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Executive Summary
Focus of the MC
AIESEC in Austria is an entity with a big, unused potential. To ignite results like never before there are three key behaviours that should be present in each and every operation of AIESEC in the country.
Behavioural Drivers
•LC Development •Commission Management •Tracking & Coaching
Brand Strengthening Understanding that each activity is a branding activity is key to be recognised in our target markets. Create a strong brand for AIESEC & Youth. AIESEC & Organisations and AIESEC in Austria and the Network. Position AIESEC in Austria through proudly displaying our success stories and the impact our operations have in our stakeholders.
Scalability of Operations Expand our Reach | Amplify our Capacity | Deliver the Promise AIESEC will only have a real impact in society if we reach more markets and ensure the quality of the delivery of our products. Create fast, scaling systems that allow us to adapt to the changes in the market and are exciting for the members of the organisation.
100% Stakeholder Satisfaction An organisation is only as good as its customers think it is. Identify the key external & internal stakeholders of each of our operations and ensure that they are satisfied with our performance. Accept that each AIESEC Experience is unique to all the stakeholders and capitalise on it. This must be the main driver of any service-oriented organisation; in the end, branding and scalability will only be possible if we deliver the promises we make.
I believe AIESEC in Austria has much more unused potential to give to the Austrian Society, Corporate & Student Markets and most importantly, to its own members
My vision for AIESEC in Austria is a renowned entity across all sectors for the quality of the delivery of its products. AIESEC in Austria is recognized for its rapid expansion and the passion that fuels it members to contribute to Peace & Fulfilment of Humankind’s Potential.
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My AIESEC Experience My history in AIESEC Local IT Systems Coordinator
Internal Communication Coordinator
National Partnership Coordinator
AIESEC IPN
AIESEC IPN
AIESEC in Mexico
Systematical understanding of processes from all areas & developed an Alumni Management System
Understood the importance of the information flow in the AIESEC Operations, developed a new icomm model for the LC
Rescued one of the largest exchange partners of Mexico from a critical situation and grew IC GIP results in over 100%
ER NST
AIESEC International
AIESEC in Mexico Developed a National Product Portfolio based on the Programmes of the Refreshed AIESEC Experience
R&D GST
Developed prototypes of data visualisation that inspired the new DAAL & AFT. Shared the responsibility of designing, implementing and Analysing YouthSpeak, reaching over 35,000 young people worldwide
IT Subproduct Management GST AIESEC International Ran a matchability analysis and identified key growth potential markets for IT both in the TN and EP sides.
MCVP Finance & Outgoing GIP AIESEC in Austria Responsible for the financial management and well-being of the organisation. Development and implementation of exchange products for technical students. Coach for the LCs in Linz & Salzburg
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My Conference Experience
My Expertise
Event
Host Entity
Role
Iberoamerican Leadership Congress 2011
Puerto Rico
Delegate
International Congress 2011
Kenya
Delegate
Global Exchange Summit 2011
AIESEC International
Delegate
EuroXpro 2012
Greece
Delegate
ALPS I 2012
Austria
Agenda Manager
The Good, the Bad & the Ugly – Successes & Failures
Managing a one of the largest Exchange Partners in a difficult state into renewing the contract for 18 months, almost doubling exchange results and leaving a very healthy pipeline for the next generation when being National Partnership Coordinator for Bosch in AIESEC in Mexico.
Failing at implementation while being NST ER. We set the goal to engage as many Global Exchange Partners as possible in Mexico and despite going to IC in Kenya with very clear goals the results were not even close to the expectations, marking my second NST term as unsuccessful.
Stakeholder Satisfaction •Managing a complicated account with many different stakeholders involved helped me understand how the processes in AIESEC affect everyone somehow involved with the organisation. Stakeholder Satisfaction is a mentality I want to drive in AIESEC in Austria this year, so definitevely having successful, hands on experience in it would help to lead the country in that direction.
GIP Management •Most of the team experiences I had in AIESEC have been related to GIP both from the incoming and outgoing perspectives. Moreover my experiences as GST have allowed me to understand the programme in a global scale. I believe AIESEC in Austria still has a huge, unexplored potential in GIP so having a global vision of the programme would help me to drive growth in it in the country.
Systemic Understanding •I've had a very diverse experience in AIESEC that has allowed me to seen the organisation's operations from most functional areas. This hollistic understanding is key, in my opinion, for a successful management of the MC Team that increases performance in all areas in the country.
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Personal – Who am I, Where am I going, and How do I want to get there?
What are your personal long-term goals? How do you see your potential MC Term contributing to them?
Why MCP 2013/2014?
I want to be a successful entrepreneur in the domestic
I’ve decided to run for President of AIESEC in Austria because I
automation industry, which means I want to change the way
believe the organisation has lot more to give to the Austrian
human beings interact with the space in which they live. This
society, the rest of the AIESEC Network and most importantly:
requires me to challenge and beat the status quo, which is
to its own members. At the same time I think that AIESEC in
exactly what I want to do in my MC term. I already
Austria is need of an internal disruption to capitalise on all of its
experienced the complexity of working in a multicultural
potential, and there’s no one better to generate it than
environment and since this is something I want to experience
someone who sees the world differently, but still knows the
for the rest of my life, I want to keep obtaining experience and
internal reality of the organisation; and that’s me.
becoming better at working in this kind of environments.
What is one of your very personal goals you would
In a 90 seconds video please present yourself. Be creative!
like to achieve during your term? My entire application is based on achieving a mind-set and vision shift in AIESEC in Austria, which is pretty much what I want to do with my life. I want to succeed at spreading a new approach to work & life in AIESEC to later do it in a bigger scale. www.vimeo.com/raulpineda/mcp-austria
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AIESEC Understanding – My view of the Organisation. How do you evaluate AIESEC’s current performance towards 2015? I believe AIESEC is doing well in the three directions for 2015. Being a Global Youth Voice is being achieved with the increasing number of success stories we hear from Youth to Business Forums and similar events around the world. It also means we are expanding our reach and impact to those students that choose not to become a member of the organisation. The initiatives to reach different student markets are also a valuable contribution in this direction, and the initial results and projections for the International Tech Talent effort are very
need to figure out a way to measure and control the quality we offer when each experience provided is entirely unique. Please elaborate on which are the three main benefits each of the AIESEC Programmes offer to the respective stakeholders
Relevant international experience for future jobs
Real, hands-on team management experiences
Exposure to different work methodologies and paradigms.
Personal responsibility and accountability
promising in this direction. AIESEC is also taking care of the quality of its programmes towards becoming a First Choice Partner. By implementing Net Promoter Score in pilot countries and preparing the global implementation we will be able to adjust our processes better and faster towards becoming the first option for our stakeholders. Still, knowledge management and the speed at which our leadership and
Freedom to develop personal and leadership skills
Platform for professional development in an international environment
Team working hard skills
TMP
TLP
GIP
GCDP
Direct societal impact
A challenging, multicultural environment
Multicultural growth and challenging own world vision
Personal, proactive development in professional, real worldlike environments
Personal growth through exposure to different cultures and lifestyles
operational bodies change worldwide present big challenges for maintaining the quality of our programmes. What is the role you think AIESEC should play in society? Having a Positive Impact in Society has always been one of AIESEC’s main focuses. We know that the experiences we deliver in TLP and GIP are most of the time impactful and bring development to the participants, unfortunately, TMP and GCDP have mixed results. We
AIESEC is a platform that connects the people that will make the world a better place in the future. It is a laboratory that allows and encourages young people with great ideas to experience leadership in a global environment like no other organisation.
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MC Role Understanding – How do I see my job?
Describe the perfect MCP The Perfect MCP is a strategist: He or she has built a team of people
In your opinion, what role should the MC play in an AIESEC Entity?
they trust who will lead the different fronts to make AIESEC in Austria
The MC should be a strategic entity, it should understand the
visions and guides them to the fulfilment of the common goal. The
direction that LCs want and need to follow and prove them with the
Perfect MCP is an enabler; he or she empowers the network and
tools to reach the goals. The MC is the entity that aligns all LCs’ efforts
proudly represents the members of his country in the Global Plenary.
to the shared goals of the country through coaching and functional development using the international network that its members have developed.
grow together. The MCP is someone who aligns the people he leads’
How would you measure the success of an MC Term? Please mention minimum two measurements of success. Average growth in each programme per LC: An MC is only as
What are your expectations towards your MC Term 2013/14 in AIESEC in Austria
successful as its LCs are. Goals should be thoroughly thought and
I expect to be proud of my team. A group of committed individuals
altogether. As a side note: Efficient tracking systems to able to
that increase the impact AIESEC in Austria has with all its stakeholders
correct strategies throughout the year are key to achieve this.
and succeeds at doing it. I expect a fearless team that doesn’t care for the status quo and ignites change like never before in AIESEC in Austria. I want a team that is proud of its achievements, celebrates successes
intelligently set for each programme, and the network should grow
Standard deviation of growth in each programme among LCs: A network is only as strong as its weakest node, and uneven growth among LCs can be extremely dangerous, if an entity is to grow all its components should grow together.
and enjoys every single them of the term, because they are passionate about AIESEC and excited for the direction we are going to.
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Austrian Reality Briefly present three challenges and three achievements for AIESEC in Austria
How do you envision AIESEC in Austria in 2015 In 2015, AIESEC in Austria is renowned for the quality not only of its exchange experiences, but of its members as well. Students, NGOs, companies and the Global Network recognise AIESEC in Austria’s contribution to Peace & Fulfilment of Humankind’s Potential.
Sales Academy A great team, satisfied partners and an exciting outlook for the results to come while changing the mindset of sales in the country.
Student Market Diversification
More importantly, AIESEC in Austria is a platform that both students
Despite the initiative to access different student markets in 2012, AIESEC in Austria is still very homogenous in most LCs.
most well-known opportunity for students to grow above their
Leadership Pipeline
The adaptability of the area to create new products alongside the flagship Career Days to respond to market needs in the past year.
AIESEC in Austria faces challenges when filling leadership positions with people from the country itself both in the local and national level, damaging the HR health of the organisation.
2012 marked a new way on which LCs work together, with shared conferences and LC VPs travelling to other cities just to help their peers, AIESEC in Austria is an example of working together towards the same goals.
academic knowledge and to increase their global understanding. AIESEC in Austria is also a reliable partner for companies and NGOs
CR Development
Collaboration Accross LCs
and company see as their first choice for their development. It is the
Financial LCs
Health
Accross
The uneven financial reality of the local entities presents big challenges on how to make contributions and investment fair to everyone.
to recruit global top talent, and Austrian AIESECers have a great competitive advantage to their classmates upon graduation. AIESEC in Austria has achieved an impressive growth in numbers in the past five years, dared to take risks and became a global leader on new initiatives. Our members are proud of their results not because of the numerical growth we have achieved, but for the size of the impact we are creating. We love what we do, and cannot wait to keep increasing our impact in society in Austria and the world.
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Please mention a strategy and action steps on how to double the number of students engaged with AIESEC in Austria. Like most scalability projects, we need three main action steps: Expand our reach, amplify our capacity and deliver on the promise. I believe expanding to more diverse student markets is key for the subsistence of AIESEC in Austria, but to do it properly we need to rethink what value we offer to our members. 1. Identify the high-potential markets we haven’t approached. 2. Ensure matchability of EPs by focusing on specific profiles. Offer
Market Research
EP/TMP Recruitment
Short-term TMP Experiences for EPs
relevant TMP experiences to complement the academic learning of students 3. Offer simple, short-term experiences to engage EPs with the organisation and make reintegration easier. 4. Understand what have we done right with TMP experiences for a
TMP Quality Survey
GIP/GCDP Realisation
Second Recruitment
different
market
and
what
can
we
improve.
The best input to a new market is the new market itself 5. Ensure quality and delivery. Focus on cooperations to increase the realisation rate
Short-term TMP Experiences for EPs
TMP/TLP Quality Survey
Second Exchange Realisation
6. Use the recently acquired experience and broaden the profile a little 7. Better engage new markets by giving them more responsibilities within the organisation and increase our understanding of the
TLP Experiences for First Returnees
different profiles 8. Redefine our value proposition for the new market 9. 100% Customer Satisfaction!
10. Engage the first round of EPs with more relevant TLP Experiences for their profiles.
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Specific Questionnaire – The role of the President
Focus for 2013/14: Stability in the LC structure through successful operations in TM/OGX and CR/iGIP. Focus on expanding in the Styrian market and capitalise on the technical students.
Where do you want to lead AIESEC in Austria in the upcoming term?
AIESEC Innsbruck
What is your vision for AIESEC in Austria?
Performance: Successful plan achievement after the restructure the IG went through after CEC. Good performance in recruitment and promising OGX pipeline. Financial sustainability will be a critical area for next year.
I want to see AIESEC in Austria as an organisation that is not afraid of trying new things. Led by a group of people that understand that we are dealing with human lives and care about them. We are an organisation that cares about growth not only because of the absolute value of numbers, but for the expanding impact our
Culture: Close and united for the cause, IG Innsbruck demonstrated that a small but committed group of individuals can achieve great things. Structure: Small management body outsourcing education for new members. Horizontal structure.
operations have in their lives and in the world.
Focus for 2013/14: Deliver the experiences in pipeline from 2012/13 and grow all programmes into a performing state driven by OG GCDP. Objective: Become a Full Member LC again.
Assess the current state of each LC and IG in Austria in terms of
AIESEC Klagenfurt
performance, culture and structure. State your focus for the next
Performance: Results were achieved in OGX thanks to individual efforts, no concrete strategy backing performance up until now.
term for each entity AIESEC Graz Performance: Implementation of new products has slowed core activities, TMP recruitment was unsuccessful. Difficulty in separating TMP from OGX recruitment and CR and IC GIP sales. Culture: Large support and involvement from older members, improves the general knowledge in the LC but tends to create a high dependence on them.
Culture: Individualistic and self-driven. Started to change after the Autumn Recruitment with the inclusion of new members into a better team culture. Structure: Completely horizontal and liquid structure with the objective of building something completely new. Focus for 2013/14: Member recruitment and strategic implementation of OG & IC GCDP.
Structure: Implementation of middle management, stabilising the EB was a big challenge in the beginning.
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AIESEC Linz Performance: Successful investments in CEEDers for ICX & OGX. Discovery is the base of financial sustainability. TMP Recruitment was not successful despite the effort of the EB. Financial & Legal issues affected the LC during the summer and were solved satisfactorily. Culture: Heavy influence from old members in the LC until Autumn Recruitment, the LC is striving to change the culture into a fun, working environment but results have been mixed so far. Structure: Vertical structure with the EB, Middle Management and Members. It is generally very rigid in terms of functional responsibilities.
Culture: Hard working LC with no respect for the status quo. A very young, getting things done attitude. Structure: Suffering the effects of a very quick growth of the entity, used to having a very horizontal structure that is hard to manage with so many new members. Focus for 2013/14: Providing relevant experiences to all the members in the LC by growing all programmes simultaneously. AIESEC Vienna WU Performance: Successful TMP recruitment. Standard performance in exchange programmes with concerns for quality.
Focus for 2013/14: Increase performance for GIP/GCDP and diversify the financial model. Improve overall image in the University and results in TMP Recruitment
Culture: Corporate mind-set that distances the EB from the membership, achievements are celebrated in the LC and general culture of excitement.
AIESEC Salzburg
Structure: Large, vertical and rigid structure. Clear definition responsibilities from EB, Middle Management and Team Members.
Performance: Mixed results in TMP recruitment with a lower number than expected but good performance from the new recruits. Successful implementation of IC GIP for the first time ever and successful winter recruitment for OG GCDP.
of
Focus for 2013/14: Providing relevant development experiences for all members instead of operational tasks. Increasing core product results through allowing more freedom for teams in planning & execution of projects.
Culture: Fun LC which is proud of their approach, motivation is hard to keep up throughout the hard times.
What are in your opinion the three priorities for an MCP?
Structure: Clear definition of responsibilities between the EB, Middle Management and Team Members, healthy flexibility for coaching.
The MCP role has many responsibilities, but the three most important are:
Focus for 2013/14: Increase results on core products to ensure financial sustainability.
1. Management of the MC Team: Ensuring the execution of the
AIESEC Vienna UV
2. Leading the Board of Presidents: Understanding and aligning the
Performance: Excellent TMP Recruitment, results in OG GCDP for winter were not the expected but built a healthy pipeline for the summer.
strategies and tracking the performance of all areas. national direction to each of the LC Realities. Being there as a coach for all the LCPs, helping them achieve their plans in their local entities without losing the big picture.
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3. International Representation: Seeing for AIESEC in Austria’s wellbeing
For the next year, planning and transition need to go hand in hand. The
before the Global Plenary, proudly representing the organisation
new EBs and MC should define the national drivers together from the
with our colleagues all over the world, strengthening our brand and
beginning of the EB term and have a trust relationship since the start. A
building international connections.
proposed timeline looks like this:
What is the ideal HR Structure you envision for the National Team of 2013/2014
February 2013 National Transition Weekend to ensure even knowledge across all LC VPs
March 2013 - Local functional transition for LC VPs and general transition for MC VPs
April 2013 - MC Elect and BoP define the National Drivers during EuroXpro
April 2013 - LC Planning based on the National Drivers during ALPS with the MC Elect
May 2013 - MC Elect arrives to Austria and starts physical transition
June 2013 - MC Elect planning based on National Drivers and local plans.
To me, the ideal HR Structure in any organisation is defined by “The right people in the right places” while keeping an eye on simplicity. I support a structure that is easy to understand for all members and focuses on the commission management like the following.
MCP MCVP ICP
MCVP OGP
MCVP Comm
MCVP ER
MCVP F&L
MCVP TM&OD
July 2013 - Plan Presentation, alignment's done: Ready to perform!
How do you see the evolution of LCs in the context of bigger cities Each of MC VPs would be responsible to lead their own commissions without
with more universities?
generating unnecessary confusions. Nevertheless, the MC’s responsibilities
University-based LCs present several advantages to city-based ones. They
go beyond functional areas, so each MC VP would participate to certain
contribute with a deeper understanding of the student market and allow to
extent in projects from other areas, effectively contributing to a team
customise products. Additionally, they promote healthy competition with
experience instead of a co-working space.
other LCs in the city. Unfortunately, AIESEC in Austria is still not in a stability
How do you envision the national planning process for the next term?
stage that would allow us to have a massive expansion into more universities with complete LCs; we should rather focus on accessing them
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through Specialised Units that have a medium-term vision of becoming
Describe a brand strategy and elaborate on what the brand of
Initiative Groups and then Local Committees.
AIESEC in Austria should be by 2015
How do you plan to ensure a good delivery of AIESEC Experiences in
The brand of AIESEC in Austria should present Our Promise, based in the
AIESEC in Austria? The first step is building the right mindset into the organisation. A culture of excellence and people that care for each and every single experience.
following:
Our Essence
Our Personality
Our Vision
Our Promise
This can be achieved by the implementation of quality tracking systems such as Quality Surveys and NPS with a strong focus on recognition to those
We need to communicate our unique contribution to our stakeholders and
who deliver experiences with excellence.
treat it as just one brand. AIESEC for Organisations is not different to AIESEC
I believe a Quality Control Board can be useful to prevent problems with the ICB, but positive reinforcement is the best way to build the culture of excellence that AIESEC in Austria needs for the delivery of its experiences.
What attitudes and behaviours do you want to see in AIESEC in
for Students or for Companies, and we need to understand that every activity is a branding activity; therefore we need to take care of delivering our promise. AIESEC in Austria in 2015 is recognised as a dynamic, young
organisation which delivers impactful & high-quality experiences to all the stakeholders around it.
Austria in all levels of the organisation? How will you bridge the gap
Looking at the current state of the country, which do you think should
between your vision and the reality?
be the MC Priorities for the next term?
I want AIESEC in Austria to show a culture of excitement, always striving for
The MC 2013/14 should focus on the LCs, more specifically through the
excellence giving it’s best to satisfy its stakeholders and always looking for
functional commissions, where we can have the biggest impact, ensuring
opportunities to improve the experiences it provides.
from the national side their organic growth in all programmes. It is the MC’s
To achieve this, AIESEC in Austria must celebrate the impactful experience it provides, tell the stories of those whose lives we’ve changed. Recognise those who go out of their way to do things better and have a culture of asking “how can I help this improve?”
job to lead the commissions into defining the strategies that will drive the country to the best year in recent history, to ensure their proper implementation. In this sense, the priorities for the MC should be: 1. Strategic Development, 2. Commission Management, 3. LC Coaching and Tracking.
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