Achieving the TOP 1 LC in IGN, the Global TOP 10 LC, 134 Exchanges in
Absolute growth, 77% in Relative and being the first LC in IGN crossing the
300 exchanges makes us proud. Leading UNINORTE in 2012 as the LCP,
empowering a new generation successfully is the biggest achievement!
Due to our successful “Go to Market” strategy we were able to achieve over
26 Raises with 14 TN Takers. We enhanced our international cooperation
tools and properly managed our TN Taker accounts in order to get 22 iGIP
TNs Realized achieving a 100% Growth in 2011 being the TOP 1 LC in iGIP in
Colombia that year. Best LCVP iGIP 2011.
In 2013 AIESEC in Colombia received the AIESEC International Customer
Centric certification at IC 2013 Egypt due to our efforts in building an
outstanding CEM Strategy and driving its execution.
As MCVP, we activated a new educational cycle for our entity: The
Operational Excellence Summits! We delivered three powerful conferences
in each region where we empowered over 300 middle managers and
reached a sustainable strategy.
As Global CEEDer for AI´s BD Team I had the opportunity to fulfill one of the
global needs, The Global Prospect List which has 500 companies and a 200
target within our most attractive sectors.
Position: Student Instructor for Entrepreneurship 2010-II & 2011-I
Employer: Universidad del Norte
Deliver Entrepreneurship courses to 120 students divided into 4 classes.
Assist & evaluate 24 students group Entrepreneurship projects.
Organize UNINORTE´s Entrepreneurship Fair 2010
Joined AIESEC almost 4 years ago. Since my very first AIESEC conference I dreamed
with a worldwide known organization. We keep in our hands the global solution for our
current reality. We keep that spark that everyday ignites thousands of young people
around the world. We keep that great thing that brings us all hope; hope for better
people for a better world. I hope for a better me for a better us. We daily hope for
change and what´s truly impressive about all this is that change is just around the
corner. We can feel it every single day of our lives with.
Between the reasons I have to run for President I can stand out the following:
My ambition and how AIESEC connects to my future plans. AIESEC is not the end
of the journey, it´s the very beginning. I´m getting as prepared as possible to
achieve the unremarkable in this leadership school.
The promise of change. I can sense how my daily hard work contributes to
unleash the potential of thousands! I want to increase my impact range to the
whole national entity.
My diverse background. I´ve served as a Leader for iGIP, I've traveled and met
different perspectives and different ways to increase our impact. I´ve served as
the Leader of one of the strongest local entities and now I want to serve you
sharing everything I´ve learned and everything I´ve seen.
But most importantly... I´m recruiting! Yes, I´m recruiting that amazing team of individuals
that share my dreams of unifying Latin America politically & economically while
enabling a new economic system based on resources. I want this team to strive for a
Nobel Peace Prize before 2048, AIESEC´s 100th anniversary. We´re UNITED FOR PEACE
and everything begins with our actions!
“I'm not interested in preserving the status quo; I want to overthrow it.”
My father is the ONLY Colombian granted with a permission to build a Hotel in the
Tayrona Reserves at the north of the country and so he did. He built Mendihuaca
Caribbean Resort in the year 1994. Almost 20 years ago. The thing is this area was
infested with the Colombian Guerrilla and he was constantly threatened to support
financially the movement or face the consequences. He never did. He never yielded
a single centimeter. He was a man of value and never betrayed himself. The only
way to teach values is by example and this is the strongest lesson I´ve ever received.
In your memory I won´t either, dad.
I was a Team Leader for iGIP Sales. I started alone my “team experience” but after
our local conference I received 9 amazing individuals. We had no clue on how to
grow iGIP but I was pretty sure we were going to find our way! Out of this team, three
were selected as Team Leaders for the next term and one was the OCP of our local
conference. Out of my Team Leaders when I was LCVP three were selected for the
EB 2012 and out of that EB when I was LCP, three were selected for the MC, besides
me, and one was elected as LCP. Our true Measurement of Success is what you
can unleash inside every individual!
During my MC experience I’ve learned a lot of things. One of them is to be even
more careful with our environment. Do you know that the first plastic bag made 90
years ago has not degraded yet? Since knowing this I try to avoid any single plastic
purchase from straws to plastic bags at the store. This of course needs to go further.
We all know how abused our resources are… Therefore, I want to foster a new
economic model proposal called “Resource Based Economy” which invites the world
to be fair with our resources distribution while calling for a replacement for money.
The day I stop loving what I do I will stop doing it. I´m truly passionate about every
single thing I do. I don´t wake up early in my mornings tired or indisposed to go out
and achieve greatness. I don´t see AIESEC as my work, I see it as my life style and
that´s why I don´t matter investing my weekends or my long nights for any pending
activity or any invitation as long as I find it fun. My daily fuel are those meaningful
conversations I can get out of any Newbie or any Alumnus, any space I can reach
the network, whatever Roll call comes, whatever shout I hear – I´m in love with the
I´ve been to IC twice, in Egypt and in Russia. I´ve been to Euroxpro twice, in well, in
I´ve been to IC twice, to Egypt and to Russia. I´ve been to Euroxpro twice as Greece
and in and
Greece Turkeyinand before thebefore I was latter I at WENALDS at the Netherlands. My
Turkey and latter the a Faci was a Faci in WENALDS in The
first international Faci experience was inexperience WNC at the I USA´s WNC much as
Netherlands. My first international Faci the USA’s was were prepared as where I
I can for my LCP as I All this takes me experience. All international to my ILC
prepared as much term. could for my LCP to my very first this takes memeeting: first
Puerto Rico, my first ILC abroad. I have first time abroad. I have a passport because
international meeting: timePuerto Rico, my a passport because of AIESEC, I´ve met over
3000 young people over 3000 people because I´ve experience how and I´ve
of AIESEC, I´ve metbecause of this conferences andof this conferences those 100+
countries how like. Diversity is my religion and because of religion and because of
encounter tastesthis +100 countries tastes like. Diversity is my my encounter with it I´ve
became who I it, I´ve
my contact witham. become who I am.
We have a responsibility to Awe. Awe means to make an outstanding impression
with anything you do. If it´s not Excellence then what? If it´s not Excellence now then
when? Don´t you dare to deliver the 50% of your capabilities, it´s not fair with the world.
It isn´t fair with yourself. Set incredible goals and achieve them. I was part of two
Local Executive Board, as VP and as LCP and both teams were recognized as the
Greatest Entity of the Iberoamerican region. Out of 13.000 students in UNINORTE I
was recognized as The Leader of the Year 2012 for my outstanding performance
within the school.
It´s all linked. This BSC you are looking at, connects talent capacity through our internal processes into our operations in order to reach Leadership for a Positive Impact on
Society. That´s how we can perfectly align every recruitment, every sales team & every single innovation activity to our vision. That´s why we are not afraid of saying that we
generate leaders that wake up every day feeling determined of carrying this strong message of peace and development as freedom for all nations, unity and equality as a
collective mantra, a fast growing global economy towards real needs coverage. Striving for what makes life worthwhile. For making somebody else´s life better. These positive
impact seekers are called change agents and that´s what AIESEC gives to Colombia. To the world! Fulfilling this promise is our daily wake up call!
This is the BSC proposed for AIESEC in Colombia. Please check every CSF carefully for its proper
understanding. Above you have the current state of each CSF. This are evaluated from different MC
perspectives and it´s based on perceptions since we are currently not holding a BSC.
With +580 experiences RE, With +200 experiences RE We are realizing our first
we are the top 8th globally. in this MC term. We are
testing of the winter
surveys provide LC
Our growth acceleration is the top 6th globally. It´s our recruitment strategy. This leaders with feedback on
low compared to previous national focus, yet, our will provide LCs with talent their management for key
LCs are not aligned.
points of improvement.
Awareness: We are
Stakeholders: We are
Customer Loyalty: Our
We are ending November
increasing our brand´s
current NPS score is 46
with 4.3 Months of
positioning through the
surveys to the 123
where 56% of our
Reserves. This will
great job PR is currently
customers are Promoters
increase to 5.6 by
doing at events &
partnered with in the last
and only 12% are
Market Approach: Our sales teams
We have reached the natural
are getting stronger. Yet, we need Delivery for ICX can´t be learned by
state in many processes. That´s
to reach unexplored markets as
doing, we need to get well
long as these are attractive to us prepared for our peaks. In addition, why entities slow down. We need
to unleash Open Innovation
and AIESEC is competitive enough
CSI is building and implementing
through our customer’s feedback.
Governance & Accountability:
Planning & Review:
We are working on stronger
Our internal communications are still The supervisory group only plays a
too weak. We are not clear in some role of consultants. The Auditing planning processes. Our LC´s follow
up is still too weak. Driving our
messages and we could be more processes has improved tons since
the selection of the NAT & the Int. planning through a BSC like this one
simple when communicating our
and a Master Track is imperative.
The administration of our talent isn´t
effective. Our retention rate is low.
Yet the first steps of our newbies
are clear enough to perform as
Talent Education: The Sales
development program is well
planned. Yet, its implementation is
still slow and needs to be more
professional. We are building a
Learning Center for self education
We are working on plenty of
platforms at MC level for LC’s
development. From educational
platforms to online tracking tools
and matching engines. Yet they
1. Customer Experience Management
2. Organizational Leverage
3. Global Youth Voice
*Drivers are explained in the Executive Summary Page
SNIES as an information bank to understand better
Colombia´s student market – GO!
DPS Partnership, Cross Cultural national projectsGO!
CCONG in order to reach over 850 ONGs. –GO!
MEN supporting cultural education projects. -GO!
BID investing in Educational non for profits - GO!
ANDI del Futuro, a special entrepreneurship program
supporting the most innovative projects. GO!
Colfuturo’s labor intermediation program to support
its beneficiaries with professional opportunities.–GO!
SCI Database & events with +500 assistants. GO!
SENA’s service of employment accessing young
professionals and student’s welfare project. GO!
No visa requirements for 29 countries. –GO!
+880 national services reaching +80.000 Colombians
in 2012 with MinTIC’s Gobierno en Línea project.–GO!
Colciencias recovering its financial muscle in order to
open new calls for companies. !
Public Relations & Business Development
Sub product knowledge
iGCDP product packaging strategy. Volume Management.
National Education Cycle – National Conferences
Promotion & branding processes standardization
Present in 21 cities in Colombia.
oGIP S&D alignment. Clear IT focus and execution.
oGCDP processes and high volume of applicants.
Financial organization and standardization.
Front Office & Back Office Synergy Management
Centralized Legal Processes in our National Office
Impact Recognition & Showcasing
Lack of a Risk Management Plan.
Expansion entities strengthening
Planning & Review. Following up our plans.
iGIP Visa Processes & LC Raising
Alumni Management. Strong network, yet not capitalized.
Coaching Strategy. Not effective enough to impact growth.
High Volume GCDP projects within the Social Innovation
sector in Colombia. We need to recover our alliance with
DPS,, now, striving for 1000 trainees and oGCDP.
SENA as our main oGCDP partner. Taking advantage of
their welfare projects.
SENA as main Expansion partner. SENA is present in 33
SCI (Sociedad Colombiana de Ingenerios) participating in our
GYV and vice versa. Our PR positioning our IT GIP
opportunities in their conferences.
BID has invested over 26 Billions in social issues. We need
to start applying for their grants to develop our own
national iGCDP projects.
ANDI bridging us to the entire guild through strong GCDP
Understanding our ROI (Return on Investment) per project
and areas to decide whether using this opportunities or not.
One of the countries that doesn´t ask for visa to
Colombians is Jamaica which is part of our current
expansion strategy. Stronger focus in its execution.
Reaching 80.000 Colombians through IT, isn´t easy at all.
Taking advantage of our IT Global focus we can propose a
collaboration project with the MinTics.
Strengthen our Growth Network: IGN through financial &
talent investments in order to take advantage of geographic
convenience and no visas required.
Re investing efforts in the Colciencias project now that the
institution is back on track. This project consists of
strengthening our SMEs through IT Trainees and Colombian
SNIES as a communication channel to reach the entire
Colombian Market with our exchange sub products
Replicate the Secretary of Education in Bogota´s project
with the Educational Ministry for LC Raising.
ST Strategies or Consequences
WT Strategies or Consequences
Exchange for Students Organizations as IAESTE. We
are not alone.
Organizations cutting budget for the next term
because of the fear for a new crisis.
Detractors because of GCDP/GIP programs.
Brand perception due to TN Takers with poor quality
World Cup happening in Brazil. Cost of the tickets.
S: Diversify our destinations for next summer. Ethiopian
Airlines is part of Star Alliance since this year. Tickets to
Africa are way cheaper. Other destinations are in CEE.
C: The lack of a competitive analysis makes us lose
portions of the student market. We need to be clear on our
advantages and differentiators.
C: Possibility of losing partnerships because of Innovation
C: Our lack of positioning raises the possibility of trusting our
detractors about poor quality processes.
S: Creating a Detractors management plan to convert as
much as possible into promoters. This happens when our
Detractors issues are solved.
S: Customer Loyalty for Organizations is a must.
Our Greatest Achievements
Our Pending Assignments
I. OGX Strategy & Growth.
II. Business Development and the Account
Management & Delivery.
III. Financial Model´s change management to
increase the MC´s financial liquidity.
IV. Accomplishment of financial goals.
I. A proper coaching system for Local Entities.
II. Concrete expansion initiatives.
III. ICX performance. We decreased in the
program during this term.
I. iGCDP Growth through product packaging
into high volume projects.
II. Functional coaching strategy.
III. Business Development
IV. START Platform creation and
V. Global UBS Award
I. Strategic & Savvy marketing for exchange
II. Clear understanding of the Expansion
III. Middle Performance LCs support and
IV. Increase our Financial Reserves.
I. Expansion strategy for entity creation.
II. Audit Process Initiatives.
III. iGCDP Process Standardization.
IV. oGIP IT Matching – Global GCP.
V. Regional UBS Award
I. Talent Management processes and
understanding at local level.
II. Proper Organizational Understanding tool. A
III. Financial processes control & revision
IV. Strong LCs support.
I. Internal Audit process consolidation.
II. Changing our bank to Bancolombia.
III. National BD projects with the government.
IV. PR´s brand positioning.
V. Customer Centric Certification at IC.
I. Internal Communications to download
properly our strategies.
II. Expansion entities strengthening.
III. Strong educational programs to foster self
I. Rethink our customer´s experience in every single
touch point. I´m convinced it´s not only about selling
more - it´s about making every single experience as
meaningful as possible.
II. Ensure Implementation of our strategies, the next
term needs to focus not in creation but in making
our directions happen. We have really good ideas
but knowing and not doing is not knowing.
III. Create a clear growth path for our entities from its
birth to the achievement of 600 exchanges.
IV. Drive innovation. Innovation happens at local level
and it´s the MC’s responsibility to bring it all together
and unleash it to the network.
V. Setting our stand in Colombia. The country needs to
know we are here. Global Youth Voice.
I. Our Global Headquarters needs to continue bolding
Innovation in order to create game-changing
strategies for the entire network.
II. Manage our S&D information to keep the network
updated and based on its forecast, prepared for
III. Evolve our B2C Customer Gage service to B2B as
well in order to get a complete overview of our
IV. Bring the replacement of Myaiesec.net, The Global
Information System [GIS], right away.
V. Perfect the Opportunity Portal. It´s a great initiative,
we just need to polish it.
VI. Clear understanding of impact. Maybe IT as a GIP
focus is not the answer. I believe ET & MT could
enhance our SMEs while fostering bilingualism.
Date: July 12th 2015
Congress: NatCo 2015
Place: San Andrés
Session: MC 1415 Report
I believe we are not ready for this
LCs financially empowered and capable
nowadays. Our responsibility as MC 1415
of doing smart investments. LCs will
is to get the LCs prepared for this
never need to make a loan with the MC
change and not just keep saying it´s
to cover any urgency – only to invest in
exchange projects which is fine and we necessary. The idea is great but without
further preparation this will be an epic fail.
have a fund for it.
LCs fostering Innovation:
True innovation comes from the LCs.
During MC planning, the most innovative
ideas come out from what the MCVPs
lived and observed during their LC
experience. LCs are the original
laboratories and we need to encourage
them to bring new ideas constantly!
Modify LC-MC mindset:
One of the proposals for the next
The relationship between the LCs and
structure is to hold Regional Chairs to
the MC shouldn´t be entirely tracking.
ensure implementation, expansion &
The possibility of guiding direct impact
education. These chairs need to evaluate
on Colombia´s focus should be
the LCs restrictions from become
included in our agenda. These initiatives
independent and bring the inputs to the
should come partly from the LCs.
MC in order to create accurate strategies.
Growth through Collaboration:
But let´s talk about exchanges! Let´s talk
about shared projects between LCs like
“Discover Colombia”. The MC can
support this projects in its development
phase. Further on, the tracking and the
execution runs entirely by these entities.
The adventure is concluding. Our organizational ambition is coming to an end and we
are proud to announce what has happened till this point. Back in 2010 we were
broadcasting LIVE our dreams and strongest desires. We were getting prepared to
START in 2011 a revolution in our entity’s mindsets, structures & perspectives which end
up BOOSTing our operations in 2012. In 2013 we interiorized an excellence concept, a
DO more way of thinking and a Behaviors-building culture. This mixed together made
AIESEC in Colombia THRIVE to where its never been.
We didn´t started out of nothing and we need to be grateful with our previous
generations. We are all together making AIESEC 2015 possible! Your MC 1415 is proud
of fulfilling it´s following promises:
A customer centric organization. Our customers satisfaction has increased
A national known organization. We are present in the media and we are
recognized across the sectors. We are the true youth voice!
We consolidated all our 30 entities as LCs ensuring their financial &
IV. Our exchange programs are contributing directly to our Country’s
Development. We´re managing 5 Governmental Projects.
V. We´re growing throughout collaborative exchange projects.
VI. Our Talent Efficiency rate increased to 1,5 Exchanges per member. 60% of
our membership is Integrated Experienced.
We are 5 months away of reaching AIESEC 2015’s Twilight. We did what we had to. we
made the right decisions, we reached for the stars and we´ve landed the moon. We
delivered our promises.
At your service,
Throughout GIP we can hit directly the most
undeveloped Driver of our country: Innovation.
This is the future in SMEs development, yet we
only invested in 2012 0.05% of our GDP in
Innovation. If we want to be close to our
country´s focus we can’t step back, we need to
be more present on this lines while trusting why
this is our power unit. There´s people who gave
up, there are ones moving forward, let´s thrive
Embracing firefighting at all levels while bringing
constant education to our LCs.
II. Incentives for Response Rate: Give incentives to
our Customers to respond the NPS survey.
III. Process Improvement: Translate our customer´s
feedback into better operations.
IV. Communications: Clear channels to spread our
information to every single EP Abroad and
every single Trainee in Colombia.
Local Committee Cluster 3
LCs are learning to sale GCDP NGOs &
Educational Organizations. Reaching the first
50Xs takes discipline, hard work & focus.
Growing through the national sub products
is the best kick off for their learning curve.
We need real entrepreneurs to lift off 40
exchanges. We need to be smart enough
to run perfectly an on going recruitment
FIRST in our most suitable market place.
Selling professional internships takes time
and preparation, Managing the national sub
products into our market needs increases
our possibilities of raising TNs. Education
carried by externals is a must. LCs at 10Xs.
Which is the market I am going to focus on?
Focusing on IT at the very beginning is a
good move. Learning how to recruit these
profiles and how to manager their needs is
essential. LCs running 12Xs at this level.
I. Conversations: We need to be close to our
Organizations. Doesn´t matter they aren´t current
partners. A weekly call and a monthly visit will
totally make a difference in TRUST.
II. Satisfaction Surveys: We need to understand
what we are good at and what we are not in
order to improve ourselves as Organization.
III. Co-planning: It´s not only about sales anymore, it´s
about planning our years together and evolve
the key points in the partnership.
Local Committee Cluster 2
Local Committee Cluster 1
At this point LCs need to be able to generate
When striving for 100 iGCDP Xs, LCs
enough financial resources to foster their
fundraising strategies must be as clear and
own 170Xs sustainable projects throughout
focused as possible. The sales plans must
CSR solutions, governmental support and
be perfectly executed. Invest and get
prepared as possible to run Delivery.
The GREAT next step for 200Xs is to
After LCs reach 70Xs we need to start
manage with an Umbrella structure. LCs
diversifying our markets through agreements
managing multiple Specialized Units running
with universities. LCPs & LCVPs oGCDP as
faster & effective processes. Conversion
“Senior Management” sellers to obtain
Rate reaches its highest point.
LCs growing from account management.
LCs having BoAs specifically for ER. Project
Public Relations strategies as Corporate
management and development driving our
product packaging into the market reaching
breakfasts takes place to reach as much
35Xs. Customer Loyalty Organizations
organizations as possible while diversifying
becomes a habit doubling our re raises.
our sales channels to take LCs to 20Xs.
At this level, growth through collaboration
Our account management becomes
with other organizations is imperative.
professional offering specialized services to
Partners co branding our products into the
our EPs. The key for matching is follow up
and our first ER initiatives happen at this
professional market realizing 45Xs. Enabling
level. We are reaching 25Xs.
LC to LC cooperation for a faster Matching.
AIESEC is and organization that holds a value proposition which claims that we
develop Leadership for a Positive Impact through international exchanges. As a result
we generate leaders with an advanced cultural understanding and unlimited
possibilities & opportunities. If we´re clear on this then we need to agree that
Integrated Experiences are not only one strategy. IXPs are the turning point need to
fulfill our promise of global citizens. We need leaders that know what an exchange
experiences feels like and how powerful it is in order to sell it properly, in order to tell
it properly. If we want to generate Leadership in Every Experience, we need to aim
for a 70% Integrated Experienced Membershi´p.
Profile based recruitment in order to enhance
our operations. First we determine our market
target based on competitiveness & our supply.
We recruit that specific profile that will sell our
sub product, provide them with the proper
Practical Induction based on exchanges during
their first month and subscribe them to a strong
Sales Development Program.
We can improve way better our LEAD program.
We need to prepare Transformational Leaders
for the changes in our Country, Leaders aware
not only about management but also about
Global Issues and how AIESEC directly impacts
them. LEAD is not only a program, it´s the
window for the leaders of the future to
understand their way through.
Regional Chairs: Responsible for Education, Expansion& coaching in each Region. They
are in charge of pushing our Growth Networks as far as possible ensuring the
implementation of the MC Driving Strategies.
I don´t believe our structure needs to open space for more positions besides the
Regional Chairs. We need to make our structure more dynamic as a Matrix while
avoiding a hierarchy. Making our structure truly focused in our core business, synergy
will be ensured. We are not supposed to be good doing what we should not.
As LCP 2012 and representative at the general assembly I identified the following key
points for improvement:
Steering Team as driver of Innovation during the whole year. Not only
Stronger connection between LCPs & MC through SCs working time.
LCPs dreaming the MC term as well. A feedback call is not enough.
IV. Proper communication channels.
V. Culture of service – servicing habits.