1. Why have you decided to stand for AIESEC Romania? What will be your contribution to the MC
team and what do you expect to learn from the experience?
I decided to stand for AIESEC Romania because I believe that this is a logical step in my AIESEC
development. Halfway through my term as President I knew that this will not be my last experience
in AIESEC and I was thinking about a MC experience. Because I’m more drawn to internationalism, I
first pictured myself as being part of a MC abroad. This perspective changed after talking with some
of the LCPs from other countries and from Romania. That was the moment I decided to run for
AIESEC in Romania.
Moreover, at RockME, the current MCP of Romania talked about the idea of having in the MC
Presidents that worked with the changes that stand in front of the organization in the upcoming
period. This will be an important advantage for all of us next year, making MCs’ transition more
efficient and enabling the next MC to have a shorter storming period and immediately enter the
My contribution to the MC team will be my creativity, flexibility, innovation and passion that I
demonstrated in the last 3 years of my AIESEC Experience. Talking about the things that I will gain
out of this, my expectations are to have the most qualitative TMP experience. This consists in
working with other 9 individuals for a period of one year in a professional environment, making this
experience an important step that I should take before entering the corporate world.
2. Create a proposal for AIESEC Romania 2012-2013 strategy that should cover the next points (a,b
a. Make a SWOT (strengths, weaknesses, opportunities, threads) of AIESEC in Romania. The
points above have to be evident in the plan you create and the correlation between them too.
- functional NSTs that have supported the strategies
implemented by the MC
- MCP in Steering Team
- creating a LCPs team, involvement of the LCPs
- aligned recruitment campaigns in all the LCs
- qualitative national PBoXes (Grow, MoneySense)
- new partnerships realized at RYLF
- MC EVS accreditation and some LCs EVS
- 2 new LCs
- lot of candidates for this MCC (potential candidates
for MC abroad, if not selected)
- AIESEC Romania is well positioned in the
- high visibility in the external environment (through
Dinu Patriciu awards enhanced)
- good reintegration process (members are taking
more than one program)
- quality on ICX reception
- Engagement and LifeLong connection theoretically
- problems regarding retention in EB teams across
- low number of GIPs (both incoming and outgoing)
- poor understanding of the changes in structure in
- low GN collaboration
- few LCs applying for Grants
- there was no focus in preparing AIESEC Romania’s
members (lack of area preparation in conferences)
- unhealthy internal processes (difference between
planned and achieved objectives)
- MCVP TM without EB experience before, elected
too late (LCVPs without direction for a while)
- Incoming GCDPs that are not sustainable (this
affects the quality of the internships provided)
- no stable regional coaches
- no investment plan for AIESEC Romania
- PBoXes on OGX
- expansions and IGs management
- LCs with year plans that are not realistic
- low external market orientation
defined before AI
- MoSes on new programs implemented before IC
- Alumni involvement and support for the MC
- MC present in the LCs for LC visits and preparation
-MC accommodation at low cost
- AIESEC Ireland
- visibility of the organization
- AIESEC Romania members in MCs abroad
- the partnership with Trilulilu
- Exchange accreditation (that should be expended
in all the LCs)
- EuroCo organized in Romania
- many Grants providers
- no jobs for students (students choose to work
abroad with AIESEC’s internships)
- partnership with School of Values and RBS in
implementing external projects
- one person who applies in AIESEC International
-ICX and OGX partnerships
- the Alumni network
- EU funds for Social Enterprises
- financial crisis
- no LC organizing RYLF yet
- our competitors for internships abroad (Erasmus,
Work and travel etc.)
- Educational system will change drastically (this
will affect projects for high schools)
- elect EBs with different structure in every LC
(accountability issues, problems in aligning promo
- initiatives that come from AI may be different
from the initiatives we've been unfolding lately
b. The 3 main priorities for your area(s) based on the general SWOT analysis. What strategies
would you propose for each one and what results would you like to see in each of those priorities
at the end of your term.
Priorities Strategies Main results
Prepare the organization:
Structure implementation (or at least a change
management plan implemented based on the
principles of the new structure)
External Orientation. Implement professional market
analysis tools; identify concrete benefits for the
markets, promote those benefits -> attract
Quality standards for the processes implemented
Fast prototyping implemented in order to generate
projects that meet the needs of the market
Investment plan based on the development of the
members and the development of the organization.
Stabilize the cash flow
Consultancy from a law firm
Acquiring a social mark
Establish the paid structures
Create a strategy of social projects
Financial plan based on reinvestment
Legal procedures for cost deduction
LCs have a functional structure
based on the principles
Increase in the quality of the ELD
Increase in the ELD customers
AIESEC gets the Social Enterprise
Increase in the ownership of our
Growth Networks implemented with Regional Centers
and Regional Planning Meeting
Cooperation on partnerships
Sharing contacts (Local spreadsheets for international
Human resource in local events, promotion and
LCs capitalizing on the EVS accreditation of the country
or of the other LCs
Cooperation on common initiatives
Sharing good case practices on exchange
LC Visit strategy
Implementation of Regional
Increase realizations on EVS
Approaching specific segments of the market
Identify benefits for each market
Increase the number of event based projects
ELD accreditation (Ministry of Work, Ministry of
Education downscaled to University and City Halls)
Nationally Aligned brands for ELD programs
Working with Board of Advisors at local level
Market analysis campaign
Segments of the market are
Increase the number of
c. The external opportunities you can capitalize from your position to get the vision you propose
in point (b).
The external opportunities that I can capitalize on are:
Small number of Jobs offered to students
Student NGOs (for International Programs
consumers and externalization).
Board of Advisors
Ministry of Work
Ministry of Education
3. What is the role of MC? What should be the role of MC? What actions can you take as an MC
team to fill the gap?
The main role of the MC is to create and deliver the direction for the country. The MC does this by
downscaling information from AI to the Local Committees, information used in planning, updating
and tracking. After the plan is created with the help of the EBs, the MC must ensure the support of
that plan, by offering services towards the country, both general and functional ones, reacting to the
new information and to the local realities. The MC, individually, works with the strategic teams,
either RoST or various NSTs on areas. The MC is responsible for the national education cycle,
delivering it or ensuring that it is being delivered by externals. Last, but not the least, the MC is
responsible for representing the country and the LCs, outside the organization or in the international
In what concerns the gap between what is and what should be the role of the MC, I can say that this
two are not that different. This year we were led by a team who managed to meet the country’s
expectations in what concerns their Job Description. Ever since the beginning, I noticed the trend to
shape Romania as a united AIESEC country, where LCs work together, relying on the support from
The only thing that I will do differently this year will be having more trust in the Presidents and their
Vice Presidents, transmitting the correct information at the right time.
4. What strategies does AIESEC Romania need to follow to increase performance for the ELD
programs? Please specify at least 3 strategies for Domestic Programs (TMP&TLP) and 3 strategies
for the International Programs (GIP&GCDP).
Develop engagement programs and activities
By passing on the information starting with the engagement phase, involving our
potential TMP and TLP consumers in projects, activities or events, we will insure that
the people who will access the Domestic Programs will be better prepared and more
passionate to do their designated tasks at a higher quality.
Personalized induction on programs
Based on their own career plan, a member accessing TMP or TLP must receive the
specific preparation needed to develop his skills for the program he accesses, and
also, for his future plans. By doing this we ensure the pipeline for the experiences
that the organization provides.
Leadership Development Programs
Because we’re switching to a program based experience, we need to create a
dynamic leadership development program, taking into consideration the fast
prototyping and accountability system.
The main focus is provide education for the EBs, and a low cost solution is to work
with the national partners to deliver this in national conferences and to push the LCs
to open to the local corporate and alumni environment. Moving forward, the EB
must be capable to deliver a certain competency building program for the people in
the TLP, considering the needs, the local reality and the social and geographic
Partnerships and targeted recruitments
The vision of the organization is to Engage and develop every young person in the
world. The most accessible international program for first year students is the GCDP.
This is why we must capitalize on it and create Country to Country Partnerships in
which we promote concrete opportunities, with a specific timeframe and job
On the other hand, the GIP program is more qualitative and professional, and it is a
bit harder to create a stabile partnership for it. Internships like the TTs for Tata
Consultancy promoted in this year’s RYLF are that kind of internships that we must
capitalize on. Moreover, we, as an MC must create an aligned brand for GIPs that all
the country will promote to our stakeholders. Another strategy is creating GIP
preferential partnerships with the MCs in which our GIP customers are the first to be
presented to their TN Takers.
GIP market expansion
A thing that might help is to scan the platform for new pools on GIP. There are a lot
of TNs that promote new areas that Romania, as an AIESEC country, does not
capitalize upon, and this is a focus area that the MC must encourage LCs to have.
With the ETs introduced as GIP we must approach private language schools that can
use internationals in their work. The TT pool is now growing into something more
than a IT pool, and this is a trend that the MC must offer a concrete push this year.
GCDP conversion to GIP and qualitative delivery
For every young student who wants to access the GIP program, the VPs must
recommend a GCDP program before. If every GIP consumer becomes a GCDP
consumer as well, AIESEC Romania will have a growth in their realizations.Moreover,
if a GCDP consumer qualifies to a GIP program as well, they must be strongly
encouraged to take it. One way to do this is by offering them a discount in their
internship fee, and simple solutions like this always do the trick.
The support from the MC must come ona national campaign that rewards the top
performing LCs that manage to achieve high results from Re-Raising strategies.
Talking about the experiences that we provide our trainees, we must ensure that all
the LCs in the country can rise to a certain standard of quality, making our projects
and our reception activities the business card for Romania in the upcoming period.
This way it will be easier for a person to apply for an internship offered by Romania,
or to come again in our country.
5. What are the competitive advantages that AIESEC Romania has in the international network?
What can we do to maintain and/or increase them?
AIESEC Romania’s competitive advantages in the international network are:
- We are a country which is piloting AIESEC2015. The changes we made in the structure and the
processes are a proof of that. I believe we can increase this advantage by stabilizing our processes
and ensuring a qualitative transition framework for the country.
- The quality of the GCDP experiences that we provide to our trainees. Our reception activities and
our qualitative projects are the ones that contribute to the image that Romania has in the network.
The support of the MC is to create a set of recommended activities for our trainees and to track the
minimum criteria of implementation.
- The GCDP and GIP customers are qualitative. Being good English speakers and having a vast
AIESEC XP, they become ambassadors for our country. Moreover, our leaders are more into
accessing the GIP program after their EB experience or other Middle Management experiences.We
should continue to have a good selection process and to capitalize on the international programs
offered to our members.
- Qualitative Romanian leaders. Romania was everywhere this year, and this is a trend that needs to
be continued. Having Romanians in the MCs or being MCPs of other countries, or even in AI’s
Steering Teamis an important asset to the image of Romania in the world, and this is one of the
things that we need to maintain, by inspiring our members to continue their AIESEC experience at
the MC level, inside or outside the country. A strategy to achieve this is promoting opportunities like
CEED or international conferences, or creating new ones like Spend a week in the MC flat.
Other things that Romania is known for are Alumni Management, our qualitative TM processes, the
strong partnerships that we deliver for, and the list could go on.