Raúl Pineda MCP13/14 Application Form

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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 and a mediator: He or she has built a

What role should the MC play in AIESEC in Austria?

team of people they trust who will lead the different fronts to make

The MC is a strategic entity. It must understand the direction each LC

AIESEC in Austria grow together. The MCP is someone who aligns the

should follow in order to grow and realise their potential together,

people he leads’ visions and guides them to the fulfilment of the

therefore understanding what the connection points among LCs are

common goal. The Perfect MCP is an enabler; he or she empowers

and encouraging them. Growing together rather than just growing

the network and proudly represents the members of his country in

at the same time. Understanding the LCs’ growth paths and

the Global Plenary.

coaching them into achieving the results must be the top priority of the MC.

How would you measure the success of an MC Term? Please mention minimum two measurements of success.

At the same time, the MC needs to understand where AIESEC in

Average growth in each programme per LC: An MC is only as

Austria fits in the global direction, and is able to translate the efforts

successful as its LCs are. Goals should be thoroughly thought and

of many different realities into relevant inputs for the entity.

intelligently set for each programme, and the network should grow

What are your expectations towards your MC Term 2013/14 in AIESEC in Austria

altogether. As a side note: Efficient tracking systems to able to correct strategies throughout the year are key to achieve this.

I expect to be proud of my team. A group of committed individuals

Standard deviation of growth in each programme among LCs: A

that increase the impact AIESEC in Austria has with all its stakeholders

network is only as strong as its weakest node, and uneven growth

and succeeds at doing it. I expect a fearless team that doesn’t care

among LCs can be extremely dangerous, if an entity is to grow all its

for the status quo and ignites change like never before in AIESEC in

components should grow together. This can be seen through

Austria.

effective tracking of the LCs’ development and smart planning:

I want a team that is proud of its achievements, celebrates successes and enjoys every single them of the term, because they are passionate about AIESEC and excited for the direction we are going

setting not only numerical but time-bound goals from the beginning of the term and reviewing their accomplishment continuously with all LCs.

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 describe the current situation of AIESEC in Austria’s national plenary and the actions you would take to improve the status quo until the beginning of your MC Term.

I believe that one of the most crucial issues currently in the plenary is a complete misalignment of expectations throughout it. From what role should the MC play in LC Development to what is the direction of AIESEC in Austria to which metrics are been used to analyse our

I believe the plenary of AIESEC in Austria is in a period of transition.

performance there is a severe lack of common ground in the

After adapting to the refreshed AIESEC Experience, a new

plenary. This is why I believe it must be a priority for the MCP Elect to

conference model and executive board timeline and having the

have conversations far and wide throughout Austria to understand

most entities ever in the country, AIESEC in Austria is figuring out how

what do the members of the General Assembly expect from the

to work together and not just alongside.

following term, find the common ground and be extremely clear on

Starting with the concept of collaboration, which has been pushed

what does it mean in the end; just before the start of their term.

a lot during the term, AIESEC in Austria is continuously prototyping

Alignment of expectations will be key for the next MC, without it

work styles that will define the future of the organisation in the

AIESEC in Austria will keep stumbling and performing almost by

country. The leadership body of the entity is realising that the

coincidence without a clear path, whatever strategies the MC tries

structures built in the past years need revision for this new reality and

to implement and however good members the LCs have, Austria is

there’s uncertainty for the future.

in need of a united term.

Fortunately, this is also one of the most exciting moments to be part

To achieve this unity I would concretely visit all the LCs and speak

of AIESEC in Austria. New ideas are being tried out all over the

with every person that will be involved in the next term and start

country, LCs are being successful in areas that had never been done

building a bond of trust with the entire MC, I will coordinate my team

in their cities before and in general, AIESEC in Austria is realising that

to do the same from wherever they are –especially during EuroXpro

dreaming is allowed, and the only thing that is needed to get there

and ALPS, so by the moment the entire team is together in Vienna

is hard work.

there is already a strong bond with all the entities. And we are ready to rock the term 2013/2014 like never before.

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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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