Eduard Till Application Form MCVP Organizational Development

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Eduard Till Application Form MCVP Organizational Development

  1. 1. EXECUTIVE SUMMARYI’m standing for AIESEC Romania because I believe in the changes that happened in the last year, theinnovation brought to the network and I know I am the right person to bring balance and simplicityto it. In the last 3 years I spent in AIESEC, I become aware about the importance of keeping up withthe changes around us. We need to continue these changes, to pilot AIESEC 2015 and to make surethat we are doing this as an entire country.In the next pages you will find the way in which AIESEC Romania should be developed.We say that we are 15 different realities and we are not collectively pulling as a country. Unite thecountry by creating Growth Networks, and although they will have different realities at thebeginning, in time they will grow together. The next logical step is to maximize the performance ofeach GN to the desired level, and the country will become OneAIESEC. In order to fulfill this plan,after creating GNs, we must develop Regional Centers, Regional Planning Meetings (for regionalinitiatives and cooperation), and a regional growth plan comprised from SOL, LC Visits, regionaleducation cycle, etc.We say that we are the biggest student organization in the world and, still, we are not the biggestyouth voice. The market doesn’t fully understand our relevance, and the few stakeholders that wantto work with us, do it for the immediate and long term benefits that we promise and underdeliver. Itis the time to start generating professional solutions for the needs of our clients and deliver them atthe highest quality. The first steps are already made, having in our EBs market oriented vicepresidents. The focuses have been divided and the accent is put on working directly with the market.We need to start capitalizing on what we did so far in order to drive this organization to be morerelevant for our stakeholders.We say that our results are increasing, but are they big enough? We are still separating the domesticprograms and the international programs and although we are focusing more on TMP and TLP, weare not performing as we should on neither ones. It is time to see the programs as a whole calledExperiential Leadership Development and our main focus is to develop it. Pre-preparation is vitaland it should start from the Engagement phase, where activities and events should be implementedin order for the participants to understand the Why-How-What. Then focus on the induction onprograms, delivering at a qualitative level, the preparation that our members need. LeadershipDevelopment Programs should be reinvented in order to be more dynamic to match the fastprototyping.The bottom-line is transforming AIESEC Romania into a competitive organization that is relevant forthe market and delivers its promises at a high quality, either it is called a Social Enterprise or anNGO, or any other form of organization. It is the challenge that lies in front of us. Is AIESEC Romaniaready to take it?
  2. 2. EDUARD TILL Born on 5th of July 1989, Eduard was a student at the Faculty of Computer Science at the University of Craiova, graduating in 2011 with the theses Web application development using Java Servlets and PHP. After his graduation he was accepted at the Masters of Organizational Communication Paradigms in the Faculty of Letters from the University of Craiova. From the beginning of his studies Eduard joined the ComputerScience student association, where he was immediately named Vice President onCommunications and PR, position that he had for a period of 6 months, after his resignation.In October 2008 he applied for the local branch in Craiova of the international youthorganization called AIESEC. His activity in AIESEC started with the project called Learn toChange the Future, an ecology project that implies education for high school studentsdelivered by 7 international students. He became a junior training in the organization,creating and delivering educational plans for the organization in conferences or localpreparation events.After one year of activating in the organization, he applied for the position of Vice PresidentTalent Management, position that he was not selected for. Instead he became the VicePresident of the Outgoing Exchange department, being responsible of the internationalinternships provided by the organization for young students in Craiova. His results speak forthemselves. In only one year, Eduard doubled the number of internships provided byAIESEC Craiova, winning the Core AIESEC Experience Award, for the number of leadersthat access this program.During his experience as Vice President, he was promoted to the status of Senior Trainer,giving Eduard the opportunity to create and deliver preparation at a higher level. Due to thisfact, he was a trainer in three national conferences, the International Cultural PreparationSeminar in 2010, the International Train the Trainers 2010 and Romanian Core WorkersMeeting in 2010, and three international conferences in Slovakia and Bulgaria: Planet 2010,International Train the Trainers 2010 and Highway 2010.After his experience as Vice President, he applied for the position of President of AIESECCraiova, position that he is activating on since 1 st of April 2011. Until now, Eduard workedwith the Executive Board of AIESEC Craiova on managing the local branch, with the middlemanagement team in order to push the organization in the desired direction, and also withthe Presidents team from other local branches and with the National Committee to establishand drive the country’s growth.Currently, Eduard holds a bachelor’s degree in software development from the University ofCraiova and is the current President of AIESEC Craiova.
  3. 3. Eduard Till Current Position: Languages: Local Committee President Romanian Native Address: English Excellent Str. 1 Decembrie 1918, bl. F8, sc. 2, French Basic ap 40, Craiova, Dolj E-mail: PC/IT Skills: till.eduard@gmail.com Microsoft Office Expert eduard.till@aiesec.net Adobe Photoshop Expert Nationality: Romanian Corel Draw Expert Birthdate: 05 July 1989 C++ Intermediate Sex: Male HTML Expert Skype eduard.till PHP Intermediate Phone Number: +40 764 776 115 Movie Maker Intermediate Driving Licence: Cat BAIESEC Experience ConferencesEngagement with OC Content of AIESEC Conference RoleAIESEC Magazine induction project LTS DelegateExperiential Member on the External ICPS 2009 OCLeadership Relations Department RTS 2009 DelegateDevelopment Member on the Talent LPM 2009 DelegateTeam Member Management Department RMS 2009 OCProgramme OC Advertising and Logistics ITtT 2009 Delegate on Learn to Change the RTS 2009 Facilitator/OC Furure 2009 project NPS 2009 Delegate OC Support at International Cultural Preparation Seminar NC 2010 Delegate 2009 Planet 2010 Slovakia Facilitator OC External Relations at the RTS 2010 Facilitator Regional Motivational ICPS 2010 Facilitator Seminar 2009 LPM 2010 Facilitator Local Trainers’ Team member ITtT 2010 Bulgaria Facilitator OC Reception at the Regional ITtT 2010 Romania Facilitator Training Seminar 2009 RockMe 2010 FacilitatorExperiential OCP of Autumn Recruitment Highway 2010 Slovakia FacilitatorLeadership 2009 LTS2010 FacilitatorDevelopment VicePresident on OutGoing RYLF 2010 DelegateTeam Leader Exchange 2010-2011 MCC 2010 DelegateProgramme OGX National Support Team LTS 2011 Conference Manager Member on Communications NC 2011 Delegate Local Committee President Spark 2011 (LPM+LMS) Agenda Manager 2011-2012 RockMe 2011 DelegateELD- GCDP Not yet RTS 2011 FacilitatorELD-GIP Not yet EuroCO 2011 DelegateLLC Not yet RYLF 2011 DelegateExternal Leadership Roles Vice President Communications and PR at ASSMI Craiova (Asociatia Studentilor Specializati in Matematica Informatica)
  4. 4. 03rd of February 2012AIESEC RomaniaTo whom it may concernIt gives me great honor to recommend Mr. Eduard Till for the position of VicePresident Organizational Development in AIESEC Romania for 2012 – 2013 term.I have known Eduard since he joined AIESEC Craiova in October 2008 and sincethen he continuously proved to be a competent and dedicated member whoseproficiency and initiative contributed to the development of the local committee.During his terms as Vice President Outgoing Exchange and President of AIESECCraiova I had the chance to see his personal and professional evolution and Ican strongly admit that he has demonstrated tact and perseverance in solvingproblems and he contributed to creating a united and strong internalenvironment.He revealed himself as a great leader with a very high level of coordination, aperson dedicated, passionate and committed to all the activities he had beeninvolved in, creative, with good communication skills and with a continuousdesire for learning and finding new challenges.I am sure that Mr. Eduard Till will be equally valued, he will prove his skills anddevotion to you, thus contributing to the overall evolution of AIESEC Romaniafor the next term.I am looking forward to supporting his efforts and I remain at your disposal forfurther information.Sincerely,Cristina CojoacaFormer President of AIESESC Craiova 2008-2009
  5. 5. 3rd February 2012To whom it may concern,I am hereby recommending Eduard Till for the position of Member Committee ofVice President Organizational Development in AIESEC Romania.As trainer, I have worked with Eduard in 2011 in three conferences – ICPS and ITTTin Romania and DARE in Slovakia. By combinig his personal leadershipexperiences, interactive methods of delivery, thorough preparation and theconnections he built to delegates, he always manged to achieve the learningobjectives of the conferences and receive positive feedback. I consider Eduard’sability to connect and work with such different types of people a crucial aspectfor his success as MCVP Organizational Development.While having leadership positions in his LC, Eduard contributed to makingRomania even more known in the AIESEC training world. Not only he attendedseveral international conference, but he also inspired members of his LC to facilitateabroad. I am confident that he will use his international network in order to bringinnovation and progress in AIESEC Romania.For all the mentioned characteristics and skills, I consider that Eduard is a greatcandidate for MCVP OD Romania 2012-2013For any questions you might have, feel free to contact me:Silvia PătrașcuNational Trainers Team 2010-2011,AIESEC RomaniaMail: patrascu.silvia@gmail.comSkype: silvia.patrascu
  6. 6. 2 February 2012To whom it may concern, I am writing this letter to endorse Eduard Till for applying for the position ofMCVP Organizational Development of AIESEC Romania. I met Edu in the begining of my term in 2011. I can honestly say, being able tocompare him with two generations of LCPs that he is one of the most exceptional. Atfirst sight he’s a very well structured and efficient person with a keen way oftransmitting just the right message for people to understand his vision. We workedtogether alot and every time he proved to be an invaluable part in every task ordiscussion. He’s an experienced and very creative person which grants him theability to bring relevant inputs and valuable ideas. I also got to know Edu at a more personal level and have the priviledge to callhim a friend. He showed an enormous amount of passion for his work and AIESEC.He’s fun o have around and count on to help his team through any difficulties. Also,one of the few people who actually live by the value “Striving for Excellence”. If not my words, or the ones of other people, his AIESEC career andachievements alone speak for him. I am glad to endorse and highly recommend Eduard Till for MCVPOrganizational Development as a great asset for the MC team and for AIESECRomania.Sincerely,Radu Matei – LCP of AIESEC AradFor further inquiry:radumatei88@gmail.com+40723169852
  7. 7. Miss Alexandra CoandăVice-President Talent ManagementAIESEC Craiova 2011-2012To whom it may concernI have had the pleasure of working with Eduard Till in the two years that I’ve spent in AIESEC Craiova andthe experience I’ve had so far enables me to proudly and strongly recommend him for the position of MCVice-President Organizational Development.I have worked with Eduard since the first minute I joined AIESEC, up to the end of the Executive Boardterm and during this time, not once did I feel his work was anything else but perfect. Eduard is the kind ofperson who will strive for excellence, but who will also challenge everything, in order to find the best wayfor doing things. He is the person who will not be satisfied with mediocrity, who wants and is able toachieve great things and be a true inspiration for the people around him.As a President of AIESEC Craiova, he has proven to be the perfect person to assume this role. This being ayear of change, Eduard was the main pillar to hold the local committee together, to challenge it to thinknot only locally but also nationally, to create an impact-oriented mindset and to make the LC come closerto The AIESEC Way. He was the one who best understood the structure, the need for change, the way inwhich we had to act according to it and he has been a constant support for the Executive Board and forthe members, ensuring we have everything we needed to do our jobs.For me, personally, Eduard is, and always has been one of the most powerful reasons that have kept me inAIESEC, doing my job at its best. I’ve seen in him a role model, a person I want to become one day, andprobably the best demonstration of leadership that I have ever met. His passion and dedication for AIESEC,his open-mind towards the network, his creativity and innovation, his leadership spirit and his ability toanalyze situations and act accordingly are just a part of the qualities I admire in Eduard and whichrecommend him for the MC of AIESEC in Romania.At interpersonal level, Eduard is opened to new people, to internationalism and has the habit ofsurrounding himself of great, intelligent people, in order to learn the best from each and every one ofthem. He is also the person who will challenge you in order to grow, to push your limits forward and reachfor more. He is also fun to be around, he is supportive and always makes sure the people around him arecomfortable and understanding of each and every situation, in order to give their best.Eduard is, for the MC of AIESEC Romania, not just an added value, but a must-have. Firstly because of hisdedication to the entire network, his involvement in this network since the beginning of the term, hisability to think from both MC and LC level and for all the qualities that recommend him for achieving greatthings in AIESEC. Secondly, the Organizational Development position is suited for him, because during thisterm he has been the one to drive change and manage processes in AIESEC Craiova and he has done itwonderfully. He is able to create and implement growth strategies and he has the ability to make peopleunderstand why and how that particular strategy needs to be implemented.I will conclude by saying that if I were to choose someone for the MC of AIESEC Romania, I would instantlychoose Eduard. I’m saying that because for me, Eduard was the most valuable support in AIESEC, duringmy time as a member and later as a Vice-President. The best things that I know now, he taught me and hedid a very good job changing a shy, quiet young girl into a true AIESECer, into a person that can push herlimits forward. Taking everything into consideration, with utmost pride and certainty, I recommend EduardTill for the position of MC Vice-President Organizational Development and I hope you will give him thechance to show you what he can do for AIESEC Romania.
  8. 8. GENERAL QUESTIONS 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 performing part. 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 and c): 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.Strengths Weaknesses- functional NSTs that have supported the strategies - problems regarding retention in EB teams acrossimplemented by the MC the country- MCP in Steering Team - low number of GIPs (both incoming and outgoing)- creating a LCPs team, involvement of the LCPs - poor understanding of the changes in structure inteam some LCs- aligned recruitment campaigns in all the LCs - low GN collaboration- qualitative national PBoXes (Grow, MoneySense) - few LCs applying for Grants- new partnerships realized at RYLF - there was no focus in preparing AIESEC Romania’s- MC EVS accreditation and some LCs EVS members (lack of area preparation in conferences)accreditation - unhealthy internal processes (difference between- 2 new LCs planned and achieved objectives)- lot of candidates for this MCC (potential candidates - MCVP TM without EB experience before, electedfor MC abroad, if not selected) too late (LCVPs without direction for a while)- AIESEC Romania is well positioned in the - Incoming GCDPs that are not sustainable (thisinternational network affects the quality of the internships provided)- high visibility in the external environment (through - no stable regional coachesDinu Patriciu awards enhanced) - no investment plan for AIESEC Romania- good reintegration process (members are taking - PBoXes on OGXmore than one program) - expansions and IGs management- quality on ICX reception - LCs with year plans that are not realistic- Engagement and LifeLong connection theoretically - low external market orientationdefined before AI - visibility of the organization- MoSes on new programs implemented before IC
  9. 9. - Alumni involvement and support for the MC- MC present in the LCs for LC visits and preparation-MC accommodation at low cost- AIESEC IrelandOpportunities Threats- AIESEC Romania members in MCs abroad - financial crisis- the partnership with Trilulilu - no LC organizing RYLF yet- Exchange accreditation (that should be expended - our competitors for internships abroad (Erasmus,in all the LCs) Work and travel etc.)- EuroCo organized in Romania - Educational system will change drastically (this- many Grants providers will affect projects for high schools)- no jobs for students (students choose to work - elect EBs with different structure in every LCabroad with AIESEC’s internships) (accountability issues, problems in aligning promo- partnership with School of Values and RBS in campaigns)implementing external projects - initiatives that come from AI may be different- one person who applies in AIESEC International from the initiatives weve been unfolding lately-ICX and OGX partnerships- the Alumni network- EU funds for Social Enterprises 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 resultsNGO to Prepare the organization: LCs have a functional structureSocial Structure implementation (or at least a change based on the principlesEnterprise management plan implemented based on the principles of the new structure) Increase in the quality of the ELD External Orientation. Implement professional market programs analysis tools; identify concrete benefits for the markets, promote those benefits -> attract Increase in the ELD customers stakeholders Quality standards for the processes implemented AIESEC gets the Social Enterprise Fast prototyping implemented in order to generate status projects that meet the needs of the market Investment plan based on the development of the Increase in the ownership of our members and the development of the organization. members Stabilize the cash flow New products Legal Procedures: 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 deductionAIESEC Growth Networks implemented with Regional Centers Functional GNsRomania and Regional Planning MeetingRegional SOL campaign Implementation of RegionalDevelopment Cooperation on partnerships Planning Meetings Sharing contacts (Local spreadsheets for international contacts etc) Increase realizations on EVS Human resource in local events, promotion and
  10. 10. selection LCs capitalizing on the EVS accreditation of the country or of the other LCs Cooperation on common initiatives Sharing good case practices on exchange EB education LC Visit strategyIncrease Approaching specific segments of the market Market analysis campaignRelevance Market Researchfor the Identify benefits for each market Segments of the market areExternal Increase the number of event based projects approached individuallyMarket ELD accreditation (Ministry of Work, Ministry of Education downscaled to University and City Halls) Increase the number of Nationally Aligned brands for ELD programs stakeholders involved Working with Board of Advisors at local level 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:  Multinational corporations  International conferences  Small number of Jobs offered to students  Alumni  Student NGOs (for International Programs  Board of Advisors consumers and externalization).  Ministry of Work  HR companies  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 network. 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 MC. 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).
  11. 11. Domestic Develop engagement programs and activitiesPrograms By passing on the information starting with the engagement phase, involving ourTMP&TLP 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 factors.International Partnerships and targeted recruitmentsPrograms The vision of the organization is to Engage and develop every young person in theGIP&GCDP 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 description. 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.
  12. 12. 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 theprocesses are a proof of that. I believe we can increase this advantage by stabilizing our processesand ensuring a qualitative transition framework for the country.- The quality of the GCDP experiences that we provide to our trainees. Our reception activities andour 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 theminimum criteria of implementation.- The GCDP and GIP customers are qualitative. Being good English speakers and having a vastAIESEC XP, they become ambassadors for our country. Moreover, our leaders are more intoaccessing the GIP program after their EB experience or other Middle Management experiences.Weshould continue to have a good selection process and to capitalize on the international programsoffered to our members.- Qualitative Romanian leaders. Romania was everywhere this year, and this is a trend that needs tobe continued. Having Romanians in the MCs or being MCPs of other countries, or even in AI’sSteering Teamis an important asset to the image of Romania in the world, and this is one of thethings that we need to maintain, by inspiring our members to continue their AIESEC experience atthe MC level, inside or outside the country. A strategy to achieve this is promoting opportunities likeCEED 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, thestrong partnerships that we deliver for, and the list could go on.
  13. 13. SPECIFIC QUESTIONS1. Analyze the organizational structure and outline the implementation plan for the next year andthe evolution plan for the next 3 years. What do you think the organizational structure will bringas a huge change? (Name at least 3 major changes)Benefits for the organization: decisional process, separation of powers and responsibilities, planningprocess and recruitment processBenefits for members: issue-based AIESEC Experience, competency building throughout programs,multilateral developmentand ownership, entrepreneurial sense.Implementation plan for 2012-2013Internal transformation Capitalizing on external market Support from the MCStructure change management Engagement based Recruitment Framework for ongoingplan implementation Develop Engagement activities recruitmentAdapting the processes Accreditation of GIP and GCDP Country feedback periodicallyDissolve the departments Accreditation of TMP and TLP BoA Alumni and BoA CorporateFast prototyping feedback periodicallyimplementation Partnership with the Ministry ofProject based working Education and with the MinistryCareer plan implementation of WorkAccreditation of Specialists Personalize development support strategiesEvolution plan for the next 3 years2013 2014 2015Increase in organizational AIESEC becomes a Social Adapting to 2020capacity Enterprise Projects bring an impact in theIncrease in applicants for a Recognition from the Ministry societyLeadership position of Work and Ministry of Programs bring an impact inEngagement activities are Education membersdeveloped Projects generate revenue All LCs have a big pool of peopleLeadership development plans Programs generate revenue in the Engagement phasedeveloped Auto-sustainabilityELD programs are recognized bythe local marketsIncrease in ELD realizations(mostly on GCDP and GIP)Major changesMembership: increase in engagement and ownership. Our members will develop the strategicthinking, problem solving and project management skills. Students are engaged and have realistic knowledge about AIESEC. Engagement development programs increase their preparation level and make the ELD customers more competitive and prepared. Members have ownership on projects, driving the growth of the organization and their personal development on one or more functional area based on a career plan. Leadership development programs make them work effectively and efficiently, directly generating results. The specialists will take the strategic role, allowing the EB to focus on identifying needs, taking important decisions and focusing on the external opportunities.
  14. 14. Impact through members and projects: the organization is generating a positive change in thesociety, and our members become competitive in the external market.Stakeholders’ involvement: the organization is becoming relevant for more types of stakeholders,offering concrete benefits of investment.2. Outline your country management and development strategy. Based on what criteria will youcluster LCs and what will you offer to each cluster in terms of organizational development?Country management strategyLCs are planning in the transition period at macro level at the beginning of their term for the periodJuly-June, based on a market assessment done before the transition period. The tracking andreviewing will be done quarterly with the help of SONA. According to that tracking, the MC will reactwith support strategies based on correction, improvement or performance. The processes will besimplified and will become user friendly.Country development strategyExpansions and new LCsAIESEC Bacău and AIESEC Baia Mare. The first steps are made from AIESEC Cluj-Napoca and AIESECBrasov to open two new expansions.AIESEC Arad and AIESEC Suceava are new LCs which needs support from the MC and from the GNsthat they are a part of.Personalized support strategiesThe MC will develop personalized support strategies according to local and regional needs. Afterevaluating the performance of an LC, together with the LCP, the MC will create a strategy of growthon a specific issue and will track its implementation.National Strategic Partners downscaled for Local SupportThe partnerships with the Ministry of Education and the Ministry of Work will make the LCsnegotiate their own partnership at local level with different institutions to acknowledge the ELDprograms.Growth NetworksThe Growth Networks will be made functional again. They will be formed on regional basis and onperformance basis, taking into consideration the support that the members of that GN can offer toeach other and the similarities in the processes.R&R StrategyLCs’ work will be rewarded in the national conferences and with the help of the alumni and ourpartners; the prizes will be directed towards the preparation of the members (fee discounts,preparation delivered for the LC members).LC clustering criteriaThe clustering criteria will be based on the potential of the student market, results set, performanceand the health of the processes. According to these criteria we will have top, medium and lowperformers. The standards will be expressed in percentages with a certain ratio of importance andthe clustering will be done automatically. This is why, an LC with 40 exchanges can be in the LowPerformer Cluster if the percentage of the market covered is small, and another LC, having the sameresult but on a smaller market will be in the Top Performer Cluster.Support for each clusterDownscaling national and international Coaching in LC Visits adapted on local needsstrategies Customized solutions to specific issues or focus areas
  15. 15. Ensure communication at entire EB level of the LCEducation Cycle for EBs Standardized operation and procedures manualData analysis and recommendationsLow Performers: Medium Performers: Top Performers:EB coaching meetings EB coaching meetings Opportunities of developing theCommon growth plan as cluster SOL program development network (SOL program andSOL incoming program Term development plan CEEDership program). Plan of increasing realization on processes that work Regional Center Development3. Outline your LC support strategy. Define resources that will be used and desired outcomes ofyour LC support strategy.EB PreparationThe EBs will receive preparation on topics like Market assessment, Business Models, Changemanagement or Situational leadership. The preparation will be delivered in the first two quarters, innational conferences (SprinCO, NC), LC Visits or via webinars.Another thing is the standardized operations and procedures manual as a form of educating themembers with low costs, providing the EB members an accessible way to understand the processesin the organization and to transmit them easily.Resources: alumni, partners, physical meetings in ILP or conferences.Outcome: strategic thinking, solution orientation, focus on external market and accessible functionalknowledge.General and Personalized Support StrategiesThe main support strategy is the LC Visit Cycle. It is a win-win interaction: the LC receivespreparation and downscaled information from the MC directions and frameworks ofimplementation; the MC gets a realistic perspective upon the LC, beyond the numbers in SONA.Another way to support the LC activities is by creating strategic national partners that can provideadded value. I’m referring to the Ministry of Education and the Ministry of Work as partners for theELD programs.Moreover, based on the reports in SONA and the reality check in the LC Visits, the MC can identifybottlenecks in some LCs, that make them underperform. Together with the LCP, the MC will createand track specific strategies, personalized on the LC need.Resources: time, money, human resource.Outcome: connection between LCs and MC, ELD programs are recognized, increase in realizations,particular problems solved.Growth Network StrategyThe LCs will start working on Regional Growth Networks, comprised by LCs from diverse clusters, butwith similar processes. One LC will become the Regional Center of that GN and will be responsiblefor tracking the regional development strategy, the SOL campaign, and the Regional ConferenceCycle. Because of fast prototyping implementation and the planning done in Q2, a LPM can be easilyreplaced with quarterly meetings to assess the completed projects and to review the planning forthe next quarter; the Regional Planning Conference will be implemented in each GN, having thepurpose of planning regional initiatives and projects and to draw the guidelines of cooperation.Resources: time, human resource, moneyOutcome: regional projects and initiative strategy, SOL campaign, cooperation between LCsCluster Based National Conference CycleThe LCs will feedback the agendas for the national conferences. The conferences will deliverinformation on 3 levels: basic, medium and advanced, based on the need of the entire country andparticularized on each cluster needs.
  16. 16. Resource: time, human resource Outcome: relevant preparation, sessions that answers to practical problems. Other kind of support: planning, tools, feedback 4. Define a national and local planning cycle that is adapted to the new structure. Define points of planning and evaluation on both national and local levels taking into consideration the international cycles. Specify cycles for planning activities, planning objectives and long term planning. 2012 2013 MC ChangeALinks Term 2012-2013 Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun IPM Expro IC EuroCo MC DaysCoaches plan. MC+LCP NC RockME MC confplan. Fin. Audit EB days LC Visits RPMSuccession plan MC transition LC transition Cluster Eval SONA Quarter Eval Quarter Plan Monthly Eval Monthly Eval Mothly Plan Montly Plan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun AIESEC International Members Committee Local Committee Regional Event
  17. 17. 5. Outline your strategy of driving AIESEC in Romania into becoming a social enterprise. Taking this into consideration, specify newproducts that we should create and what external benefits do we base them on. Context: Social enterprise = impact in society, people development, profit generator. No legal procedures passed, 3 law projects proposals regarding social entrepreneurship, one rejected, two pending. We work as a social enterprise. EU launches a series of funds for social entrepreneurship (start-ups, promotion and sustaining SE) Social enterprises are developing in Romania Criteria fulfilled by AIESEC: Continuous activity Autonomy Economic Risk – revenues generated by members Paid workers Impact in society Involvement of the citizens Democratic decision making Participatory character Limited distribution of profit Risk: Members and alumni will not fully understand and embrace the idea of AIESEC becoming a Social enterprise. They might fear the fact that AIESEC is becoming a corporation, and will lose its essence. This is the reason why a communication strategy must be created and implemented, having as final result a better understanding of the benefits. Strategy Legal procedures: according to the legislation proposed, a social enterprise must be certificated through a social mark and registered at the technical office of the County Commissions of Social Entrepreneurship in the Social Enterprise Electronic Register. Personal data of the people in the vulnerable groups must be submitted, and a work contract should be created. New ProductsProduct Benefit on the marketEducational projects (packaging the ELD programs) Members: professional competency building AIESEC: highly qualitative ELD experiences Companies: long term preparationEducational projects (developed for the student Students: preparation on topics of interestmarket) AIESEC: Engagement pipeline Companies: Student market accessSocial causes Society: focus on a social problem AIESEC: Engagement Pipeline Companies: CSR solutions 6. In your perspective, define at least 1 standard in terms of processes for each MOS. Please specify method of tracking and minimum value.MOS Standard Tracking Method ValueMembers No of members matched Percent , monthly 70% with ELD programs out of total no of members
  18. 18. TMP No of active members Percent, monthly 50% who had a TMP of minimum 2 monthsTLP No of active members Percentage, monthly 40% leading a team of minimum 3 membersICX C No of members who had Percentage, monthly 80% a minimum of one meeting/weekOGX C No of pool preparation Numeric , quarterly 4 for EPsICX NC No of ICX NC projects Percentage, quarterly 60% that receive grantsOGX NC No of initiatives on new Numeric, quarterly 2 poolsYouth Engaged Engagement activities Numeric, monthly 1Organizations Engaged Events for Organizations Numeric, monthly 1Alumni Made New alumni in database Numeric, quarterly 5Incomes Generated from projects Percentage, monthly 80%Expenses Amount of money Numeric, monthly 100 invested in members (Euro)
  19. 19. How can AIESEC Romania focus on the 20% that brings 80% of the results?The key word for the next year in AIESEC Romania should be simplify. This word should beencountered in almost everything we do especially when it comes up to the processes thatwe implement, to our way of work and the way we communicate.There is a challenge that comes with this idea: making people aware that doing the things ina simpler way doesn’t mean that we don’t have to think big, it means that we have to findthe simple, efficient way to achieve and overcome our results. Doing simple things must notlimit our creativity and our innovation.Simplify our processes. We have to identify the processes that are worth keeping, eliminatethe unnecessary elements, and give the LCs the ability to customize them on their localrealities. In the same time, if needed, add new simple processes that will help the country inits quest for achieving results.As I was saying above the process of simplifying must not kill the innovation and creativity.We are always searching for new and innovative solutions for our problems and most of thetimes we don’t achieve the expected results because we either get lost in too many thingsthat we have to do or we don’t have a good timing. By doing this we make our workunproductive and, in most cases, at a lower quality. We should start investing our focus indoing one thing at a time and on finding the perfect timing.There is a trend in the country to allot a large amount of time for certain things, so that wewon’t be constrained by the time limitation. The answer is shortening the deadlines. Thisremoves the need to double-check everything. A process started a long time ago needsextra checking right before the deadline. Having a smaller period for implementation willconstrain us to do things right from the beginning, will build thrust in the team and willmake the team experience more qualitative.In April, the MC will meet all the presidents for the planning meeting, where we’ll create thestrategy for the next year. That is a the key point where all of us should have in mind that itis a period where all our processes and plans need stability and the way we’ll achieve that isthrough simplifying what we do and eliminate the unnecessary. Create a simple plan thatevery member in the country must understand, plan what will deliver high qualitativeresults.I will resume my response with these two principles: limit the tasks to the few importantones in order to shorten the work time and shorten the work time in order to limit the tasksto the few important ones.

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