“It is not the strongest of the species that survives, or the most intelligent that survives. It is the one that is the most adaptable to change.� Charles Darwin quote
Esteban L. Navarro V. MCP AIESEC in Colombia Application Application Video here
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Profile Esteban Leonardo Navarro Velásquez Colombian | June 10th of 1987 Villavicencio, Colombia | +55 (11) 83505415; Skype: esteban.gato | esteban.navarrovelasquez@aiesec.net
Professional Profile
Creation of the area nationally and locally. / National segmentation system. / 8 media partnerships. / Product Development strategy Development and Implementation for ICX/ Corporate videos creation. LCP AIESEC Javeriana. Bogotá Colombia / Dec 2008 –Dec 2009 Key Achievements: 43% growth in Exchange realizations and more than 80% in rasing. / 50% growth in Leadership role realization. / Awarded best local committee in centre zone AIESEC in Colombia 2009. / Best TM area in 2009 of AIESEC in Colombia.
Academic Bachelor // Best Bachelor Promotion 2003 COLEGIO DEPARTAMENTAL LA ESPERANZA, Villavicencio, Colombia. Professional in Industrial Engineering // September 2010 ESCUELA COLOMBIANA DE INGENIERIA, Bogotá, Colombia.
Member Financial Sustainability Task Force IGN. Bogotá Colombia / Oct 2008 – March 2009 Key Achievements: IGN research about ER activities and development. / Sustainable analysis in IGN ER activities. / Communication system for IGN and support in Educational Materials.
Professional Experience
LVCP ER AIESEC Javeriana. Bogotá Colombia / Jan 2008 –Dec 2008 Key Achievements: 1000% growth in TN raising/ Beat ER area in Q1 2008 / 100% growth in TN realization / 5 new LC partners.
Marketing Researcher & Organizational Developer ANDINO S.A. / Bogotá Colombia / Jan 2010 –May 2010 Key Achievements Benchmarking system. / CRM implementation and education. /Company expansion strategy. /BSC implementation and development. Sales director PARTY EVERYWHERE S.A. / Bogotá Colombia / Jun 2009 – Oct 2009 Key Achievements Sales strategy Development. /Training and tracking of sales. /Sales team Management and Development. /Increase of number of customers. Researcher ESCUELA COLOMBIANA DE INGENIERÍA. / Bogotá Colombia / Jun 2009 – Oct 2009 Key Achievements Responsible for development a sustainable social model for NGOs sector in Bogota. /Trends and research management.
AIESEC Experience MCVP Talent Management + OGX Internal Pipeline AIESEC in Brazil. Sao Paulo Brazil / Jun 2011 – Current position Key Achievements: TOP 1 Country in TMP and TLP. / TOP 1 Country in Full XP. / Brasil Going Global Manager / 100% growth in internal pipeline raises / TOP 1 in Outgoing GCDP / International Cooperation Manager of Latin America and Mediterranean countries / LEAD implementation locally. Team Leader TMP/TLP evolution Global Support Team AIESEC International / Oct 2011 – Current position. Key Achievements: AIESEC 2015 behaviours creators for delivery TMP and TLP/ Global competitiveness guideline development for both programs / Showcasing good global case practices to the network / elected for be part of the Global Strategic Meeting of TMP and TLP. MCVP Marketing and Communications AIESEC in Colombia. Bogotá Colombia / Jun 2010 –May 2011 Key Achievements:
AIESEC Conferences National National External Relations Meeting / Bogotá 2006 / Delegate CONAL / Bogotá 2007 / Delegate NATS / Manizales 2007 / Delegate NPM / Ibague 2007 – Villeta 2008 – Bogotá 2009 / FACI – Delegate – Delegate NATCO / Cartagena 2008 – Medellín 2009 – Barranquilla 2010 / Delegate – Delegate – FACI. National Communication Meeting / Bogotá 2010 / Delegate 50th Anniversary / Bogotá 2008 / Delegate International Activating Atlántico AIESEC Conosur / La Plata, Argentina 2010 / CHAIR ILC/ Puerto Rico 2011 / Delegate CONADE AIESEC Brazil/ Sao Paulo 2011/ Faci IC / Kenya 2011 / Delegate NPM AIESEC Brazil/ Sao Paulo 2011/ Faci IGN Summit / Bogotá 2011 / Delegate Global TMP/TLP strategic Meeting / Rotterdam 2011 / Delegate
3 Main areas with most experience Operations Management I have worked as MCVP TM in AIESEC in Brazil leading a TOP 1 in TMP and TLP programs, also pioneering with many pilots programs implementation. Also being MCVP OGX Internal Pipeline I have leaded many initiatives for engage alumni back in exchange. Brazil Going Global program have been leaded by me and other international cooperation’s with Latin America and Mediterranean countries. Being LCP and LCVP ER I developed many strategies for TN razing and actually we grew a lot ICX during both years also in realizations, however working as MCVP marketing I was part of the national ICX corner supporting LCs in segmentation and
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sales. Furthermore, being twice, part of national board gives to me clear operations interactions.
Position which I'm applying
Strategic Management Being close to AIESEC international, AIESEC in Brazil and AIESEC in Colombia in strategic management regarding AIESEC 2015 helps me to understand AIESEC as a big picture, how interacts and how evolve. I was MCVP in support area and then in MCVP in operations which give me a detail understanding of processes management. Also lead strong cultural changes in different realities and countries. Creating new areas nationally, introducing behaviours for AIESEC 2015 and support policy and framework management for TMP and TLP. In addition my profile as industrial engineer gives me a strong analytical skills and strategic vision.
Member Committee President 2012-2013
Coaching and Leadership During my leadership experiences I have developed many skills but one of the most important is the ability to coach team and leaders with many backgrounds. I have coach countries in my international roles, EBs in AIESEC in Colombia, Vice-presidents in Brazil and Colombia and of course my management team; it has created in many a strong confidence in make the right questions for connect people with results and development through their AIESEC experiences. Also my leadership have become in a strong behaves for lead by example and achieve wonderful results working in team and connecting with external trends.
5 Main AIESEC
Achievements
Manage Talent Management in Brazil. LEAD TOP 1 country in Full XP, TMP and TLP. Implement LEAD in local Committees. Keep growing in TMP and TLP more than 100% each month. Manage Internal Pipeline in OGX. Creation of Brazil Going Global. Increase 100% internal pipeline raising. Engage back Alumni network in GIP programs. Manage all Latin-American cooperation’s and Mediterranean ones. Manage Marketing and Communication in Colombia. Lead a cultural revolution about marketing. Create a national and local area. Create many marketing materials. Evolve support operation oriented to core work. Lead AIESEC Javeriana. 48% growth inTN realizations. Best Local Committee in Centre Zone I semester 2009. Financial sustainability in the LC after 5 years of debt. Best TM area in 2009. Lead ER in AIESEC Javeriana. Guarantee 1000% growth in TN rasing. 100% growth in TN realizations. Establish 3 learning partners. Recover all partnerships with all Universities.
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General Questionnaire Why have you decided to apply for Colombia’s Member Committee? Once I was watching this video which is a TED talk, but was a TED teen, which means young people are showing their impact by this way. I was kind of shock with the fact about how many times you have to stand up once you’re on the ground and how anonymous extraordinaire (the video) became a law, standing up many and many time, that’s perseverance. I was talking with my mentors about the chance of apply to AIESEC in Colombia as president. Many of them told that once you are out the country the best thing you can do is live this journey and learn as much as can, because then I can come back to Colombia full of experiences and knowledge, but the most important I can come back to impact a society. I was really thoughtful about my breakpoint because all the insights that my mentors said were true, but I was more interesting in one question actually, and I thought this: “seriously, should I have to wait just after years to create a positive impact on my society”, my answer was not. So, why not AIESEC in Colombia, I always dreamed about be the leader of many young people who trust in themselves and want to go further than the common people. Then, I got involved in all this craziness about AIESEC 2015, and I called craziness because from my side, this is the best fact that AIESEC could have nowadays, I mean, being for example in Rotterdam with all AIESEC International team, representing one of the most important countries in the network and having the responsibility of innovate, create and prototype programs for AIESEC 2015, I’d say this is priceless, because it means impact, real impact. I have learned a lot in Brazil, I have learned how to create new realities, I have learned how to create and lead trends in the globe, I have learned how to manage innovation, I have learned how to be a better leader. I don’t have to wait five or more years for come back to Colombia and create the impact that I want, for me the impact is create everyday by the organization that make me the leader who I am today. I’m Esteban Navarro and I’m standing for President of AIESEC in Colombia 2012-2013.
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?
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Besides the assumption about to be in the first place, for me our role as Colombian network is how to engage and develop more young people with AIESEC, it doesn’t matter If we are not number one, because actually so far AIESEC as organization has not define what is the best, are we the best in TMP, TLP? Should we be the best in all programs? So, for me the question makes sense when we are talking about behaviors, but before that I’d like encourage you to check this PPT about society trends in 2015 and further.
How will be AIESEC in Colombia in 2015?
Behaviors are going to drive the new changes in the organization, maybe these ones for AIESEC 2010 where more related to results oriented and velocity and that’s why achieve our goals but we completely forgot our purpose our AIESEC 2010. That’s why we need to take care about the new way to make AIESEC possible and how we can encourage more and more people to be developed with AIESEC.
Innovating the experience for young people and organizations. AIESEC in Colombia is creating and delivering uncountable experiences supported by social networks and technology allowing to AIESEC be hub of knowledge exchange across sectors and students fields.
The Behaviors should be the following. Innovation: Unrestricted and spontaneous. Story-telling: Showcasing every day. Collaboration: Fast responding and connected. Impactful: Impact seeking and big picture mind. Entrepreneurial: Active and focused Community: Proud and believers Independent: Responsible and balanced.
Top 3 strengths and top3 weaknesses with brief explanation. Discipline: it doesn’t mean I’m thinking square, instead of I put all of myself always that I have to accomplish and achieve goals. Listen: I have the ability to consider many points of view and get in the right track conversations when and I’m working in team. Professional: I can separate perfectly my work environment from the personal. Also every day I care of myself about stay connected to new market trends, academic and news. Perfectionism: I can use over time for care more about details, which can stuck me in mind some times. Personal Balance: sometimes I can use many of my personal time making the organization happens. Impatient: I’m a really active person, sometimes I really need to unplug because otherwise I can turn really impatient if something is not happening. The discipline with the professionalism support me a lot in understand how to manage the organization, have a really good big picture and how improve bottlenecks in the entire country. Besides, be an active listener make every day my management as a leader because it supports me allow in understand and be enough flexible for manage my teams and my goals. Regarding the points for improve, those ones can be challenging in my day by day for being a clear example for my network and MC team. Also being impatient and perfectionism I can transmit a sense of urgency that sometimes is not that much.
We have started to engage and develop every young person in the world; however the question is where we are going, but without going further our strategy is really clear for AIESEC 20115.
Capitalizing on information technologies. AIESEC in Colombia is creating platform for excellent local management and tracking. Also we are being sponsored by IT companies like Microsoft and Google. Besides, we are guaranteeing local leadership development by a clear way to follow up and connect leaders around the world. Strengthen AIESEC Brand. Because of our well-positioned external conferences and excellent experiences delivered, AIESEC in Colombia is recognized as a youth voice within government entities and corporate sector; Also students can see clearly the benefits of join our AIESEC programs. Expanding AIESEC Networks. It means, AIESEC in Colombia is working with young people from all Colombia states, engaging and develop new companies portfolios, being updated continuously about the global trends and pioneering in the AIESEC network. Improving organizational management. AIESEC in Colombia a network is being completely connected. LCs are taking more the lead in leadership development, expansion and sustainability. New models of management around operation are allowing us to create more awareness about be more professional but enjoying the participation.
SWOT Streghtnesses. Exchange growth in operations especially in IGCDP, because in OGCDP we have the normal growth. Exchange Portfolios. We are beginning to pack experiences for all programs which allow more understanding and operations management. National Business Development. We have reached an important financial goal allowing national support and financial balance. Financial Management, this point has become a professional management with banks, and funds management. National Conferences. Conferences content is more professional and is engaging more externals. Expansion management as a priority in the country. Role in the network. We are leading TMP/TLP programs and the second best player in IGN in exchange management. IT evolution nationally. Alumni Network. Weaknesses.
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Leadership development locally. We don’t have strong leadership ensuring organization’s sustainability. Administration procedures. Tend to centralized. Our LCs still wait a lot from the MC and there’s not a lot proactive and entrepreneurship. Operations maturity and LC development. Locally we still have a huge gap between top performers and low performers. Low expansion results with the current model. LEAD implementation locally. MC-LC alignment between the operations and development. Cross-functional Synergy. Support areas still have many gaps in corners management.
Opportunities. Local and departmental governments plan development. Social Media management in Youth in Colombia. Bachelors Market. TLC agreements. Energy sector. Turkey and Russia visa procedures. IC partners capitalization. Threats.
Relations with government offices. ICETEX, Ministries. Embassies Management. Brand Positioning. Students’ protests.
Proposal The proposal for AIESEC in Colombia is based on two perspectives. The first one is based on strategic initiatives which are overall organization and affect directly all; the second part is based on operations and how those ones should be developed, maybe not all the framework but all the key strategies that I want implement.
Creating a Progressive and Collaborative network. Kindly request from you check this video. Here. Develop a new LC development model based on clear and objective information allowing faster decision making process. Create maturity levels for each ELD program, ensuring clear and objective coaching from the MC, this strategy allow us understand the life cycle of our entities and make approaches smarter. Customized rewards and recognition processes to our entities on going, it means all time our network is aware about themselves based on organizational goals. Develop a more flexible expansion model based on MC and LC cooperation’s, introducing concepts of operational units where local committees can expand their operations to other markets (universities and cities) Invest in our MC team about coaching and how implemented physically and virtually, creating a right culture of coaching. Coaching is AIESEC is not the person who knows more about operations. Turning into a professional and self-driven organization.
Develop Responsible and Entrepreneurial Leadership.
Sustainable GCDP
Creating a Progressive and Collaborative Network.
Growing in GIP
Turning into a Professional and Self Driven Organization.
Efficiency in TMP/TLP
Strategic Framework Develop Responsible and Entrepreneurial leadership.
Create a clear framework of leadership strategy based on the AIESECers profiles that we are looking for reach AIESEC 2015,
in that way adapt according to the MC implementation channels (conferences, Coaching, and others for define). You can check a clear example here. Re-evaluated the national education cycle in order to approach all programs needs and create clear leadership skills in each of them. Make more practical and customized LEAD at local level for ELD programs. Support LCs in know-how about invests in leadership development projects smartly understanding how to manage ROI in these ones. Invest in a coach for the MC team guaranteeing a professional support in the team development strategy.
Evolve our administration procedures where local committees can certificate in processes and manage by themselves; it is quite connected with the evolution in IT developed nowadays, and then we have to implemented and make useful for operations. Evolve internal audit group process into a clear system of internal Auditing system where we can find more aspects related also to customer satisfaction, governance and financial management. As organization we need to invest in External Audit, AIESEC in Colombia is turning into a strong and bigger organization. The external perspective can also support us in how evolve and be more sustainable. Long term financial plan in order to achieve AIESEC 2015, creating a clear understanding about the changes in the organization, financial implications and protection from possible risks. Establish clear and more frequently representation of the LCPs into operations and strategic direction. It means, create a special team of LCPs supporting operations delivery and national strategy co creating and driving behaviors in AIESEC in Colombia. Connect our LCPs with the LCPs from Brazil creating a special summit where they can connected each other and develop more grounded initiatives both countries.
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Began to invest in more IT solutions like online registration system and selection for recruitments based on ELD programs.
Operations Framework Sustainable Global Community Development Program. Invest in showcase our impact in this program especially based on the results of outgoing and the new peek in incoming, by social media and national media, supporting the positioning and guaranteeing more people EwA by this program. Be an attractive a sustainable platform for other countries investment as Brazil made with us in IGCDP. Also support by this program Latin America connection and diversification. Improve and professionalize more our IGCDP projects with NGOs creating a culture for summer and winter in our LCs stronger. Furthermore work more with international cooperation partners, since this is a new trend in Colombia we need to educate our network in this. Introduce Educational (Schools, Gardens, High Schools and Universities) projects in Colombia in the right track form the beginning, getting the know-how from countries like Poland, Turkey and Brazil. Specially make emphasis in fundraising and inkind management. Work with ER nationally for bigger national exchange partners creating projects based on CSR programs. ( example like GERDAU) Develop and create a new price policy for GCDP, because if we want to grow in this program our policies are not flexible for that. The idea is create behind of that policy new financial proposal where the LC is available to create based on in-kind and fundraising.
Supply talent all time; create a clear synergy between EwA and these programs for head hunting procedures, allowing local committees supply their positions and create special programs for example just in vacations. Improve our local pipeline management in all programs guaranteeing more people in GIP and GCDP join to TLP/TMP, making more people living more programs as much as we can. Review our Member Education Cycle locally and make it more flexible, in that order processes like induction based on programs will be faster and more customized. Begin Pilots with local committees in order to test out markets selling TMP and TLP packages for organizations like universities, inter programs and local government offices. Begin to invest in showcase these programs nationally and locally, being AIESEC the most attractive organization for students and organizations in leadership and management development.
Possible Goals for the proposal. Something really important out of the goals is define a number doesn’t mean anything from a MC perspective If we don’t count with the LCs support, that’s why more than the exactly number I want propose intervals where we can co-create with the LCs. Let’s understand our performance from 2010 till now.
Growing in GIP.
Re-evaluated our price policy in GIP allowing local committees manage more flexible negotiations. For example, just pay 20% of the CUA for close and make RA once we MA the company can pay 40% and the last part in the RE. Check the policy as well and create special price policy for GIP short term where up to the number of weeks of the internship the company can pay, it can open us a special segment of market in SMEs. Work one by one with LCs in local markets where we can detect special markets where we can define a clear and easy value proposition in sales and not only an exchange, this initiative can work easily with IT and export and import companies. (If we flexible the price policy) In outgoing is important create awareness of the program and begin to manage wisely based on approaches to faculties where we know they can have clear and feasible participants’ profiles. Create a Special campaign where we can offer from the beginning Colombians to international markets, it means, LC- LC offer out demand where we know we can be more successful. For grow in GIP we cannot manage huge international cooperation’s so far, one by one, step by step.
Efficiency in TMP/TLP.
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develop every young person in the world. The following words are not written in any place but are my understanding behind the connection and it works like this; all AIESEC XP phases are connected between the three wheels, however there are few ones who are connected more tangible than others. For become a global youth voice we need to ensure more people are understanding our why, how and what, it means the interaction with AIESEC around topics of leadership, management and global issues, making us the most credible and diverse voice. Being a first choice partner across sectors is directly linked with ELD phase were we can become an experience providers trough the four programs diversifying the way we deliver them and engaging other kind of organizations who are connected to external trends. Finally the positive impact is more explicit in our LLC phase where we are ensuring a platform for continuous growth, opportunities to make a constant positive impact on society and a strong network of entrepreneurial and responsible leaders across sectors.
[AIESEC 2015] AIESEC XP Phases current state.
If you see AIESEC in Colombia performance we still have a lot potential to discover and make growth other programs, because for example in TMP and TLP we are doing great however the efficiency is not good enough.
TMP [5000-6000] Experiences RE TLP [1500-2000] Experiences RE GCDP TN [400-500] Experiences RE GCDP EP [600-700] Experiences RE GIP TN [200-300] Experiences RE GIP EP [250-350] Experiences RE
External Opportunities Beginning commercial and diplomatic relations with Japan, UK and Turkey: Link 1 and Link 2 TLC with US. Link1 Increasing social media and smartphones use in communication: Link1 National Government plan Link 1
[AIESEC 2015] Connection between 3 wheels and the refreshed AIESEC XP AIESEC 2015 wheels define very clear the impact in the individual, community and individual, it shows us a clear need in understand if the last AIESEC XP were according to our new demands, the answer was not, and basically because the refreshed AIESEC XP is a more flexible for engage and
Overall phases should be connected each other clearly, in AIESEC in Colombia we are still facing problems in define the way how we interact in order to give a more specific experience to our AIESECers, however I think this is normal, the fact is how can we make it faster?, this is the kind of questions were we need to involve more our LCs because as MC we need to support the pilots locally and new initiatives but we cannot wait anymore for MC delivering, AIESEC 2015 define a collaborative network were system top-down doesn’t work anymore. EwA. There’s not clear programs implemented, the phase is nowadays driven by assumption but not for clear and new ways for engage AIESECers. This phase itself have a lot potential for generate pipeline availability for ELD programs. ELD. These programs have been having more maturity in their development, creating brands, frameworks for operations management and markets education. However these programs are being very conservative so far, we are not diversifying a lot. LLC. It’s quite similar to EwA, we have not clear interactions in this phase excepting for the locals responsible and national events and visit to our Alumni, this phase most evolve quickly If we want to showcase our change agents.
[AIESEC 2015] Strategies for the phases EwA. Youth hub. This strategy aims to engage young persons from all Colombia states, it will works like a virtual community center where we are going to allow virtual connection between, interaction with companies and access to virtual volunteer work with our local entities. Also it will be the place where the main youth discussions will take place, generating content and opinion in media.
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Create our national forums program. Structure and clear cycle of national and local forums where AIESEC is allowing to young people interact with youth issues. It tends to become a recognized brand in the market how could be Y2B. The key is generating enough volume connected to our ELD programs. ELD. Up sales behaviors. By defining clear pipeline management practices our program participants will have special promotions between programs based on rewards and recognitions. It targets to explore even more the potential of our participants, since AIESEC in Colombia were a really good performer in full XPs we can spread more this organizational behavior amongst more programs. Innovation Labs. One of the most important behaviors for AIESEC 2015 must a national concern; the main idea is during national and local conferences drive innovation labs where we are going to explore all our AIESECers potential, engaging companies and organizations which allow open our mind to the possibilities in ELD programs. LLC. Entrepreneurship hub. Connecting between generations all alumni and LLC participants we are willing to make a space for ideas exchange around entrepreneurship and responsibility in the society. This strategy can be connected with initiatives like BAF (Business Alumni Forum), and sponsors like Commerce Chambers and entrepreneurship government programs. Outgoing program. By connecting the individual career plan with the external trends, AIESEC in Colombia will support the persons in understand their roles after AIESEC and how it is connected to academic and companies opportunities. Being a platform for connected responsible and entrepreneurial leaders with the world.
Specific Questionnaire What are your strategies to guarantee the vision, the wheels and the goals of AIESEC in Colombia 2015 in your term and also for the next years after your term as a MCP? This question is kind of tricky, because basically an MCP who is not making a proposal based on AIESEC 2015 for ensure the next year’s continuity is not clearly connected with our global direction. So I’d like address you to my proposal in the general questionnaire where I explain my strategies for reach AIESEC 2015 according to our national reality. Instead of strategy, or If we want to called it strategy, I’d say is important for an MCP in the 2012-2013 term drive AIESEC 2015 behaviors into all the
organization and spread it as soon as possible, that’s why I think the sensing phase of AIESEC 2015 in AIESEC in Colombia was good but needs action, hands on, innovating, self-driving new initiatives, etc. Just one important milestone is ensure the work made it in the U process of AIESEC in Colombia is delivered in a simple way with goals and long term plan, because it will articulate our organization as one and coordinate to AIESEC 2015.
It is the middle of your term and due to financial restrictions you need to do a cost cutting exercise. The largest costs in the current MC budget are driven by administrative costs (salaries, etc.). What will be your approach? Please, argument your answer. First thing that I want to do is schedule a meeting with my MCVP F and someone from the Supervisory Group, in the meeting I’d like looking for together solutions before cut cost. Mainly is analyze exchange RA MA RE, and then check account receivable from national partnerships and LCs cash flow, All this in order to get a clear framework with National Cash Flow in three scenarios in the crisis duration. After this we can look for solutions according to the scenarios. LCs with high liquidity supporting MC operations meanwhile. Bank Loan could be a good option because we must have credit life and good relations with Banks. Check International representation for no legislatives events. It’s important highlights something, the answer of this question depends totally the time for recover the liquidity because depending this we can check in the operational budget cut first innovation projects, re-assign human resources (it’s not only salaries) and International representation.
Identify 3 key trends in Colombia that are shaping the network and explain In a few words how those trends are opportunities or threats and how could influence AIESEC’s contribution, structures and processes at national level. TLC with US. Our companies will be facing an important and challenging experience when more products begin to come to Colombia. We can take advantage with this clearly with GIP incoming programs where we can define specific value proposition to Companies. Also structure partnerships with government for support and co-creation. Diplomatic relations. Our relations with countries like Venezuela, Ecuador, Turkey, UK, Japan, Russia and UE have started to improve and create new agreements with Colombia. It put us in a really good position because actually the way how we grow in our exchange rate is directly related to the diplomatic relations that we have with other countries.
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US and UE financial crisis. The actual financial problems with the governments in US and countries like Greece, Ireland, Spain and Italy are creating a lot employment and many companies in that market looking for new opportunities, also our country is working with the UE for a new TLC which means more opportunities in exchange growth and financial sustainability for AIESEC in Colombia.
What is that personal contribution that will make you the right MCP for AIESEC in Colombia at this moment of time? I hope you understand my personal contribution as a breakpoint for drive new behaviors in our network and be closer every day to our BHAG. Engage and develop every young person in the world. My international perspective. Working with Brazil, Managing international cooperation’s, work with the GST, attend to several international conferences, but overall have powerful conversations with many many people around the world, brings to me a clear perspective about our international network and how we can take advantage of this. Furthermore being close to AI and BRIC countries in the process of make real AIESEC 2015 is really excited because of the tons of ideas. As country we need to growth in a global network not only by ourselves. My AIESEC XP in Colombia. The stories that we tell determine the stories that we live, that’s why for lead Colombia you need to feel Colombia its passion and energy of their people. I understand Colombia culture and AIESECers, I have been really connected all time with Colombia and I can’t control to dream about my country every time that Imagine a member is being changed by this platform. The passion for my country is alive; I went to other country but I never left Colombia and my leanings there. My Leadership. More than never we need to trust in our people, in you. I’m a leader who always believe in the potential and changes that we can make just by people. I heard from many people during this process complain about the leadership about the quality of our members. I really want to show you how we can increase our approach being oriented to the talent that we have in this organization.
Critically evaluate the past 6 years in Colombia according to the organizational change processes, AIESEC2010 vision and the first part of AIESEC2015. Include evaluation of the successes and failures from the MC's perspective and initiatives. Based on this evaluation, what would be your START, STOP and CONTINUE? 06-07 the dream team Organizational Change: Improvement in organizational alignment, strategic long term planning, improves MC financial sustainability and Execution now culture. Accion Social.
AIESEC 2010: We began to talk more about AIESEC 2010, PBoXes and growth. UBS awards because of this term. 07-08 MC walkers Organizational Change: More PBoX oriented operations, improves TM processes, 50th Anniversary AIESEC in Colombia and good financial cash flow. AIESEC 2010: Alignment with AIESEC 2010 was more tangible and we start to understand more based on operations. 08-09 MC all Stars Organizational Change: Difficulties in MC cash flow because of ER, Exchange ambition grew up and overall exchange and international cooperation’s were more understandable for LCs. AIESEC 2010: The country was more connected with AIESEC 2010 and AI guidelines. 09-10 MC KISS Organizational Change: Life Changers being a practical way for processes, projects and international cooperation management. ER growth, Abriendo Caminos project. AIESEC 2010: We began new organizational behaviors like full xp in this term being align to AIESEC 2010. 10-11 MC LIVE Organizational Change: Oriented to Full XP, lack in ICX results, growth in OGX, IT solutions implementation and Abrienod Caminos II, it generates financial restrictions because of the project. AIESEC 2010 - AIESEC 2015. The final sprint AIESEC were within top 2 contributors and AIESEC 2015 process creation start with Colombia being an active provider. 11-12 MC Start Organizational Change. Growth in ICX operations, adapt operations to AIESEC 2015, good financial sustainability and ER improvement (NEPs) and Expansion as focus. AIESEC 2015. MC part time working on the process of adaption AIESEC 2015 by the U process, also this process support in evolve the operations. STOP. START.
Centralize many processes of management that LCs can do, because make our organization slow. Poor awareness of the general assembly regarding our network. Limited external perspective in our day by day. Don’t showcase our impact
More collaborative network understanding and working. Trust more in o membership and invest in them. Connect AIESEC with external perspective and networks. Innovate the way how we deliver AIESEC.
CONTINUE. Our ambition for growth. Our passion for make AIESEC every day. Our interest in expand our network Be connected with AIESEC 2015. Thank you so much for your time and effort.
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