RANDY STEVEN PUENTES CASTAﾃ前
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About Me
Nationality: Colombian Date and Place of Birth: 24/12/1989 Pereira Colombia Mobile Phone: (+57) 3113319061 SkypeID: randy.puentes Personal E-Mail: randys.puentes@gmail.com myaiesec.net E-Mail: randy.spuentes@aiesec.net Academic Background. Industrial Engineering, Universidad tecnologica de Pereira From 2006 - current
MCP
12-13 Application
3 Main Areas
@ XP AIESEC Pereira LCVP Information Management - 2009 Local Committee President - 2010
AIESEC in Colombia NIMT- Education & Support - 2009-2 National Social Media Manager - 2010/11 MCVP Marketing & Comm - 2011/12
Marketing & Comm During 2010 I was in With my Role as MCVP Marketing & Comm, I gained lot of experience in develop marketing strategies focused in exchange growth and positioning of AIESEC at national level.
Conferences Attended
charge of the growth and capacity of exchanges in Pereira, developing i n t e r n a t i o n a l cooperations, strategies based in peaks and general support in ICX and OGX.
Exchange Mgmt
Estrategical Direction
During 2010 and 2011 with my roles as LCP and MCVP (with Marketing and LC development role) I gained a lot of experience in the design and evaluation of strategies oriented on growth. Also, increasing the capacity identify breaking points where the strategy need to be change and replanted it.
National LDC NatCo RTC NPM
Oct 2008/March 2009/2010/2011 July 2009/2010/2011 Oct 2009/2010/2011 Dec 2009/2010
Cali/Manizales/Bucaramanga Medellin/Barranquilla/Pereira Ibague/Cali/Melgar Bogotﾃ｡/Medellin
Delegate/Facilitator Delegate/Facilitator Delegate/Facilitator Delegate
International ILC IC
March 2010 Auguts 2011
Lima, Perﾃｺ Nairobi, Kenya
Delegate Delegate
I´m applying to...
MCP
Why
MC
in Colombia?
Since AIESEC got into my life, three years ago, started the biggest challenge of my life. Daily it became my way to go out of my comfort zone, to develop new skills, to increase a vision of a world, and my mainly way to give all the impact that I want in Colombia. Professionally, it is a turning point in my life where I'm taking the opportunities to build my future with my own hands. I'm about to finish my studies as an industrial engineer, and I have found a strong focus in management and improving organizational performance. Therefore I believe that now is the time to go further, taking the biggest challenge that I can find in my AIESEC XP, for which indirectly I have been preparing myself these past three years. Colombia also remains one of the fastest growing countries and higher quality experiences that would make this experience exceeded my expectations and professional ambition, which has always marked every one of my steps in life. Simply is a DREAM COME TRUE.
Behaviours
@
for
Colombia in
2015
Relevant Team Experiences (Focused on TMP & TLP): We should improve the role of the teams and their productivity, by starting to take our TMP and TLP programmes to the next level, and treat them as products as they should be. The same way we do with GIP and GCDP. Not with a random follow up as we do right now. Professionalize our Impact (focused on LLC & EwA): The simplest way to do it is by Engagement with AIESEC and Long life Connection phases. First with engagement standardizing the activities and processes with the ones that we deliver and the target audiences we want to reach with that, based on portfolio management and measurement systems for impact. And with LLC, the key point is the way we build a new network of alumni, first increasing the connection of our future Alumni with the external sector opportunities. Also, by giving to the current network spaces to connect each other. And they can have the chance to continue living the development that AIESEC promise. Connection between operations (Focused on Upselling): First, being aware of the operations of each programme and how one programme can support the growth of the other. Also, understanding the connection points in the operation cycle of each one. Finally, designing the activities that allows to connect the demand of a programme with the supply of the other(s).
Understand the holistic role of programme responsible: The new role of programme managers (GIP, GCDP, TMP & TLP) has a huge evolution, where they are responsible not only for the basic processes of the programme (Selling, recruitment,‌) but also the talent development of the members in them, the marketing and finance processes in it. It gives continuity to the delivery process and increase the awareness of them role in the results of the organization.
5 Main Achivements National Social Media guideline Role: National Social Media Manager Strategy: Standarize National/Local SM Channels Results: Facebook: Growth from 200 to 800 Active users. Social Media Guidelines for 6 different Channels
OGX Growth AIESEC Pereira Role: LCP AIESEC Pereira 2010 Strategy: Customize OGX approach with the Students Results: 100% Growth, 22 Exchanges
OGX Growth AIESEC Pereira Role: MCVP Marketing AIESEC in Colombia 11/12 Strategy: Turn the positioning into Engagement (Focus on adaptation to 2015) Results: Marketing processes defined Engagement and Upselling Portfolio.
Positioning for AIESEC Colombia Role: MCVP Marketing AIESEC in Colombia 11/12 Strategy: Strategic events & media to increase relevance. Results: Events: 6 events (Ex. World Volunteer Summit, international Social media & sCRM congress, TEDx Bogota) Partnerships: La Republica, Un techo para mi Pais, EF, TEDxBogota, Practica.
“Jornada Nacional de Liderazgo Juvenil 2011" Role: National Social Media Manager Strategy: Use Social Media to create and aligned the First “Jornada Nacional de lIderazgo juvenil” Results: 1000 delegates all over the country, alignment of 11 LC s, 4 National Supporters, more than 30 Local supporters.
On the other hand, Colombia not only grew based on the engagement of the members also was triggered by other stakeholders. A great example is the government, which is the main ally, who through social impact projects, both nationally and locally, helped to increase the scope of the impact of AIESEC. This relation was developed since 2011 when the new local government began, becoming AIESEC into a Global Youth Voice for the country. Also connecting other stakeholder like NGOs and third sector, which are the main beneficiaries of this impact, offering solutions based on international young talent. And to complete the network of stakeholders who drives growth, are the Alumni and the Corporate sector, providing to them a platform of continuous development (Personal and professional) and connecting them with youth leadership and societal impact. Also they are the ones who gives the financial muscle and knowledge center for AIESEC to get into the results of 2015. This network of stakeholders, gives AIESEC in Colombia the impulse for being recognized as a first choice partner for all of them. But the new question is: Which will be the next challenge for them?
Integrity
All this process started in 2011, when the country decided to bet for the early implementation of the new vision and the AIESEC XP, with investments of resources and national focus, transforming the country in one pioneer on the implementation process. This was the first step to connect one of its main costumers with this new vision, its members, the ones that today are capable to say that AIESEC is offering a professional and certificated process of leadership development. The other notorious change was in the process management of the organization, now the local entities are more independent about the legal and administrative management, been aware of their growth and the way to get where they want (road map) and the national office works as an auditing, connecting and directive body.
Emphaty
It's August 2015, AIESEC in Colombia is recognized with the award “Gold legacy of 2015” at the International Congress in Mainland of China, as the most representative national entity of the vision 2015 of AIESEC. Lots of people in the network are happy to see all the hard work has been recognized, but why is this award for AIESEC in Colombia? The answer is not that complicated.
Creativity/Innovation
@ Colombia, a story of succes! a.Giving different vision from issues or opportunities that as a team could confront. Also, related with the support with other perspectives to the proposals and strategies of the team c.Giving new ideas or original solutions, supporting the connection between areas. Also we need lot of innovation in the adaptation of 2015, because Colombia must reain as a pioneer entity in the network a.As part of the MC team seems essential to maintain a close relationship in all aspects of life, and help also required to maintain excellent relations with others and which are always honest. c. at work as a team, excellence is a factor that would affect my personal working relationship with all the people and entities with the ones we work in the term, being consistent in this approach to excellence in all. a.It will helps a lot as part of the MC, because in that way I can understand easily the way of acting and reacting of the people in determinate situation and know how to manage it. c.As MCP, I think is the most important one, but it will help to connect the different profiles of the team, also adapting and understanding how to work with each individual and lead them. And finally how each profile gives shape to the culture of the team.
a. The biggest challenge will be more aware of my role as MCP (Leader of the team). This would challenge a lot my time management, meeting deadlines and quality in my work. c. Help in the search for new alternatives and solutions to the challenges metion before, and not let it affected my action plan.
Need a Dynamic Environment
a. This will help me challenge my way of working with others, to understand different work rhythms, and well as links to achieve effective results. c. This will help me to be demanding with the tracking and deadlines, and that would encourage the people that work with me to be aware of them
Personal Effectiveness
Impatient
Weaknesses a.It could put limits in my productivity, because I love travel, and keep in contact with the people, but it could challenge the way we understand the concept of the MC office b.I'm always looking for not have a static work environment, and in the MC term It could help me to keep a dynamic environment for the team, for we don't fall into monotony and low productivity rate.
Proposal for AIESEC in Colombia Balance Growth · · · · · ·
MC Operations balance between Innovation/operations and local development LC development model based on 2015 roadmap Management focus on build infrastructure (Finances and IM) Operations based on future needs (road map implementation) Strengthen the Expansion process Specialized training, based on LC needs
Opportunities Integration · · · · · · ·
(Internal+External)
External Marketing Research Advisor Board model improvement National opportunities hunter team Governmental Approach Business intelligence as input for international cooperation Impact Measurement of our operations EwA & LLC as main connectors of AIESEC with the external environment
Administrative Leadership · · · · · ·
Administrative corner in the MC (IM, F&M, MCP) Proactive Finance administration AIESEC Colombia, a sustainable business Business Intelligence: sells based on programmes Integrated Information system tools IS tools supporting fast legalization process (decentralization)
Results National information system platform (connecting all our national IS tools)LC development Model and R&R executed. Legalization Rate of 1 day. Expansion: 30 local entities between LCs and Extensions. 2 National projects with government/8 Local projects. Impact more than 5000 youth people, 300 Alumni and 150 Organizations with engagement with AIESEC. TMP: 4500 TLP: 1100 GIP: 700 GCDP: 1600
External Trends New Local Government: This one of the main opportunitie that AIESEC in Colombia should take, first based on the need of increase our impact as organization and the best way to do it, is connect our operations with the government initiatives. Also, for keep been sustainable with the proposed structure of the MC and the new GCDP projects, we need big investments. Also to take advantage of the role of the BD manager of government and third sector.
S
SWOT
·National 2015 implementation ·MC and LC connected under long term planning ·Structure supporting 2015 ·IGCDP increasing based on internal opportunities ·GCDP programmes aligned with global peaks ·LLC programmes defined ·Strong national alliances ·IM with a clear national focus ·Marketing evolving to increase our impact (engagement) ·Expansion as strategy for growth ·Projects truly based on exchange ·Events focused on different targets for increase impact (Alumni, Organisations, Students, …) ·Structured legalization process ·BOA and Supervisory group
O
·Application IC 2013 ·New local government ·Social Media as positioning strategy ·Alumni Relations ·Non-corporate organizations forums, congress or meetings. ·Virtual Interactive Spaces ·Colombia needs to diversify markets ·Activities with other Youth organizations or NGOs ··Asia pacific market. ·Knowledge of international trends New FTA TICs as a national focus.
T
Threats Legal management run by LCs National Education Instability
Strategies S-O ·AIESEC in Colombia as a integrated entity by long term planning, to take advantage of external trends · Implementation of new strategies based on university engagement as an expansion strategy by increasing the number of LCs and get a little closer with our B.H.A.G - national projects based on TICs implementation to increase IGIP pipeline - External buddies to support national strategies concerning to business market relations and organizational thrends - Projects based on social media support to engage differents markets and increase our impact as a first choice organizacion for youth leadership development - Implementation og GCDP Program aligned with national and local issues driven by NGOs Strategies S-T - Based on LC Development strategy to generate the support to educate LCs on Legal management - take advantage of new programmes flexibility to overcome the crisis in education
W
·Financial model, not run and adapted to LCs needs. ·TMP & TLP needs professionalization as products ·GCDP need of sustainable development. ·GIP is not attractive for LCs ·Lack of LC development Model ·GIP doesn't have a brand and connection between incoming and outgoing. ·Lack of corporate sellers culture ·Myaiesec.net usage ·Measurement systems ·Inconsistent positioning ·Productivity Rate ·Local Account Management ·Local Risk management plan
Strategies W-O ·Government supporting the sustainability of GCDP and increasing our Impact ·Clear positioning based on physic and virtual activities with our tagets. - take advantage of non-corporate sector and national issues to increase our sales and generate fast-sale-education based on proyects - create a culture of Media management based on virtual spaces education/implamentacion to drive a constant positioning - Continuity for an LC Development strategy to strengthen the foundations of 2015 and provide the necesary education and focus to build capacity
Strategies W-T - take advantage of the finaltial management lack to standardize a brand new finantial model adapted to LCs needs - TMP and TLP as a product to to mitigate the problems with education and strengthen entrepreneurship in students engaging a greater number of people
External Opportunities TICs Boom: The Government focus of growth in TICs with the “Ministerio de tecnologias de la informacion y las comunicaciones” is a trend that we can let go. First, because all the invesment that are in the inititives of it. Second, the projects around the topics are looking not only to develop and implement new technologies, but also to have a great impact in the country development, and there is where AIESEC can support. Also, is a great opportunitie to improve and increase the positioning of the GIP programme in this market. http://www.mintic.gov.co/
New Free Trade Agreements (FTA): As international and professional organization we should be connected whit global issues that impact in our society, and with the new integration of the FTA in Colombia, the country should improve its competitiveness, and strategy of production and marketing to take advantage of the benefits of this agreements and don´t loose lots of money in the adaptation process. Also, is the best way to increase our cooperation with new networks inside AIESEC, like AP and MENA, and new profiles like logistics and international cooperation. http://goo.gl/BbJ2U http://goo.gl/T6CjE http://goo.gl/PLevW
The connection between them is based mainly on the description of both, first the AIESEC XP allows AIESEC to do what we do, that's provide a Value-based platform accessible to a high volume of young people so they explore and develop their leadership potential. So the AIESEC XP help us to understand What does AIESEC provide, based on the programmes. Besides, the three wheels, tell us how AIESEC will look in 2015, and it's through these wheels that AIESEC is able to design the activities it will deliver in 2015. Said that, the connection is very simple, the 3 wheels gives direction about how we need to run the AIESEC XP in order to reach 2015 without leaving our escense.
EwA ELD
&
We hadn't run structured engagement initiatives. But, we still have a strategy about how our structure should deliver it (from Marketing) and the targets we are going to impact and attract by our portfolio. Also we have some experience in this initiatives without knowing they are engagement activities, for example the “Jornada Nacional de Liderazgo Juvenil”, the global villages, the Forums based on issues, and lot more. This is the phase in the one that we have most experience, but the one that present the bigger change, first in the role of the programme managers, that are the direct responsible for all the operation cycle of each programme, from the recruitment to the closing. We need to develop things like the way to work with different timelines with each programme, the way to begin and close the programmes, and how to start to incorporate talent development, marketing and finance processes in them.
LLC
Current State
Connection
@XP & 3 Wheels
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The objective of this phase for us Is not only to manage the alumni network, but also to connect the external environment with the members that are about to go out of our organization We have a basic structure of the LLC programmes we want to run at local and national level, and the three main focus of it, giving a new platform for development even after leaving the organization. The next step is totally focus on execution and testing.
@XP & 3 Wheels
LLC ELD EwA
Strategies for each phase ·Engagement corner implementation (TM, LLC, Finances & Mkt): This related first with join different kind of knowledge in the development of activities related with engagement, also to reach easily the main objectives of EwA, attract people to live ELD programmes and to increase AIESEC impact. Also are the main responsible to ensure the impact of EwA, not only in the number of the people impacted, but also in the way that creates positioning and support the incomes of the organization. (PI, GYV) ·National engagement portfolio diversifying BD operations: for AIESEC is not always easy to diversify, but EwA opens the scope of the products that we can offer for get more impact on society. Also it helps to connect the impact not only with people but also with organizations. (PI, FCP, GYV) · Brand development of the 4 programmes: we use to think that the programmes operations are enough to get the specific results in each one, and it's not completely truth. The programmes need to be positioned as a product, to be constant with the image and keep all this aligned with the brand value that each one has. Making the programme easy to sell and to understand for ur costumers. (GYV, FCP) Capitalizing on Development and delivering the Brand promise: AIESEC has always been recodnized for the quality of its membership and their develop which means that our postioning is based on our brand promise, we promote leadership skills, overloaded competences and that's why over time we've become in the first choice partner for both main markets student and companies. the first ones are looking for something beyond academic studies and the others are looking for more developed students and recent graduates. ELD it's the opportunity to build both markets, by creating a complete development product that ensure we are delivering our promise and we are selling the best option.(GYV, FCP) · ·LLC portfolio of opportunities based on the three wheels: Our portfolio is based on giving opportunities to our members and connect them with the external environment, but the impact of this could be unfocused, if we don't keep connecting each opportunities with the 3 wheels, who are key stakeholders for increase the scope of our operations. (PI, FCP, GYV) Alumni network with specific goals for 2015: The alumni network in Colombia is constantly looking for keep connected the Alumni with AIESEC. But as organization based on AIESEC, should be also aligned with our vision (2015), and the way to get there. With this we ensure they are supporting AIESEC and been part of the impact we provide. (PI, FCP, GYV)
2. Cost Cutting Exercise
Specific Questionare My approach will be based in the analysis of two kinds of outcomes: Outcomes that affect directly the operations (for example, human resources, average 50% of the operative outcomes) and Outcomes that affect indirectly the operations (for example Positioning activities, Public relations, and Travels, not visits and functional, of the MC team, average 25% of operative budget). This ones are more easy to cut if is needed that the one mention before. Then with the support of the MCVP Finance and an external body (Could be somebody from the supervisory board or the Financial Subcommittee) decide which of this affects more the operations of AIESEC in Colombia and define a the strategy to support the incomes of the MC and which incomes should leverage the operations. Also, it must be clear that before of the costs cutting exercise , we must have analyzed the finances and management of AIESEC in Colombia, and why we have these financial constraints. Because they cannot be only by the lack of exchange or non-operational incomes, but also could be collection management problems or disorders of internal administration. Also, considering that half of the period indicate that a peak with a large operating income(winter peak) is almost over, which is an indicator of how sustainable and effective ere the strategies run in the first half of the term
1. Strategies to
Guarantee the Vision ·Structure Based (Steering Team, 2015 board of advisors support, MoF of the MC): It is the basic way to continue with a organizational change, because from we have the structure as the base of the operation, and my proposal is to give continuity to the steering team, for they have as main objective to give direction to Colombia based on the long term planning. Also, having specialized people in change management and midterm vision in the board of advisors. ·LC development strategy based on 2015 road map: It should be the right way to keep the connection between the development of the LCs and the road map and all the long term planning. Taking advantage that we are still in the designing process of the LCD model and it measurement with the SONA to incorporate the goals and the growth path of the LCs delivered by the 2015 implementation processes that have done.
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·Planning process based on U process Output: The U process run by AIESEC in Colombia is been one of the most challenging and professional processes that we have develop for create a common vision as a country, that why this work must be the main input for the MC 12-13 planning process, giving a great beginning for the MC to start with the strategy design for the next term. All the strategies have investment and adequate management of resources (Human, financial, time…)
4. My
Personal
Contribution
In the past years the world is living an interesting trend with the leaders in the organizations. Now, the leaders with only one academic background or just an established leadership style are out of the way, because that ones where perfect for the companies in the past, where only the productivity rate and high level of production where the drivers. But now the global environment demands to the organizations to be flexible, to think beyond their limits, and to be prepare to react in the constantly changing environment. Said that, I think that is completely aligned with two of my main strengths,
Innovationand Versatility Not just because my academic degree of Industrial engineer, but also for my experience in different areas in AIESEC, and mostly in marketing, which is one of the most strategic roles in a company. Also both of my strengths are the foundations to keep the implementation of 2015 process and to keep AIESEC in Colombia as a pioneer in the network. As well, keeping a dynamic environment for MC team, for keep them connected and developing new ideas and project. Finally, both support the opportunities hunting for AIESEC in Colombia, in order to increase our impact across sectors.
3. Key Trends 路Instability of superior education in Colombia: This is a trend that could affect in two ways AIESEC in Colombia. First, most of our members still been students and the time and commitment that they are giving to AIESEC is limited by the instability of the academic calendar of the universities, affecting our operations and the average productivity rate of our members. Besides, the operation cycle of our outgoing exchange programmes could be affected by this, because it misaligned our LCs with the exchange peaks of the network. 路New local government: It is one of the most important opportunities for us to take advantage. Because if we don't get this connection since 2011, we are going to be out of the projects and the budgets of them. Also is a way how we can give a bigger scale to our impact at national level, just by been relevant in the issues that the government is working on. Another important point of this opportunity, is that we have to start to train the LCs in project design and management for the government, because the account management of this kind of partnership needs specific knowledge of public administration and legal advisory. 路High interest in social impact of corporate sector: AIESEC is starting to develop GCDP projects with high number of exchanges, and a great connection between the corporate sector and the third sector, giving to the companies a way to have high impact projects by AIESEC, and we have lived that with projects like EduAction and + IMPACTO, but we still need a lot of work to take advantage of this opportunities, for design sustainable projects and be recognized a high impacting organization en both sectors.
Start
Focus on strengthening core operations. Diversification of incomes for the MC sustainability Take advantage of the good financial situation Use events to trigger the core activities and positioning with the target audiences. Support the operations with investments and HR. Increase the partnerships based on exchange International Cooperation run by the LCs Balance the innovation in operation with the development for the LCs can run this one Increasing the connection between Incoming and outgoing in GIP and GCDP Structured LC development strategy
Before 05
05-06
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Past 6 Years
Stop
Lack of incomes to operative budget. Low connection with the LCs. MC not developing LCs Lack of focus in ICX, creating a low income for the LCs Low sellers culture Financial Dependency from partnerships Low focus on exchange and membership growth. PBoX, without any focus on exchange results. Decreasing in structure even with more exchanges. All MC strategy based in one campaign (Life changers) Partnerships with low focus on exchange Lack of focus on LC development Dependency on a few LCs results GCDP not being sustainable for the LCs GIP with a low brand and positioning at national level
06-07 07-08 08-09 09-10 10-11 11-12
MC
Continue
Before 05
Financial strengthening based on structed administrative strategies Supervisory group implementation AIESEC in Colombia centralization process National Partnership supporting finances National Government Projects implementation Focus on Execution Structured LC development Strategy Partnership based on external events (50th Anniversary Celebration) Governance and organizational legal framework development. Diversification in the AIESEC products Increasing the structure of the MC to support the operations. International cooperation as a driver for growth Increasing the relevance of NST.
MC
Aligment 1. 2010/2015 2. MC-LC
Before 05
05-06 06-07 07-08
1. N/A 2. Poor 1.Average 2. Poor 1.Good 2. Good
11-12
1.Good 2. Good 1.Excellent 2. Good
NO!
09-10 10-11 11-12
MC ŸFinance strengthening ŸStrategic planning ŸGovernance and finance/legal organization (SG
Low X performance and lack of focus
ŸMC financial sustainability: National Partnership ŸAIESEC in Colombia centralization
Low members productivity and X performance
ŸOGX capitalization Ÿ“Execution now!” ŸLC development strategy Ÿ ŸFinance goals achieved (good cash flow) ŸHuge dependency on few National Allies Ÿ50th Anniversary ŸEthics – Legal – Governance and other
Selling / TN raising Administrative delays MC – LC
10-11
08-09
Lack of committed members and knowledge Financial weakness and Disorders
1.Good 2. Good 1.Good 2. Good
07-08
Initiatives
PBoX Implementation Diversification Finance and legality
09-10
06-07
Challenges
1.Good 2. Good
08-09
05-06
Simplicity in processes Projects implementation at local level. National Government Projects with a big amount of exchanges and impact. Improvement of the National education Cycle Planning Based on U process Alignment with peaks (Winter – Summer) Financial model Expasion focus 2015 process implementation Projects with big impact and big amount of exchanges. Focus on high level of operations
creation)
Organizational risks management
Raising delays MC – LC Managing growth
Lack of ER results; Main incomes from LCs (through monthly fees and X percentages) ŸAmbition creation at LC level Exchanges as organization driver International cooperation
Manage of big amount of exchanges
Life Changers: Local Implementation of Projects ŸSimplicity on processes / plans / execution ŸInternational cooperation
GIP Growth Delivery and Quality Brand Management and Positioning
ŸIncreasing external relevance ŸOGX peak alignment ŸGrowth based on international cooperation ŸEmpowerment (Leadership growth) ŸDelivering Solutions ŸExternal Connection Ÿ2015 Implementation ŸBig exchange growth