US OE DE NÇ E E OL AB R O
One Step Further.
“That's one small step for [a] man, one giant leap for mankind”
Neil Armstrong
Hermano Reis
MC 19/20 APPLICANT AIESEC in Brazil
Personal Information & Experiences
Fale com o mano! Nome: Hermano
Reis
Cargo mais recente: Presidente
Last Experience - 2018: President of AIESEC in São Luís 50 Approvals in the first year of operations, highest in AIESEC in Brazil so far.
@SL 1819
hermano.reis@aiesec.net hermano.dos.reis (nem uso) +55 98 98157-9023 +52 55 6538-2886
2017: Lead-organizer of startupweekend São Luís, University Vertical
11k of sponsorship. The event gave 2k of profit to be reverted in shares to the community of startups of the city. NPS 9.8, the higher of the year.
One Step Further Application Video
youtu.be/dltaVjBXgAk
Besides that, I was an English and Music Teacher at 17, went to my first exchange experience as a Youth Ambassador in the US when I was 18. I also ran some meetups and laboratories about Design Thinking, Service Design, Value Proposition Canvas, Startup Acceleration and Community Canvas when I was an active Community Manager of TechStars in São Luís.
2015-2016: Trainee in the UEMA extension nucleus
As my counselor was busy working on her doctorate, I had the freedom and autonomy to map out the processes of academic events by scanning and "Podiorizing" the system. It is now possible to request and change event proposals without the bureaucracy of internal processes and post-event certificates are now ready in two days, which used to take more than 3 months before my changes.
2015: VP iGV in @SL - 2015.1
Responsible for 67,5% of the results of my committee that year (25 RE). I had to be resilient and smart to manage my first team and to get fast results in order to save the entity from closing in a area that I never worked before.
VP MKT in @SL - 2015.2
In CONADE all EB was relocated and I went to MKT. In 2 months I managed to create an inbound flux for our clients in consideration and a blog with tips to help in brand recogniton. Too bad that the new VP oGV did not have a very fast learning curve, so that our strategies did not cover the time to save the closing entity, which occurred in NPM 2015.2.
Preferences & Experience
1. Digital Intelligence 2. B2C 3. BD Manager
Service Design Workshop Facilitation Event Management
Personal Questions What is driving you to continue in AIESEC? Why are you standing for MC 19I20 for AIESEC in Brazil? AIESEC has taught me a lot. I would be a completely different Hermano if I didn't joined AIESEC or didn't take the opportunities that was offered to me. I want AIESEC to be even more accessible and relevant to more and more people, so we can give the opportunity for then to discover and develop themselves. I'm standing for MC 19/20 because I believe that's a crucial moment for AIESEC in Brazil to deliver the 2020 vision and to improve our relationship with our customers, being a even more customer centric organization. For myself, I think this is the biggest challenge I’m putting myself into until now. I know I’m not prepared to take this experience, but if I was prepared, it would be too late to try. And AIESEC in Brazil has sooo much fields to explore, to reach its maximum potential, that’s the challenge I want to participate.
What are your top 3 personal values? How will they influence your term? Altruism I love to help people achieve their goals, it has no greater pleasure than to see a person whom you have helped in some way, growing and bearing good fruit. Sharing knowledge was the main way I found to help the world be a better place. Balance As much as I enjoy experimenting and innovating, I have in my mind that these 'big leaps' should only be done if there is enough ground and resources to withstand this stress of change. We can’t innovate big leaps if we don’t have a base, otherwise it undermines the sustainability of what we had set out to improve in the first place. Creativity Life is an A/B test. We just have to understand ‘the game’ and learn from the mistakes and the correctness of these experiences. I like being creative in the things I’m working on in order to improve them. It is very important to not only have the ideas but to test it, that’s a challenge I want in the MC team.
What are your key strengths and weaknesses? How will they affect the role you are applying for? What will be your unique contribution because of who you are? My unique contribution will be the sharing of knowledge and ideas for the team. I always try to think things differently and I like to see what is going on the world outside AIESEC. This connection will help the team to be up-to-date with the newest trends and methodologies we can take vantage in AIESEC as well.
strengths Hungry for Knowledge - I love to see whats the
trends in the world. That could help us to create strategies that cut us cost or time, because we’re not reinventing the wheel. Jack of all trades - I don’t have problem working with different JDs, etc. Of course I’m more fast with jobs that involves creativity, but I’ve worked with some restricted jobs like ADM/FIN and didn’t have any problems. Head in the clouds, feet on the ground - That strongly connects with my balance value. While I enjoy enhancing my creativity with every experience I participate in, I know that these 'steps' should be done with caution. Change management skills are essential for designing and modifying processes.
weaknesses Altruism - I love to help people achieve their goals, the
problem here is when I help someone and forget to ‘help myself’, finising my jobs. Priority management - I also have a problem in setting priorities. As I like to multitask, sometimes I can’t concentrate in only one thing. I use some tools to help me prioritize, but I still don’t think I’m in a acceptable situation. Procrastination - Due to my liking for multitasking, sometimes its hard to finishing the jobs I’m in charge. Mainly if I’m working on my own. In a team that doesn’t show a lot because of the cadence of accountability.
General questions
S W T
We have developed a good leadership pipeline to act globally - IR! We can use this to capitalize on joint actions to improve international relations between countries and grow together. We have a good amount of entities This is important for a country of continental dimensions such as ours in front of the AIESEC global plenary, as Brazil is rich and diverse. But we still have a lot to do. Physical and virtual expansions are important to improve the position of the entity vis-à -vis the sectors of the country's economy. Turnover + Development AIESEC in Brazil has high turnover and slow development, unlike other entities such as AIESEC in Turkey, this means that the membership of the Brazilian entities either leaves AIESEC before reaching its leadership potential (having frustration for lost time) or are still at AIESEC and discover their potential only after 6 months or more, causing our entity to lose many good talents. A standardization of the onboarding process coupled with a good career path system can help us develop much faster leadership for our members (and still be good for BD). Not working smart with our resources Operations has always been the main focus of AIESEC, and it is ok to focus, since that’s one of our main forms to deliver our value proposition. The problem is to treat resource areas with less care, choosing people who are not fit for jobs and not having a (at least) basic knowledge of how to manage resources efficiently. Educating, tracking and rewarding good resource management should be one of MC's work fronts for the upcoming networks we will serve.
The value proposition of GT does not meet the needs of the market
Companies are usually buying GT to help in their organizational
climate or to avoid taxations from the government. We are not seen as a platform to find great talents from abroad and bring to companies. To improve this, we need to study the market, the needs and the opportunities we give as an organization. Using studies that are already being done with BD in partnership with the Brazilian iGT network and using these insights to review the value proposition, market and approaches currently used.
Decreasing Cash
Make a SWOT analysis of AIESEC in Brazil and giving a suggestion of how you would capitalize each of these points.
AIESEC cash is decreasing as our operations are increasing. This is because we do not look at and manage our resources wisely. Many improvements have been made by MC Arrasta and the role of MC 19/20 is to continue and improve those strategies. In addition, a more in-depth local resource education can help our entity as a whole to better manage our resources not only now but creating a good pipeline for the next generations.
O
SOPs & Innovation Although there is a large disparity between entities with higher and lower GCIs, we have, as a whole, a unique opportunity to deliver our processes with better quality, be the base entities, learning and applying the SOPs or entities more developed hacking these SOPs to find a new state-of-the-art. PD AIESEC can once again position itself as a great pool of talents through local PM strategies and national actions like the YSF, attracting more organizations from the 2nd sector to work with us. And we can also position ourselves more strongly as an organization that works together with several others for specific ODSs, consolidating us as a well organized youth movement.
General questions What will AIESEC in Brazil remember about the 2019|20 term? Describe which will be the key milestones you commit to strive for during this term. How will be AIESEC in Brazil in August of 2020? The next term will be remembered as the term that regain focus on delivering realizations and completed experiences, putting AIESEC in Brazil back in the top of those 3 metrics. Our platforms and resources helped our members to succeed and do more with less is a fast way. We'll be also known by doing things differently, in a better and cheaper way, by remodeling processes, structures, etc. My commitment to AIESEC in Brazil is to make it more and more Customer Centric, reassessing the way we do things and seeing the journey really with the eyes of the consumer, making deliveries of our processes evident, showing the value our work to our customers.
What is going to be the specific role of MC 2019-20? Please consider different stakeholders: World/Brazil, AIESEC globally and AIESEC in Brazil. For Brazil and the world Positioning clarified showing that we are a young leadership movement that aims to develop qualities and skills in young people, forming profiles with desirable talents both in the second and the first sector.
AIESEC Globally Accompanying the wave of completeds, positioning us as an entity that values and works to deliver complete experiences. Leaders in pulling responsibility for delivering 2020 vision.
AIESEC in Brazil A fun MC, that talks a lot with LCPs and defines coherent strategies with the entities, in order to increase our overall results by reducing the friction (especially of comm.) between different groups.
Please describe and explain 3 national strategies that can make AIESEC in Brazil Grow in Approvals, Realizations, Completeds and Cash? Customer Centric Strategies for Brand Lovers Support - Be where our leads are as doubts are. Solving their doubts and converting faster. Helping is the new selling. Referral - Put promoters where new leads are searching. Users search for online reputation of brands. On the other side, unhappy customers love to say bad things of brands in their pages. The strategy is to put promoters to share in these channels, helping undecided leads to convert in our favor.
Virtual or Hybrid Expansions
Incentive System for value delivery
Yeah, we expanded in 2018, creating 2 new entities. But we can and should do so much more. We can start with virtual expansions, to verify and validate new places and we also can do hybrid expansions, where we recruit, develop and spend a set of tasks for individuals to prove themselves as a good investment for AIESEC in Brazil to expand on their behalf.
We saw that when we doesn’t focus on the ‘after approval’, we can lose track of our realizations and put in risk our value proposition as an organization. Our national campaigns must reward bigger for RE and mainly CO, leaving APD only as a step to get into the CO. If we don’t do this, we won't change the culture of focusing only in APDs that we have built over the last few years.
(Large) external positioning events Market-leading companies hold annual events to improve relationships with their customers and position themselves in the face of world trends. As much as these events are not the core business of these companies, they help them position themselves as market leaders and opinion makers. If we begin to realize these events, we can capitalize on improving our relationship with partners by adding one more big event to the portfolio as another way to engage new people in AIESEC. Talking with friends of RD and Drift and speaking of my idea they even came to say "how that AIESEC, in the middle of 2019 still does not do it?".
How and what online platforms can enhance the results of AIESEC in Brazil? Analyse the DI area since it was created in AIESEC in Brazil and propose 3 strategies that, in your opinion, will guide us to be closer to a seamless and frictionless organization.
DI
Technology as a whole has come to humanity to avoid rework and mechanized things are done by humans, causing them to worry about thinking about strategies and things besides repetitive work. I see that our online platforms can improve AIESEC's results in Brazil precisely if they help our members do less and less mechanized work and focus on strategies, achieve the state of the art of processes and innovate in what is already stagnant. DI was grown so much in the Data Analysis Workfron, now it’s time to grow in Processes Evolution and mainly on the Customer Experience area. Customer Service Plataform and a Customer Success Mindset (maybe a CS Team as well) With the advent of technology, a crucial new touchpoint has been added to the user's shopping journey: the touchpoint of online checking. If a person is interested in buying a product or service, they will search the internet to see people's reports about services. As much as the great minority of our customers is dissatisfied, it is this percentage that will speak at 4 winds that the service of AIESEC was not good, falling on our social networking pages, which is not good for the brand. Nowadays several people go on our pages to ask questions and we are not there to answer them as soon as they ask. This CS team will also be responsible for monitoring and asking questions that appear on social networks, interactions that have been left aside over time Conversational Marketing to qualify leads and generate insights at different times of purchase Imagine you arrive at a (physical) clothing store, take a walk, see clothes, prices, then head out to the food court. You were almost finishing your snack when a salesman from that store approached you in the food court asking if you liked the clothes and if you wanted to taste some. Does that make sense? We with all our greasy hands are we still thinking about that outfit? That's what we do in online stores. Conversational Marketing platforms, like Drift, help us out withe these situations. We’re able to connect and communicate with leads direct from our homepage, helping them to succeed, as we are online,with them. That's why a new approach flow, where the lead is already qualified, would help the organization a lot, as our consideration members would focus on giving support to truly qualified leads by increasing our delivery and conversion capacity. Show them how you work, show them your price, make it easier for the leads fall deeper in the funnel The AIESEC exchange is still very cloudy at the sight of a stranger. One needs to check third party sources like Youtube and blogs to really understand how our services and prices work. This causes a lot of people to leave our domain without signing up and many of those who sign up are not qualified enough, falling into a crazy OGX team to hit the target, being able to sell a badly aligned experience and giving problems in the future. Having such clarity on national platforms reduces the number of misaligned leads, so consideration teams can work better at converting qualified leads and work on evolving area processes within their entities, opening up space to innovate and test new things.delivery and conversion capacity.
How the area of DI can support operations to reach 30k Approvals and 10k Completed? Mention and explain 3 main strategies for that to happen in the next 2 years.
DI
As a resource area, our role is to ensure operations have the tools and knowledge to work smarter, bringing more results with less repetitive effort. In addition, it is important to look at our processes and structures and suggest improvements. It is important that this conversation and exchange, because normally who is inside the operation, is so determined behind their goals that they do not think outside the box and propose improvements and innovations. Democratization of Knowledge Knowledge is power. To have an ongoing AIESEC Learning Center in Brazil, where members, as they enter (or even before), know the processes, have access to the Playbooks and are ready to operationalize, will give AIESEC more speed in training its leaders and will make it clearer to a member who enters AIESEC how much he has to gain if he invests his time and effort in the organization. Automation and Standardization of processes Automate recurring processes or do not need customization. This speeds up our processing time in delivering our services and makes our members more focused on delivering good experiences to our customers. The Love Index Using the science of The Love Index to improve the brand’s lovability through our touchpoints with customers and how our products meet their needs. The Love Index is a methodology created by Fjord, the Design and Innovation studio from Accenture Interactive, that measure brand love can be broken down into five key dimensions: Fun: Holds people’s attention in an entertaining way Relevant: Makes it easy to find clear and customized information Engaging: Identifies with people’s needs and adapts to their expectations Social: Helps people to connect with each other Helpful: Is efficient, easy and adapts over time
OGX Team
I would like to work closely with the OGX team in order to identify and satisfy their needs. OGX has grown so much in the terms of approvals but we need to work smarter in our post-approval processes, automating and evidentiating them, that’s when DI comes in.
OD Team
One of the main forms AIESEC develops leadership is our membership. That’s why DI should help OD to become even smarter to help our entities to grow sustainable, with data analysis and processes hacking. That will help OD to diagnose and set better strategies to help our local chapters to grow.
Resources Team
As a resource myself, it is my job to help my team to succeed in their areas as well. Being a strong and reliable Resources Team will not only help our organization to grow in many aspects but also develop a good pipeline for successors in the future.