MAIN AREAS OF EXPERIENCE LC DEVELOPMENT To be founder member of my LC , AIESEC Tolima in 2007, gave me the opportunity to understand how an AIESEC entity have to work, in order to increase de number of experience delivered and the quality in the internal processes
ROLE
PROJECTS MANAGEMENTE AND EXTERNAL RELATIONS As LCP of AIESEC Tolima in 2010 and National Project Director in EJE CAFETERO 2011, I had the opportunity to work and to understand the corporate sector in different regions in Colombia, and to identify clear opportunities for Project implementation and Expansion (e.g Ibague on a Global Scale 2010, other projects in Manizales, Pereira and Armenia
STRATEGY IMPLEMENTED
MCVP OGX Kenya
Regional OGX Supply Tool (Kenzania and Bus Campaign - 2011)
LCP
Ibague on A Global Scale(2010)
LCP
OGX Explorers campaign (internal 2010)
OCP
First International Meeting of Young People in Ibague (2009)
VP OGX
Discovering Brazil Campaign (2008)
EXCHANGE MANAGEMENT As MCVP OGX in Kenya 11.12 , I have the opportunity to understand and develop the new Exchange Programmes (GIP and GCDP), in a country where traditionally OGX operations are not the strong point. To develop OGX areas in a local level and increase the performance in more than 200% in raising, 100% matching and 150% in realizations in Q3 and Q4.
NUMERICAL RESULTS
• •
Raising : 200% Growth Matching: 100% Growth Realizing : 150% Growth (30) Project With the Government USD $10,000 Grant 10 OGX Brazilombia Realizations In the first Year as Official LC of AIESEC in Colombia, to achieved the Top 2 in OGX performance with 450% growth in relation with 2009 (43 exchange) Recruitment Applicants : 350 (increasing 175% ) Retention rate: 80% (increasing 30% than first semester ) In the first year as Extension Group, to start OGX operations with 5 OGX Realizations to Brazil (The beginning of LC Development Strategy)
Nationality: Colombian Date of Birth: March 30th 1988 Place : Ibagué Address: UoN PBOX 00-200 Nairobi – Kenya Telephone: + 254 7 88 720 279 MSN ID: alejalmendra_17 Skype ID: jasmin.torres1 Personal EMail: jasmin.alejandra.torres@gmail.com
STUDIES
Presentation High School 2004 International Business and Foreign Languages/Tolima University 2010 Project Formulation, Public, Policies and Democracy/ Ibague University 2010
AIESEC ROLES
DATE
LOCAL COMMITTE PRESIDENT – AIESEC TOLIMA
2010
LOGISTIC AND EXTERNAL RELATIONS NATIONAL DIRECTOR
JANUARY-FEBRUARY 2011
NATIONAL PROJECT MANAGER EJE CAFETEROAIESEC IN COLOMBIA
MARCH 2011CURRENT
MEMBER COMMITTEE VICEPRESIDENT OUT GOING EXCHANGE AIESEC KENYA
2011- 2012
WORK XP
LANGUAGES SKILLS SPANISH: Native ENGLISH: Excellent FRENCH: Basic EVENTS SDL CALI 2007-Deg NATS Mani 2007Deg LDC Med 2007- Deg NPM Iba 2007 – OC LDC Bog 2008 – Deg AIESEC 50 Years Event NatCo Cart 2008- Deg NPM Villeta 2008Deg LDC Mani 2009- Deg RTC Iba 2009- Deg NPM Bog 2009- Deg LDC Buca 2010- Deg NatCo Barq 2010Deg NPM Med 2010- Deg IC KENYA 2011. Deg PIONEERS 2011 FACI
YAHAN Inc. Fort Lauderdale – USA, Ibagué –Colombia. General Manager. March 2010- January 2011. COACHING COORDINATOR, Ibagué – Colombia, Luz Ofelia Franco Consultants. August 2009- March 2010 PERSONAL TEACHING, Ibagué – Colombia, English Teacher, January 2007Today AIESEC- IBAGUE MAYORALTY, Ibagué –Colombia, Project Director: First International Meeting of Young People in Ibagué, July-October 2009 THE AMERICAS COMMUNITY CENTER, Ibagué – Colombia, Colombia Office Manager, July 2008 – March 2009. UNIVERSIDAD DEL TOLIMA, Ibagué – Tolima, Accounting and Finance Monitor, July 2007- December 2007.
5. Why have you decided to apply for Colombia’s Member Committee? C O N T R I B U T I O N
Dinamic thinking and proposal Execution and evolution in results Visionary Engagement and passion Learship skills Organizational knowledge Personal and profesional development Making things happen Effectiveness Never say WE can´t do it Thinking out of the box … EVOLUTION!
6.Which should be the behaviors for AIESEC in Colombia in 2015 to achieve the goals and obtain the first place in the Iberoamerica region and the best place at global level? 1. Balance between centralization and independence in the MC-LCs Relationship LCs and Extensions have to be proactive in day by day operations and synergy . No more misunderstanding about MC role and support. 2. High Membership Productivity and Development To maximize membership productivity based on the relationship between time invested in AIESEC and AIESEC core work done. 3. High Exchange Culture & Efficiency There are not huge gaps between LCs, we have at least 12 LCs with high exchange standards in the country, in that way 60% of the LCs are responsible 80% of exchange performance 4. Product Diversification based on Programmes Portfolio development according with the New Programs to guarantee positioning and sustainability (Prices Policies and services) 5. Financial Sustainability based on Business Model for Programmes
7. Please list your top 3 Strengths and top 3 Weaknesses with brief explanation. STRENGTHS How will they help you in your work as MC Team member? To be in continuous movement and improvement, in order to bring new strategies and ideas ensuring the sustainability and evolution for the organization How will they help you in your MC Work? Go outside of the comfort zone in the current processes and carry the organization to the next level I have a strong responsibility sense for all things I want Commitment to work with. For that reason, I always focus on giving my best in any single moment in my life I make any project and activity my priority a part of me. Passion As a result, I never stop to do what I have and I want to do, till see the impact and result I was looking for.
Results Orientation
I am one of those persons than that making things happen with innovation, strategy and results
WEAKNESSES How can they challenge you in your work as MC Team member? To make longer the decision making process, and as a result the execution time for projects How will they help you in your MC Work? To improve the quality in the delivery of the tasks and work done. Sometimes managing process at the same time is a Personal challenge for me, cause I don´t have clear difference effectiveness between urgent and important, I always put everything in the same level of priority. I pay so much attention to the details in every project, Perfectionist and something that could make processes lower Usually, I just trust on the task delegation I make with Follow up my team, and wait for the deadline to review results. It is missing to implement tracking and follow up with more frequency.
8. How will be AIESEC in Colombia in 2015?, please tell us a story having in mind all the stakeholders of AIESEC in Colombia. It is December of 2015, after 5 year of hard work in order to delivery high quality experiences in TMP, TLP GIP and GCDP programmes, AIESEC in Colombia have achieved : To delivery 2.500 GCDP experiences (engagement current stackholders like Accion social) To delivery 1.000 GIP Experiences To delivery 5.000 TMP Experiences To Delivery 3.000 TLP Experiences Presence in 23 Cities , with 25 entities (20 LCs, 5 Extensions) Be recognized for Colombia Jóven Program as the most important youth organization in the Country (National Youth Voice – engagement of current partners like Colombia es passion) Be recognized across the Information technology , Mining and Agriculture Sectors for our Experiential Leadership Programmes, as main youth talented leadership provider for PYMES and Companies (First Choice Partner – engagement of current partners like ANDI, Revista Dinero, Argos, etc) Be recognized for our leadership development in the youth, having the most important Leadership Award in the Country for youth and Companies ( Positive Impact)
STRENGHTS: 1.Membership potential. 2.Commitment and passion for AIESEC 3.ELD programmes Execution (TMP, TLP, GIP and GCDP) 4.Internal Governance and their connection between entities 5.Leadership development based on TM processes execution, education and training (Education Cycle) 6. Exchange Performance, mainly in O GCDP and GIP 7. Connection and Positioning in the AIESEC Network
WEAKNESSES: 1. Extreme centralization of processes and decision making processes 2-Engagement with AIESEC Strategy 3.Connection with the state (Executive, Legislative) 4. Capitalizing opportunities in the external environment 5.Alumni engagement (Long Life Connection Strategy) 6.Exchange Efficiency (ICX Flow and performance)7 7.Legal coherency in some action in a framework as NGO
OPPORTUNITIES : 1. Colombia needs to increase the productivity and Competitive advantage in order to be ready for different TLCs (Colombian productivity is an issue in our economy- Exchange Knowledge). 2. Government opportunities Colombia drivers for next four years (Las 5 Locomotoras de Santos)* we will choose 3 Innovation: The investments in this sector from the national budget will increase in 1 point PIB (GDP)=COLCIENCIAS a strategically. Mining: The country will enter in a bonanza in this point, especially with the products associated with energy. Agriculture: The country needs to wake up in this point after the conflict affected us for too many years, this is not only key for the economic but also relevant to attack social problems 3.Product Development and Positioning based on Programmes: AIESEC 2015 implementation. THREADS: Youth unemployment rate (28,9%) 2. Despite of global economic growth persists the fear about a new economic crisis (Ireland case) 3. Legal framework for NGOs in Colombia is poor 4. Network trends: Low supply for GIP Brand Reputation : Stakeholders that had a bad experience with AIESEC 5. Changes in the immigration, migration rules for ICX and OGX
9. Create a proposal for AIESEC in Colombia11-12 plan
WHEEL:
Global Youth Voice : Driver:
Delivering High Quality Experiential Leadership Development
External Strategy:
External Result
Leadership and entrepreneurship school in partnership with Colombia joven
1. Be recognize for our ability to develop responsible and entrepreneurial young leaders.
Reference:http://www.colombiajoven.gov.co/ES/EJESTEM ATICOSMISIONALES/Paginas/EmprendimientoyProductivi dadJuvenil.aspxc
2. Every year we deliver at least 2000 experiences in TMP or TLP programmes
Internal Strategy:
Internal: Result
Engagement with AIESEC focus on projects and not in process (Mauritius GCP- UBS Award 2011 Africa)
1. Induction process focus on projects not in process 2. Maximize the Volunteer time membership invest in AIESEC. 3. All members are living experiences in at least 2 programs at the same time
WHEEL: Fisrt choise partner:
External Strategy:
External Result
Project Formulation (Grant application ) into the programs for PYMES development in SELA (sistema economico latinoamericano) and “Programas de fomento a PYMES” from the Commerce, Industry and Tourism Ministery.
External Positioning across sectors 200 GIP Experiences delivered in IGN 50 TLP Experiences
Driver:
Reference: http://www.fundses.org.ar/pderarrollojuvenilparalainnovacion.html
External Relevance through Positioning GIP program as International Cooperation / Productivity Development Tool across sectors
150 TMP Experiences
http://www.fundses.org.ar/pderarrollojuvenilparalainnovacion.html
Internal Strategy:
Internal: Result
1. Programmes Portfolio Development focus on sectors. According with the “ 5 locomotoras de Santos”, mainly in innovation, mining and agriculture. 2. Product leadership Strategy focus on selling according with sector needs and trends.
1. Induction process focus on projects not in process 2. Maximize the Volunteer time membership invest in AIESEC. 3. All members are living experiences in at least 2 programs at the same time
External & Internal: WHEEL:
National Branding for GCDP Positive Impact Driver: (Kuleana Program- Kenya Driver: model GCP) Developing sustainability processes through promoting social responsibility impact
External Result Be recognized as the most credible CSR Program for Companies in Colombia More than 1000 GCDP Experience per year
Internal: Result Positioning GCDP Experience in Colombia as the most powerful and diverse in AIESEC Network
10. According to the 3 wheels of 2015 vision and the refresh AIESEC Experience: a. Describe the connection within them.
STAGE
1. Not clear expectation in recruitment processes. (ST&LT)
The statements of AIESEC 2015 tell us what AIESEC will look like in 2015, the first step to achieving our BHAG. It is through these statements that AIESEC is able to design the activities it will deliver in 2015. So in order to understand and summarized the AIESEC 2015 statement, we have the 3 wheels: Global Youth Voice, First-Choice Partner and Creating a Positive Impact. These 3 wheels introduce to us the why (objective), HOW we deliver and WHAT type of impact we are looking as organization achieving our BHAG
b. Give a brief description of the current state of the AIESEC Experience (3 stages) for AIESEC in COLOMBIA. c. Propose two strategies to be implemented for each of the 3 stages of the AIESEC Experience, which allow to reach the 3 wheels.(Specify the connection).
2. Misunderstanding about self driven experience Engagemen and volunteer role. t with AIESEC 3. Strong position across universities as international and leadership program, but not across sectors as organization for developing of leadership and entrepreneurial youth.
1. Execution of minimums per program, prioritizing Competencies. (quality policies) 2. Benefits to members are not provided totally. (BRAND EXPERIENCE) ELD
LLC
Strategies according with the 3 wheels
Current State
3. Education cycle is mainly based in AIESEC knowledge and XP, but it is not focus on preparation to next step (leadership skills in my life Project) 4.Challenge about Short term @XP quality and preparation for living full GIP and GCDP experiences, 5. Challenge in quality measurement of the experiences 1.
It is not clear and useful as strategically support for the organization growth.
2.
We are working on the development on engagement strategies as ABF and events in order to make strong the connection and contribution across Colombia AIESECers generations.
3.
We want to provide at local level structures to support Alumni engagement to local activities
First- choice Partner:
Youth to business forum
AIESEC LEADERSHIP DEVELOPMENT AWARDS (for youth and organizations)
Annual AIESEC LEADERSHIP HALL OF FAME (AIESEC Leaders portfolio for companies as HHRR selection tool)
Global Youth Voice:
Expansion Strategy focus on Delivering High Quality ELD, than the potential of running AIESEC operations.
Learning and training strategy focus on virtual environments, as tool for brand experience delivery.
BRAND Reputation based on WEB 2.0 and quality of experiences measurement.
Positive Impact : (acrossgenerations) 1.
2.
To improve mentorship strategy through the engagement of alumni with current AIESECers To improve the connection between ELD and LLC through the development of a LLC seminar for former LR ( it could be in parallel with NPM)
1.What are your strategies to guarantee the vision, the wheels and the goals of AIESEC in Colombia 2015 in your term and also for the next years after your term as a MCP?
STRATEGY 2 COOPERATION
CHANGE
STRATEGY 1. COMMITMENT
1. PERSONAL CHANGE 1. COMMITMENT TO SUPPORT
1. PERSONAL COMMITMENT 2. TO INSPIRE COMMITMENT
2. PROACTIVE TRACKING ADN FOLLOW UP 3. SERVICE EVALUATION
2. COLLABORATORS CHANGES (TEAM SYNERGY AND FEEDBACK) 3. TO GENERATE NEW LEADERS
AIESEC EN COLOMBIA 2015: VISION WHEELS GOALS
LEADERSHIP FOCUS ON MISSION STRATEGY 3
3.ACTIVING SUSTAINABILITY
2. It is the middle of your term and due to financial restrictions you need to do a cost cutting exercise. The largest costs in the current MC budget are driven by administrative costs (salaries,etc.). What will be your approach? Please, argument your answer.
If we consider the approach or methodology ACTIVITY BASED COSTING, from the perspective of AIESEC Subsystem, the first thing to consider, it is to eliminate outcomes from all those activities in the support areas of each subsystem. E.g innovation projects, M&C budget and other incomes with return of investment to long term: We need to generate fast results so is necessary to focus the expenses in the areas and subsystems who generate them. Focus expenses on Exchange and Financial Management Subsystem, mainly in ER and Xs areas without investments in international cooperation, raising must be focus and I would lead the LCs to increase the efforts into doing so. Scenario 1: Use the LCs to try to get quickly financial support, in case that our LCs have the capacity to make some loans to the MC, we ask them while we expect incomes from raising and ER products. Scenario 2: Financial sector tools. If Our LCs don’t have the capacity (even alumni can’t give us support), we ask to the financial sector for a loan ensuring the negotiation to be good and sustainable for AIESEC and with a timeline that let us have support while expecting recruitment results. The last tool that I will use: factoring, if we have the potential to do it. If anything else from above fails, I will start to analyze MC salaries and structure, focus in keep the core work and in avoiding repeat positions.
3.Identify 3 key trends in Colombia that are shaping the network and explain in a few words how those trends are opportunities or threats and how could influence AIESEC’s contribution, structures and processes at national level. TREND
AIESEC CONTRIBUTION 1.
Local Governments Changes (ICX opportunity)
Colombia Jóven Programs (OGX and TMP/TLP opportunity)
1. Leaders formation to give an added value to the youth and to the organization where they will be
2.
3.
1.
Engagement with AIESEC Stage.
2.
. ER focus with the effective approach to the government
3.
Marking Research in order to understand and capitalize external opportunities
1. TMP and TLP implementation from 1. Government institution Comm in order to position 2. TMP. TLP, GIP and GCDP as platform for Leadership development in the country.
ELD (4 programs) Personal development through TM process implementation Product development focus in TMP and TLP program.
1, Incoming Exchanges (GIP and GCDP) 2. BD agents to create connections with the government (LLC & GRM) 3. IM & Comm as support for project and program formulation 1.
2.
1.
Youth unemployment 28,9 %
To support the execution of local Development plans, through providing international human talented to sustain growth process across sectors. E.g., PYMES, IT, Mining Agriculture.
PROCESS
STRUCTURES
1. ELD, mainly through TMP and TLP 1. Personal development International experience to make rich through TMP and TLP. become more important to deliver they curriculum and more attractive the needed impact to our member 2. Outgoing Exchanges (GIP and when they come back to the and indirectly to our society. GCDP) organizational market 2. Exchange programs (GIP and GCDP) To aware young people about having Global Mindset and entrepreneurship skills as plus in the professional profile To improve professionals’ profiles of Colombia bachelor because of the international experience and global vision they have.
4.What is that personal contribution that will make you the right MCP for AIESEC in Colombia at this moment of time? START During the last year, I have had the opportunity to life a different reality of AIESEC in a new country in a new continent, having learning, exploring opportunities and mainly developing a new vision of how to innovate in the way AIESEC contribute with a positive impact to the world.
1.
For that reason, after having the experience of being MCVP OGX in Kenya, managing more than 5 different OGX calendars in the country for realizations, creating 2 new exchanges peaks in the region (March and October), to facilitate in 4 different countries (Kenya, Uganda, Egypt and Colombia) and having the experience of delivery an international event like IC Kenya 2011, I strongly
2.
believe I have the
knowledge, the experience, the vision, but mainly the commitment and passion to make a revolution in AIESEC in Colombia, and inspire others to continue thinking out of the box, and believing we can do Hugh things than generate positive impact in Colombia society.
3.
Having and investment plan focus on increasing productivity, capacity and effectiveness External Relations based mainly in programs. Financial sustainability based on Business model for programmes, more than ER operations.
STOP 1.
2.
MC decides structure of incoming MCs. It should be up to the MCP e Education Cycle focus on AIESEC understanding. It should be focus on maximize productivity through smart time management in the organization and Life project connection.
CONTINUE 1.
1.
2. 3.
Thinking out of the box 2.Having ambition Expansion as Goal achievement strategy Positioning Relevant Connection with external environment
5.Critically evaluate the past 6 years in Colombia according to the organizational change processes, AIESEC 2010 vision and the first part of AIESEC 2015. Include evaluation of the successes and failures from the MC's perspective and initiatives. Based on this evaluation, what would be your START, STOP and CONTINUE, STOP?
Finally, I just want to say that after living 5 year totally PASSIONATE about AIESEC , the change I could see in my city after create my Local Committee Tolima and the positive Impact we generated in Ibague Youth, makes feel so proud of being and AIESECer. For that reason, now I want to share my experiences with others, I want to inspire people to do their best, I want to see people PASIONATE about what the love and believe, I want to show the best we have in our country, I want to take AIESEC in Colombia to the next level and have a positive impact across generations. I really , really want that‌.
AIESEC EN COLOMBIA MUESTRA TU PASION!!!!!!!!!!