.
Strategic Marketing
the LCs do not do fully follow up the national guidelines and the correctly management of the market approach making a strong sinergy with the MC to get a proper development of our ptoducts, specially the projects of GIP, implementing a strong culture of customer loyalty throught the customer centricity in order to improve our LC Performance.
Strategies:
- Focus in consolidate an organizational culture based on the will of service. - Innovation in the way we drive our services in order to be more closer to our customers. - Generate projects MC to LC well structured with timelines and goals.
General Questionnaire
4.
If you could change 3 things in your city’s reality: What would they be and why?
Education 1. The high rate of failure and school and college. dropout. 2. Our system condemns the error and not used as an opportunity to learn and grow. 3. Current education does not encourage creativity and curiosity but rather repress and void.
Culture & City Developmet 1. Lack of knowledge to development plan by cali citizens.
“Educate the children, so you won’t have to punish men.” Pitagoras
2. Vandalism. 3. Cali culture ownership and behavior generation towards of general well being to the citizens.
Insecurity 1. Lack of articulation of an integrated public safety system. 2. Lack of education and creation of a civic culture. 3. Poverty and lack of resources in the slums of the city.
How AIESEC can help to solve/address this? - Educational social projects with foreigns.
- Soft and hard skills development
- Personal and professional development.
- Global learning spaces.
- Access to a global network to development.
TMP
iGCDP
TLP
- "Global Projection" of the Cali development plan.
- Learn how to execute a plan and strategies.
- The opportunity to create positive societal impact. oGCDP .
- Improvement of the city with the global professionals that returning. oGIP
- Activities which develop an entrepreneurial and responsible attitude towards being a better leader and person
- High impact projects with vulnerable community. iGCDP - Global citizen projects for low-income people. oGCDP
- Entrepernurial outlook being a team leader.
- Working with a real company process being young. TMP
- Understanding of social issues
TMP
oGCDP
- A professional development experience. oGIP
- Interact with different culture and learn to them. iGCDP
- Interaction with a International network.
- Values Development
- International understading.
- Educational Professional projects with foreigns. iGIP
TLP
TLP
iGIP
- City development through international talent.
iGIP
- Professional citizen projects for low-income people. oGIP
General Questionnaire
5
Make a detailed SWOT of your LC based on the TOWS Matrix. In which you define 1, 2 or 3 drivers and explained it.. - Development of strategic leadership and will service our membership. - Generate a culture Gen2015 to inspire local movement in the ComITT to lead it to AIESEC 2015 - Planning alienated national timeline to make better use of national resources. - Potentiation of membershipCali role of NST and Nomads nationwide. - Allocaci贸n processes and more focused selection to ensure better performance of members in leadership roles - Developing a more critical membership committee focused on global understanding and interest in solving global problems. - Structuring processes each of the areas and points of clear synergies between each of them with clear goals for set periods of time.
WT
Weaknesses
- Poor knowledge on local and national compendium - Low number of members with full membership, that affect democracy - No clear MoF for membership - Lack of tracking for auditory fulfillment process - Lack of development for a focus program in the committee - Low number of showcasing on exchange experiences. - Lack of a strong IXP culture in the committee. weak management and poor knowledge on the appropiate use of Information tools, aiming to centralize and automatized process. - Poor implementation of internal communications management strategies within the committee. - Lack of KMs for process standarization - Lack of mentoring for TLPs - Lack of implementation of BoA for appropiate feedback per Quarters - Talent capacity to develop committee operations.
Threats - Increase on requirements for Visa process with india, which complicate the flux of exchange participants to that country - More attracting exchange programs for the university that blur our objective market. - Brand detractors - National Economic problems, that forced companies to cut their budget
- Brand Positioning through Global Villages. - Customer loyalty through CEM on each one of our programes (TMP/TLP/GCDP/GIP) - Develoment of a second Focus country, for sending OGIP MT profiles. - Development of a second focus for the country's profile sent MT OGIP internationally. - Potentiation of the southern zone through joint work between LCs to ensure the growth of Goddaughters entities. - Development of social responsibility projects with large companies in the city to generate greater impact and positioning of the organization. - Development of SDP on the committee for sellers development and best approach to the external sector.
ST
WO
Opportunities
SWOT ANALYSIS Strengths - Smart investments for membership education cycles in regional/ national events - Appropriate support of extentions focused on Organizational development (Tulua, Popayan and Javeriana Cali). - Right finance administration for an appropriate distribution of economics resources of the committee. - Diversification of resources through Fundraising. - Proper Infrastructure for committee operations development. - Good administration of micro XP with Trainees. - Good management of ER to universities and media sector. - Correct implementation of LEC & LEAD cicles, focused on membership development. - Management of CLO certification to capitalized national accounts for iGIP projects - Appropiate implementation of ASCEND Culture, results-driven. - Appropiate mangement of Alumni relations, to generate an increased number of interships.
Our Drives Talent Development
- Structuring and standardizing cumplieneto audit focused on in each of the areas of exchange processes. - Campaigns and internal communication strategies to improve endomarketing committee. - Development of information tools to automate processes. - Implementation of the BoA for clear feedback and tips to better capitalize on external opportunities. - Strengthening showcasing in our exchange programs to capture the untapped market in the city. - Systems R & R to potentiate a strong culture of IXPs on the committee. - Strengthening and relevance of middle managers on the committee. - Strengthening retention and capitalization of human resources in the committee through the generation of career plan with AIESEC. - Modules with external education for the development of soft and hard skills of membership. - Mentors to potentiate the Middle manager in mentoring and recapitalization of Alumni and former members Plan.
Administrative Strengthening
- Youth Market without exploting universities supply ( Univalle, Autonoma and SanBuenaventura) to promote OGX goals. - Development of Regional events within the city, to generate south zone growth, such as RDC and TPS. - Specialized units for the neighboor universities, in order to improve process and the capitalization of opportunities. - LC to LC International cooperations among focus countries with the purpose of generating fast results with good quality. - Capitalization of Cali`s agroindustrial sector for iGIP. - Semestral IGCDP Projects such as Summer & Winter Camps and We Speak, together with universities. - Standarization of information technology tools through GIS. - Loyaty of TN takers aiming to lever up ICX goals achivement within time. - Working together with universities to increase their internacionalization rates through oGX. - Pacific challenge - Alumni as a medium to attract leads and loyaty of Alumni relationships. - Strenghtening of Valle University relations to ensure oGX goals. - Investing for star committee members on regional/ national events to ensure levering up goals. - Generate ER products to capitalize external market MC to LC BD projects to ensure the appropiate national accounts administration for the city of Cali, through the iGIP program. - Generating education Cicles LEC, focused on the correct implementation of GIS, throughout the whole committee - Strenghtening of GIP programs, generating higher incomes to the committee. - Marketing driven to positioning through local media with the purpose of abording the focus market in a better way. - CRM and Quality surveys development for each of our allies companies, fidelizing accounts. - Development of the LC brand to an international level, to position and improve match proceses - Co-branding promotion agremeents with external sector to increase our reach.
SO
External Relationships
General Questionnaire
How to get the entity to the next level? First we must understand that AIESEC in Cali is an entity in Specialized growth and to become an entity Dual Core, we have to know the positioning of our programs, criteria and the critical path that we must follow with the BSC to make this possible in this way. 1. Dual Core defines the development of 2 focus subproducts, looking at the reality of the committee we have this tiers for each programme: oGCDP TIer 3
iGCDP TIer 3
iGIP TIer 1
oGIP TIer 4
We gonna focus on the development of this programs and reach our impact through them.
2. Dual Core defines the requirements that must be comply in order to be recognized as dual core entity, but first we have to identify our organizational critical path to get a clear way to do the things. which are strategies to achieve? Entire LC understading the BSC and our critical path Standarization and track of our process Talent Development
Our Critical path
Dual Core Entity
3. To complete Dual Core stage it is defined some requirements, which will be fulfilled by performing proper use of BSC and performing the proposed strategies, these requirements are:
BSC
Legal Independece Process
6
According to OD Model, which organizational changes will you drive during your term, in order to get you entity to the next stage.
National Certification on Legality after two Legislative Periods fulfilling the membership criteria.
6 Months
Recertification after a third Legislative Period fulfilling the membership criteria.
3 Months
Study Legal Independence feasibility for this entity. This process might take up to three months.
3 Months
Focus Programme 1 in Tier 4 Focus Programme 2 in Tier 3
Phase 1 – Legal Independency Approved. May sign as a 3 Months Legal Representative. Phase 2 – Entity is evaluated on its first period and granted the possibility of billing.
Entity focused on 2 Exchange Programmes
3 Months
3 Months of Financial Reserves
LC Productivity: X/M: 2 +90 Members – 40% Intergrated XPs
General Questionnaire
7
Which will be your strategies in order to ensure growth in exchange participants promoters of your lc. Take into account: a. International cooperations b. Audit process c. Delivery processes
Customer Centricity
CEM
How we ensure grwoth in exchange participants? The main focus we have to achieve as an organization focused on the will of service, is that it really happen, on this way we can express our value proposition for each program making a tangible value for each of our participants exchange. Making a proper alignment of expectations they can expect of us, as a correct follow up “before, between and after� to each of them thus achieving a delight of the experience, in this way the proposals are:
oGCDP
iGCDP Customer Experience Management oGIP
iGIP
- International cooperation with committees that have good EP Service. - Support during the exchange. - Number of members living experience (IXP) - Number of global citizens entering the committee (Returnee) - EPIC -Clear Post Match Process between EPs and EP Managers.
Showcase
-
Delivery Process. Customer Loyalty strategirs to TN Takers Micro XP Strategies. Structured Process with the OCs and the TN Takers - IPS
- International Cooperations to ensure the rate MA. - Alignment of expectations with EPs. - Clear Post Match Process between EPs and EP Managers. - EPIC
-
Promoters
Support during the exchange Legal Process and delivery Aligment of expectations Clear timelines with TN Takers IPS
General Questionnaire
8
Please define the organizational goals for your LCP term (ELD Realizations & NPS score) and for each goal mention: a) What market opportunities will you capitalize to achieve those goals? b) What improvements must the internal processes in each program have to implement in order optimize the delivery of those goals?
To make 2015 happen we must focus on
In this way..
AIESEC in Cali must achieve to meet the expectations of a generation 2015 to carry out the fulfillment of our organizational promise and intensify our processes and marking a clear path to achieve our goals. Opportunities
Improvements
- Global Villages - Projects with Universities - Alliances with Cooperatives oGCDP 200
- Moments of truth - CRM - Culture of Sales
- CSR projects with the goverment - Semester projects with universities - to many social issues in the city that can be addressed with social projects
- Delivery Process - Sustainable projects. - Projects aligned to international timeline. NPS 80
- Loyalty ICESI University as a focus program. - ET& IT projects with universities. - Job fairy with the universities. - Clear Match Process with GIS
- Match Process. - Clear Process. - Aligning expectations of exchange participants. NPS 50
- National Market Segmentation. - Use of economic blocks to increase our iGIP impact. - MC to LC Projects (National BD-iGIP)
- Talent Capacity - Delivery Process - Improve relations with TN takers.
iGCDP150
oGIP 70
NPS 55
NPS 80
iGIP 35 - Global Learning Partners. - Universities positioning to engage more students. - Returnee Integration. TMP 410 - Interest of the universities for develop the leadership in their students. - Leadership class. - TLPs Pro (Campaing to have the best leaders) TLP 150
- Talent Promotion. - Talent Goal Setting & Orientation. - Talent Tracking & Pipeline Review.
NPS 65 - Talent Trasition. - National Opportunities. - Strong Lead & LEC.
NPS 65
General Questionnaire
9.
What strategies do you propose to ensure: a) Financial sustainability. b) Membership efficiency. c) Success in the audit results.
Our Drives
In this way we have to ensure.. Membership efficiency
Potentiation of the membership efficiency through the development of each member through the value propositions of TMP / TLP and use of the global learning spaces.
Talent Development Strategies
Ensure a respresentative number of members in a regional and national events.
Develop our leaders by giving them the right tools and preparation to become high performance.
Potentiation of global learning spaces.
Success in the audit results
Administrative Strengthening
Structuring and standardizing processes we do in each of our areas to accomplish an administrative strengthening and thus ensure audit results .
Strategies Culture of information management to support analysis through truthful data and gather experience.
Understanding the importance of a u d i t i n g processes run correctly.
Definition and restructuring processes in areas ensure correct audit results.
Financial sustainability
External Relationships
Ensure economic sustainability committee through loyalty and capitalization of our external sector, thereby generating higher incomes that allow support our operations through good financial management.
Strategies Loyalty of the Alumni network to strengthening relations in the external sector.
Showcasing Impact we have a cover letter of excellence with our stakeholders.
Potentiation of GIP programs. ( S t r o n g Incomings)
General Questionnaire
You need to put in one page the resume of your application. Cali is the third most important city in Colombia, having not only a great number of opportunities but also a large number of problems for this reason AIESEC in Cali in 2015 has to be the generation of leaders that are characterized by the will of service and carry a delight in every one of the experiences we offer as an organization. For this reason and through our drivers we are gonna potentiate the committee to take it to the next level, having an empowered membership, which has the necessary knowledge and clearly thatunderstands the “why” of each little thing we do and thus be more relevant to society and really make a difference to help the progress of the city. to finalize AIESEC in Cali is committed to be an example of sustainable growth and collaboration for the network in this way we will have the best generation 2015 and make the whole network grows together making a huge impact to the world and changing the reality of life to many people.
2015 Global Youth Voice
First Choice Partner
Positive Social Impact
Sustainable growth Customer Centricity
BSC
Focus oGCDP- 200 oGIP70 Programs iGCDP- 150
Legal Independece Process
Extra
Talent Development
iGIP- 35
National Certification on Legality after two Legislative Periods fulfilling the membership criteria.
6 Months
Recertification after a third Legislative Period fulfilling the membership criteria.
3 Months
Study Legal Independence feasibility for this entity. This process might take up to three months.
3 Months
TLP - 150
Entity focused on 2 Exchange Programmes Focus Programme 1 in Tier 4 Focus Programme 2 in Tier 3
Phase 1 – Legal Independency Approved. May sign as a 3 Months Legal Representative. Phase 2 – Entity is evaluated on its first period and granted the possibility of billing.
TMP - 410
3 Months
Administrative Strengthening
3 Months of Financial Reserves
LC Productivity: X/M: 2 +90 Members – 40% Intergrated XPs
TLP
External Relationships
Growth is not enough we have to ASCEND Thanks.