MCVP ER_Malaysia_Application_Randy Puentes_Answers

I´m applying to...

MCVP

1.Why

MC

ER

in Malaysia?

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 the world.

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 a bigger challenge in my AIESEC XP, for which indirectly I have been preparing myself these past three years. Malaysia also remains one of the fastest growing countries in Asia Pacific that could make this experience exceeded my expectations and professional ambition, which has always marked every one of my steps in life. For me Malaysia is a country full of diversity and a place full of new experiences , and I feel a big connection with the culture around it. Simply is a DREAM COME TRUE.

Weaknesses

2. Strenghts Creativity/Innovation This is one of the charateristics that had give shape to my @XP, in every role that I take I always develop new ways to do operations, new projects, and always try to improve the performance through it.

Ex. Now as MCVP Marketing I have develop engegament and upselling tools for increase the people taking the ELD programmes.

Impatient It´s related with the Results orientation that I have, because it always have push the people around me to accomplish the deadlines. For example when I was LCVP, always my performance was on time, and disturb me when others didn´t do it.

Need a Dynamic Environment

Integrity This is always taked as a value, because it gives shape to every decision you take and how it affects the other. For me is importan just for the fact that AIESEC works with PEOPLE experiences, not only results.

Results Oriented it can be seen just in the results of my previus roles, to always keep my eyes on the goal. Ex. When I was LCP in AIESEC in Pereira, we grow 100% in OGX, or in my role as Social Media Manager we develop a national congress for external and we get 1000 applicants just by Social media Channels.

I'm always looking for not have a static work environment, and in the MC term It help me to keep a dynamic environment for the team, for we don't fall into monotony and low productivity rate. For example I´m not a big fan of been all the time in the office. Our work is outside.

Forgetful I'm can forgot things in short time, and affect my work in short time, that´s why I always try to be with an agenda, cellphone or Ipad, to keep track of the things I can´t forgot.

The biggest challenge will be more aware of my role as MVCP. This would challenge a lot my time management, meeting deadlines and quality in my work.

Help in the search for new alternatives and solutions to the challenges mention before, and not let it affected my action plan.

Need a Dynamic Environment

This will help me challenge my way of working with others, to understand different work rhythms, and well as links to achieve effective results.

Also it 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

Forgetful

Impatient

3. How Weaknesses affect my Role?

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 And I said before, 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.

4. Team Culture I want... 路The Team culture that I want is one that will be collaborative and also based on admiration. because,after my team experience in the MC of Colombia, I've discovered that a real team starts to perform and get incredible results when they understand the role of each oone of them and how they support each other, but also connected with the idead of "keeep admiring" the work of the others, because that help to develop respect for the work of all and to keep "been surprised" by them work.

5. People Oriented vs. Result Oriented In my opinion, my perspective as a leader is people oriented, mostly because of the culture of my country and the escense of AIESEC, that is "peace and fullfilment of humankind麓s potential", in that terms, for me the development is a result, and also the leadership should be the one that generates results, not the results generatng leadership.

Organizational

Questions

6. AIESEC Malaysia Contribution This answer have lots of different point of views. First, we have the youth market, AIESEC in Malaysia is building a world of opportunities for the young students of the country, is openning the view of the world that they have, giving them the tools to really IMPACT in them society, also keeping them connected with the social issues that affect Malaysia, and increasing the scope of this impact with relevant projects for the reality of Malaysia, affecting also the social sector.

Other point of view is the economical and corporate sector, where AIESEC without knowing consciously, has been in contact for lots of year, with the global network of business and satkeholders, that gives AIESEC the relevance as ORGANIZATION. Also, supporting the perception as a business, where we work around global economical trends and see how they affect the operations and adapts our products and experiences to this ones, giving this sectors a global vision of their business.

External Trade Fairs In Malaysia 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 Malaysia, the country should improve its competitiveness, and strategy of production and marketing to take advantage of the benefits of this agreements. Also, is the best way to increase our cooperation with new networks inside AIESEC, like WENA, IGN and AP. http://goo.gl/UgKoA

New University Timelines This is one of the most visible opportunities, because we can take advantage of new peaks in terms of exchanges, and also increase the number of OGCDP, having in mind the vacation time. Also, is an invitation to try new markets in the Universities. http://goo.gl/27Qlp

7. Opportunities

AP Countries Relation The last years the Asia Pacific region has started to learn how working together they can grow as GN, more than just countries. The invesment in CEEDers, in Raised EPs or TNs in other country to increase the Deand for ours helps a lot on this. Another trigger for this was Unleash AP, wich by the way last year was in Malaysia, becoming Malaysia into a conference and leadership center for AP.

EwA and LLC Programmes definition This two programmes are the ain door to increase our external awarenes and been pioneers in the network, and an easy connection between our members and the opportunities in the external sector. For example engagement conferences and forum, eve Job Fairs.

(Y2B)

Internal

10.@ Malaysia, a story of succes!

It's August 2015, AIESEC in Malaysia 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 Malaysia? The answer is not that complicated.

All this process started in 2012, 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.

On the other hand, Malaysia 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, 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, is 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 Malasya 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?

8.One

This is a little story about how AIESEC 2015 will be able to drive AIESEC in Malaysia towards our term ambition?

Thing to

Change

The main thing I would like to change in AIESEC Malaysia, is the passive position that it has in the AIESEC network and in the external sector. Because, the entity have lots of results and impact so many people that should be more showcased and proud of his acomplishment.

Also to be more “visible” in the network, showing that Malaysia is a country that is innovative, a trend maker, a country full of diversity and great things to see.

Finally, is a challenge, but I think that benchmark the case of the Latin American countries could be a great way to improve in that, because the culture of this countris is the CHALLENGE and COMPETITION, to keep growth and position in the network

9. Malaysia's Current Performance!

Here we can see, the performance of Malaysia in the last two years and the last two MC terms. Although growth has been exponential in recent years, we see that we are beginning to enter a comfort zone where, the next challenge will be to begin to build revenue-generating programs (GIP) which leverage greater results with respect to social programs (GCDP).

It also has a high productivity rate and Tea Leaders Team member with respect to results in inconming and outgoing exchanges. Exchange per TM= 1,37, Exchange per TL= 7,3.

And the rate between TM and TL is 5 or 6 Tea member for each TL. Giving us almost 8 Exchanges per team created.

Our country plays a very important role inAIESEC, we are growing every day to increase our impact and the AIESEC experiences. From the graphs, we can see that our network has the First place in the international level. Above that, we are holding the Sixth place in our network, so we have a strong commitment with it and also with our growing and development as a GN, our contribution is important for our network, but we have a huge potential, we can do more than now, but we still missing to increase our operations scope.

Now, we are on the top 25 in the global network, this confirms our contribution not only in numbers but also in the positioning of the AP network, but if we analyze with the other countries on the top we can see that the GAP is huge, and also we need to take into account the countries that are smaller than us, yet have lot of potential, and even if we have countries that are bigger, we need to think in new strategies to grow.

But also, we have a huge problem in the balance between prgrammes, because as we can see in ranks, we have big differences between the rank in GCDP and GIP, also in the ammount of TMP and TLP we can generate.

Connection

12. @XP & AIESEC 2015 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.

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11. @ 2015 for ME AIESEC 2015, as it's definition is the framework for us to know where do we want to go in the next 5 years, under the frame of the three wheels (First Choice Parter, Global youth voice and Positive Impact). But for me goes beyond that, AIESEC 2015 allow us to viualize our vision in 5 years, in clear focus lines, and transform “Peace and Fulfilment of Humankind's potential” in tangible actions, that are represented in the new AIESEC experience. In simple words “Turning Vision into Action”.

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13.

2

Positive

AND

2

Negative

+ Customized XP

With the lack of a specific flow between the ELD programmes, allow the costumer to build his experience as he want, and it forces us to increase the quality in each programme. And for AIESEC, allows to 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).

Focus on Upselling.

Professionalization our Impact

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.

Too Flexible

Just as flexibility allows the member to personalize your experience, also has a problem, does not allow constant monitoring of which and how many experiences will be taken. So, here it becomes vitally important to good management of talent flow, represented by the Upselling

Demands a holistic view for 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.

Specific Questions

14. Rank

1. Marketing & Comm 1. Based on my experience as MCVP Marketing from Colombia, developing a cultre of positioning and defining the EwA Programme

2.External Realations/ 2. With my Role as LCP and MCVP I´ve develop a lot of different agreements, not only for exchange but also for increase our impact scope.

Revenue Generation 3. It has been one of the drivers of my @XP, since I was LCP, and also with my strategic role in the MC of one of the strongest Countries in AIESEC.

3. Exchange Management 4. I am one of the Coachs in the MC in charge of the Lcs with lack of 4. LC Coaching results, and my experience had give me the tools to increase the operations of the low performence Lcs. 5.

It´s in the middle because for me, it´s implicit in my experience in the first 5. Growth choices.

6. Talent Management 6, 7, 8. and last but not least, we have the last three, which I have more practical knowledge such as LCP, that theoretical knowledge, and have 7. Financial Management been the subject of which I know I'm no expert but its execution.

15.

2 MCVP

MCVP ER

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MCVP IGCDP

First, because of my professional profile, as Industrial Engineer, with emphasys in Marketing, I feel huge connection with the costumer understanding and the product development.

My main interest in this role is based on a different reason from the other, this one fill other side of me.

The social and change maker profile that AIESEC had awakened in me. As I always say: “I want to change the life of every person that had direct or indirect contact with me, it doesn´t matter if it´s by leading, coaching or even just talking.

Also, to keep the path that I´ve lived in my AIESEC XP, starting being LCP, then Social Media Manager and currently MCVP Marketing.

But now, is the time to keep a direct connection with the costumer in the sellin process.

2 Challenges

functional preferences

Also, my professional profile, had been also around project planning, management and tracking.

16.

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Main choice in MCVP ER

1. Products Diversification: I would overcome this with specific national portfolios, with the possibility of been customized at local level. For example the Anual Awards, can be sold to allies, like the USB awards in IC. But at local level the Lcs could take this innitiative and become into a local innitiative for connect more stakeholders with the talent reward and promotion in the LCs. Also, another way to overcome this, is to improve the segmentation model, like the national segmentation that we work in Colombia, that connects the planned product to be sold with some variables of the company, to increase the chance of get a sell.

MCVP ER

8 Governance & Accountability

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1. Local Sales Force: For this we can use two strategies, first develop an strutured “ER weekend” with the LCVP ER, where we invite external facilitators with wide experience in sales and revenue generation. Also giving the LCVPs tools to improve their sales performance. This follow up, by the National Sellers Teams, who will be by regions and they have two roles, one national as sellers in the main cities using the local segmentation of this cities and increasing the number of local satkeholders, and the LCs should continue with the relation; and the main task other is train the LCs in product development, segmentation and sales plan management. In other words, focus on EXECUTION, EXECUTION AND EXECUTION.

17.

National Education Cycle The strategy will be based on three steps: 1. Design the product of “National Education Cycle” for our possible allies, with the confferences for our membership and forums or conferences for people outside AIESEC, but it must have a cost analysis exercise, for justify the invesment of the company.

2. Segmentation based on the possible support that the organization could give to our education cycle: *Facilitators or traineers *Sponsors in kind *Venues *Launch of allience *Sponsor in Money *Awards partnership 3. Sales plan connecting all the resources involver in the selling process. (Time, sellers, money, information) 4. CRM, Follow Up and recognitions to the stakeholder who had lived best the value

NO!

Thank You for Your Time!

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MCVP ER

2 Challenges

16.

2 Strategies EwA & LLC for Sale

For both programmes we should develop programmes for our internal costumer (members) but also for our external stakeholders, why? because this two programmes are the main communciation channel of the AIESEC XP with the external environment.

For Engagement, we divide it into two kind of programmes, ENGAGE and DEVELOPMENT, Engage focus on increase the number of young people appliying for ELD programmes and Development, for increase the scope of our impact with people outside the ELD programmes.

Examples: For Engage, we can use organizations to support the evaluation of the competences or skills of our applicants, and generate connection with the allie. And for Development, we have even more opportunities selling conferences and forums like Y2B, Issue based Forums or “National Youth for Leadership Days”, this last ones connect the corporate sector with sponsorship with the younth sector and the social sector, taking advantage of this investment.

And for LLC programmes, we can develop also two: Enterprise fund, that will be fill with donations of alumni and corporate sector, and this fund could help if some meber want to start his own enterprise and AIESEC can provide him the way to start it. And the other programme will be Job-Study Fairs, where universities and organizations offers their vacancies and opportunities, and AIESEC bring to LLC members to that. so they can have acces to the top talent developed