EDUA R DO
C HÁV EZ
BETA NC UR
MC VP LC DEVELOPMENT applicant, AIESEC in Colombia
STUDIES & ACADEMIC BACKGROUND
2011-2006: Environmental Engineering. Universidad de Medellin
2011: National Meeting on Environmental Sustainability for the electric sector CISLIE-CIER.
Medellin-Antioquia Colombia.
2009: V International Symposium on Energy and technological frontier in the rural sector. Ministry of mines and energy, IPSI, Sabaneta Antioquia Colombia.
Born on June 26 of 1987, in Medellin - Colombia 2010: Engineering Assistant. Perform characterization of industrial wastewater in several companies Telephones: of the city. Universidad de Medellin. This gave me practice on water treatment equipments. (+574) 2384830 / 2009: Receptionist. Support customer service in English during the Inter-American development Bank (+57) 3006605639 meeting in Medellin. Mezeler restaurant http://www.mezeler.com with this I practiced English and Skype ID: eduardocb4 learn about logistics for events. unsolorecuerdo@gmail.com 2008: Supervisor. Customer service support. Supervising and being in charge of the cash register. eduardo.cb@aiesec.net
PRACTICAL AND PROFESIONAL EXPERIENCE
Chris Restaurant. Clifton New Jersey. US. This game me practical experience on management and employees management.
2007-2005: Cook, waiter, customer service. ABE´s Famous Pizza and Restaurant. Clifton New Jersey. US. This gave me customer service experience, time management, learn to cook, work experience.
AIESEC MEETINGS
AIESEC EXPERIENCE
2011: Local Committee President.
2010: Outgoing eXchange LC Vice President.
2009: BAYER young environmental meeting. Manager
LIM AIESEC EIA, facilitator.
2009: OCP Local Introduction Meeting 2009-I
2008-2007: exchange Team Member.
2007: PBOX ―MY ALDEA‖ member.
2009: NatCo Medellin, delegate BAYER/AIESEC conferences, manager LIM AIESEC EIA, OCP
TN/EP manager
2010: NPM Medellín, NatCo Barranquilla and OPS as delegate .XPS Medellin, OC. LIM AIESEC EIA, facilitator.
for Medellín city.
2011: NatCo Pereira and LDC Manizales, delegate.
2007: LDS west zone, delegate
MAIN AIESEC ACHIEVEMENTS LCP: recovering the trust in the LC by the membership and the national network (exchange (ICX/OGX) & dual experiences growth more than 100%, empowerment of membership, high quality experiences for members, improvement and sustainability of the LC finances and strengthen and innovation of IT solutions for several applications in operations, logistics and strategy for all areas plus the implementation of a KM Project for the long term. Improvement of the organizational environment. 12 national awards for the LC during the year and 1 international recognition for OGIP. LCP: improvement and consolidation of the external relations with organizations and universities; reports & feedback meetings with the TN takers and Universities. VP OGX: creating the structure of the area oriented to results (two coordination -generating and collecting the knowledge) BEJA manager: Achieve the objective of the alliance BAYER/AIESEC in Medellin. (Advertising and organizing two conferences and promotion of the BAYER contest in the city) TN manager: managing two accounts (IGIP/IGCDP) matching them and keeping the relation for long term (Amichoco and Universidad de Medellin).
PO S IT IO N A PPLYI NG FO R : MC V P O F LC DEV ELOPMENT
MAIN AREAS OF EXPERIENCE
Outgoing Exchange & incoming exchange: I have experience as EP manager, in EP selection, supply and demand analysis, matching processes and international cooperation. Also as TN manager, in TN flow, trainee selection, supply and demand analysis, matching processes and international cooperation Talent management: I have experience in talent planning, selection processes, induction processes, and training and coaching by working with my co-VP TM During my term as LCVP and by working with my VP TM as LCP. Leadership and team structure: I have worked building and directing teams during my career for academic purposes but also when I worked as supervisor in a restaurant in NJ I had to manage a team of cooks and waitresses. In AIESEC I have had to structure, lead and/or manage several teams, as coordinator, VP and LCP. All this experience complemented by constant study to get theoretical elements, particularly with a vision of the importance of transcendental purposes in individuals to achieve results as teams .
WHY HAVE I DECIDED TO APPLY FOR COLOMBIA’S MEMBER COMMITTEE? Because I have learned so many things in the organization and acquired several elements, skills and competences that made me develop professionally and personally and I want to give back that development for the improvement of the members and of the organization itself. All this while I learn so many different things that I still can learn by experiencing the organization. I want to keep growing along with my country.
WHICH SHOULD BE THE BEHAVIORS FOR AIESEC IN COLOMBIA IN 2015 TO ACHIEVE THE GOALS AND OBTAIN THE FIRST PLACE IN THE IBEROAMERICA REGION AND THE BEST PLACE AT GLOBAL LEVEL? We should behave like one national entity and not like different entities struggling to get results. This with a close relationship and work with ―our external environment‖, not only stakeholders but also with our social, economic, environmental, cultural surrounding and keeping close eye of the trends of ―global external environment‖ for innovation, co-creation and sense of
MY TOP 3 STRENGTHS AND TOP 3 WEAKNESSES:
Strengths
Weaknesses:
CREATIVE, I can imagine, propose and create innovative ideas easily. VERSATILE, I adapt very easy to several situations and I am interested and curious about different topics and things EMPATHETIC, I struggle to understand others´s feelings and points of view
IMPATIENTE, often I want the things to be done immediately since I have a lot of energy.
These strenghts will help me in my work as MC team member being a support for my team colleagues thanks to the understanding of their different positions, feelings and points of view. Also in my MC work by understanding the diversity and particularities from where each entity operates, also being innovative with solutions.
These weaknesses can challenge me in my work as MC team member by having to make sure they don´t affect my colleagues while I work in the change of these behaviors. In my MC work by being aware of them I can open myself more and connect with the entities and bring a good sense of urgency in the execution of their strategies.
RESERVED, I don´t open myself too fast or too much to other people. DISORDERED, I hardly can keep things in order for too long
“peace and fulfillment of human kind’s potential ”
PO S IT IO N A PPLYI NG FO R : MC V P O F LC DEV ELOPMENT
AIESEC IN COLOMBIA PATH TO 2015 AND THE ROLE OF LCD: The AIESEC 2015 process has followed these road: NATCO Launch, LCs Sensing (using U theory tools), Education in LIM/ LTMLCs Presencing (also U theory tool), RTC Focus, National Education Cycle. With this we -AIESEC Colombia- have already set our goals for each program each year
Along with all that, the steering team has defined four strategic objectives (administrative strengthen, leadership development, strategic marketing, external connection) in those, the administrative strengthen and leadership development compromise directly MC development proposals and a lot can be done to support and enhance such strategies for the achievement of 2015 objectives and goals. In the administrative strengthen, LC development should be oriented to promote self driven entities since more mature and independent LCs can respond faster to the local needs, approach with innovative ways to a larger number of young people and reduce operative load from MC (for this the coaching model based on non functional coaching but organizational environment enhancement in each entity will be really useful. Besides this, the incorporation of strategic thinking in each LC, scenario analysis, and alignment and cooperation with the national network—as proposed in this application– will strength the structure, strategy and operations of each LC), and support and facilitate (making more flexible the expansion strategy) the generation and consolidation of new entities (whether are entities or they begin as operational units) if we want to have more than 30 entities for 2015. In the other hand, leadership development shall be a top topic in each entity, not only among the middle managers and executive boards but as a general conception of each member to understand that is developing skills and competences for leadership and become a positive change agent while is participating in TM or GIP/GCDP programs and not only in TL program, in other words leadership has to be promoted as a culture in each member since the very beginning of his/her experience and not wait until they take a TL program to give them leadership tools, this will increase not only results by having more proactive membership but will improve experiences of each member in each LC by making them more professional. All this has to happen in a collaborative environment, sharing knowledge and experiences and building /co creating together the path to AIESEC 2015 and our BHAG and in general we shall oriented our efforts to increase programs but filled by our essence, our AIESEC WAY (―pragmatic idealism‖ adapting quickly and progressing constantly but keeping our essence): ―In order for an organization to face the challenges of a demanding world, has to be willing to modify all what is concern to the corporative life, with exemption of its basic believes..The last holly caw in an organization must be its basic philosophy‖ Collins & Porras on ―BUILT TO LAST‖.
“peace and fulfillment of human kind’s potential ”
PO S IT IO N A PPLYI NG FO R : MC V P O F LC DEV ELOPMENT Please read the specific proposal in the next pages PROPOSAL FOR AIESEC IN COLOMBIA 11-12 PLAN Strengths I. High number of members . II. High professional knowledge in members III. General good MC-LC relations IV. Evolution and still lot of potential in IT and knowledge and will to use IT for the improvement of operations and experiences V. 2015 strategy VI. High professionalism and GCP in various LC VII. National conferences engaging more externals VIII. Strong national ER and development of expansion strategy
Weaknesses I. poor governance and administrative procedures. II. Low management and leadership capacity, particularly in MM III. Dispersion of talent, lack of focus and sense of purpose and discouragement in the membership IV. Information, alignment and response between MC-LC-MC (both in strategy and operations) V. IT are not accessible and used by all LCs at the level is needed. VI. Implementation of 2015 has a lot of gaps. VII. Lack of communication between entities to share GCP and performance disparity between them; also LC development is poor.
Opportunities I. Human resources and capacity for greater number of operations and experiences II. Diverse knowledge and professional tools for the improvement of the organization III. Social media use by Young people in Colombia IV. Generation and strengthening of relations with IT companies V. Internationalization topic relevance among the country in national and local governments as well as in universities and Young people plus TLC agreements
Threats
Ensure national alignment (MC-LC) for a country strategy, growth of operations and the improvement of the experiences in each entity of the national network and also as a national entity.
Ensure
coordination
and
constant
communication between the entities (LCs and extensions) for cooperation, GCP and knowledge sharing.
II. Situation in public universities, strikes and academic schedules III. Alignment of relations in all LC with the foreign affairs ministry after DAS close IV. Economic situation worldwide, particularly WENA EXTERNAL OPPORTUNITIES
PRIORITIES
I. Mishandling relations with different stakeholders throughout the country deteriorating the organizational image and bad reputation among some sectors
There are several external opportunities that can be capitalized from this role, whether consulting companies to support some of the LC in particular areas or in general to ensure clear, objective and theoretical supported coaching from the MC or by joining and interacting with global initiatives that focus on organizational development (e.g. http://www.presencing.com/ and the groups, projects and programs that join this kind of networks) applying some of their methods to the local entities according to each entity needs. Developing projects with national or regional government would create a strong sense of national entity as organization and will bring good quantitative results.
Ensure simplicity and order with the information and guidelines from the MC for more efficient process and
“peace and fulfillment of human kind’s potential ”
PO S IT IO N A PPLYI NG FO R : MC V P O F LC DEV ELOPMENT AIESEC EXPERIENCE VISION TO AIESEC 2015
CURRENT STAGE OF AIESEC EXPERIENCE
STRATEGIES TO BE IMPLEMENTED
Regarding the refreshed experience there is a need to elaborate more the ―engagement‖ stage and standardize it; AIESEC Colombia has lot of potential to be pioneer in that improvement. Currently I considerer there is a lack of structure in this stage that is leaving those who want to join the programs without the adequate tools to exploit and contribute efficiently to the performance of the programs, moreover, there are lot of young people not reaching the opportunity of AIESEC because of the static expansion model.
-Along with the activities/programs to expose the organization, this stage should have a national program selection process by outsourcing in order to ensure standardization, less operative load and strong direction to the programs. -―brain dump innovation program‖ can be created to implement innovative thinking as a method from this early stage and extending the program for the participation of other organization-members, this can be done in conferences, forums etc and oriented to specific challenges or problems
ELD
The ELD stage is currently moving at the speed of the implementation but needs to move at the speed of the externals needs (to achieve the BHAG we need to innovate and move fast).
-To integrate systems thinking and scenario analysis to develop anticipatory leadership skills at middle manager level in each program to strength and grow the programs. -Keep constant sensitization for pragmatic idealism in every program to increase and keep simple and efficient
LLC
-implementation of an ENVOY plan as a program in this stage in order to share knowledge between LCs - with the members who have taken several programs- to share implantation of Stage needs to be linked with the programs, right GCP. now is happening slightly. - Establishment of a line of projects that can be developed by members in this stage, as a way to fulfill LLC programs and summarize the positive impact of the experience.
EwA
By becoming a global youth voice thanks to our growing reach, we start being observed globally as a reference, which will allow us to be a first choice partner across the sectors, and because of the development of responsible and entrepreneurial leadership within a collaborative environment we have empowered members that are agents of positive change generation after generation. To begin, the strategies proposed for each stage (among many other possible) aim to structure or/and improve each stage trough innovation and adaptation to the demand of a rapidly changing world in order to achieve the BHAG. Standardization of several process (mostly if they deal directly with the external environment –as presentation of the organization, selection process etc– plus innovative initiatives to show more and better what AIESEC is and to attract more young people is essential in EwA. For ELD a sense of pragmatic idealism will let us keep our vision and purpose (idealism) present in our daily tasks, making there filled of sense which will cause the commitment of members to increase such vision-filled operations. Is also very important to integrate tools (both theoretical and empirical) to structure leadership in this phase incorporating the idea of ―each member of AIESEC is developing leadership to be a positive change agent in society‖ that means everyone who takes any program, and if there are middle managers even more. For LLC the idea of a member who is going to become ―the product‖ of AIESEC, an ALUMNI, has to be capitalized before the person leaves the organization not only to ―prepare‖ better the person but to take advantage of his/her knowledge for the improvement and growth of the organization, that’s why ENVOY programs or projects before leave the organization can be a great idea.
“peace and fulfillment of human kind’s potential ”
PO S IT IO N A PPLYI NG FO R : MC V P O F LC DEV ELOPMENT PROPOSAL OF IMPROVEMENT IN LC DEVELOPMENT ―By LC development model is understood an approach (objectives, methods,) that MC decides to take in order to support the growth of LCs from one stage to another‖ IPM2011. First phase: to organize and structure the LC development plan to make entities growth coordinated. Looking into growth paths of LCs in order to come up with patterns of growth for these 2015 tools (as U process) can be used. Gathering the information on what are the critical factors (structures, efficient processes, leadership, performance, etc.) in the LC and extensions that can drive growth and development and propose standard patterns, setting milestones for each entity. Use management tools to cluster/prototype each entity. (Tools as: Greiner curve, McKinsey 7S model, BCG matrix, product life cycle analysis, canvas model etc) . Yet, since AIESEC Colombia is already organizing and structuring the LC development plan (there is a new position of LC DEVELOPMENT MCVP already operating) this has to be just complemented and continued, adding several important elements, for instance some already present in the proposal of the elected MCP for 12-13 term (the ―development of responsible and collaborative leadership‖ and the turning to a ―self driven organization‖ are key elements to consider to complement the present proposal which also goes clearly aligned with the concept of ―collaborative network‖, a concept also exposed in the elected MCP application) for more on these please check AIESEC in Colombia PATH TO 2015 AND THE ROLE OF LCD, page 3.
Second phase: to implant country goals and strategic direction in the organizational culture of each entity. Having present the operational capacity of each entity its budget and the number (growing) of LC, can be implemented a leverage plan to support the entities with less results, considering the distances from the MC to some LC and the limited HR capacity of the MC, here the figure of regional managers can be explored since could be really useful for this ―leverage plan‖ This plan can be structured at regional or national events and supported by a national multitask team which can unify and align all information through: Rewards and Recognition system LC connection programs LC coaching (physical and virtual) Is important to mention that coaching has not to be necessarily for the functional MCVPS at least some particular issues regarding his/her specific area are lacking the LC performance. Coaching can be directed first to generate and keep the optimal organizational climate where quantitative results are an effect. First let’s improve this:
EVOLUTION OF THE SONA BASED ON THE REFRESHED AIESEC EXPERIENCE AND HOW CAN BE MEASURE The stage of the national association (SONA) should evolve to more concrete, efficient and simple analysis tool. First it should be separate to be filled by stage (three parts, one for each stage) and by programs, incorporating the minimums of each program so a more often track can be done and results can be measure, interpreted and used better by aligned it to tracking tools of the team leaders. The information then is organized by the National results and the national KPIs, functional areas analysis, MoS by LC, efficiency and clusters and expansion analysis. Every item has conclusions and topics that need to be discuss in team (EB team and functional team and with the members and the LC coach).
“peace and fulfillment of human kind’s potential ”
PO S IT IO N A PPLYI NG FO R : MC V P O F LC DEV ELOPMENT
PROPOSAL TO MANAGE THE MC SERVICES, MAKE THEM MORE EFFECTIVE AND HIGH QUALITY FOR LCS, WITHOUT AFFECT YOUR RESPONSIBILITY WITH THE LCS DEVELOPMENT AND THE MC OPERATIONS MC services can be worked through task force by periods or specific needs for the year in order to be efficient with time. Administrative services, along and guided by the MCVP F&M, National Strategy mainly with MCP and MCVP LCDE, and National Education Cycle with MCVP TM for instance, yet this is almost what is being implemented and what is needed is to align those services with the needs of the entities and customize through LC Development the support that can be offered to each one, so the response and flow of information can be faster. To be more specific with the examples, in National education cycle, LC Development and Virtual coaching can be managed with the support of what has been called in this application as ―multitask team‖ that can be (also mentioned) composed by ―regional managers‖, and if they are LCP (ideally) can complement the idea of LC connections programs since those can be oriented to work under these figures of regional managers, and in the same line the conferences can be complemented with spaces for this LC connection. By doing this MC reduces the load, sharing the content of the ―MC Services‖ and—as mention before– response and support can be faster and aligned (MC-LC-MC) due that they come from the very entities trough this national team or regional managers.
PROPOSAL TO DEVELOP A NATIONAL EDUCATION CYCLE THAT SUPPORT THE LCS DEVELOPMENT
National education cycle needs to be nourished with LC connection programs for the purposes mentioned in the LCD proposal exposed before, including knowledge transfer from developed LCs to less developed LC/extensions. Along with this co creation spaces should continue being part of the agendas. Besides this, external facilitators/expositors (coachers, entrepreneurs, social leaders, managers etc.) in conferences, can give a wider vision and tools to the LCS and if that can be implemented at local level in LC meetings that will bound members to the LCs by increasing interest in LC meetings, and generate conversations and co creation spaces at local level. Retention rate can improve by adding this kind of things too.
“peace and fulfillment of human kind’s potential ”