This document summarizes Nguyen Ha Giang's application for an MCVP oGIP position with AIESEC. It discusses their motivation and commitment to AIESEC's goals and values. It also outlines Nguyen's experiences, skills, leadership approach, and vision for improving the sustainability and relevance of AIESEC programs in Vietnam. Specifically, Nguyen believes their ability and commitment can help AIESEC better address youth development needs in Vietnam and clarify how its programs contribute to solving problems.

1. MCVP oGIP APPLICATION
NGUYEN HA GIANG
Inspired by MindValley’s idea, I believed the three
most important questions in life are: Experience,
Growth and Contribution. One year in AIESEC
has provided me a sense of fulfillment, mixed
with wisdom, realizations and hopes in all these
three areas. That’s why I decided to continue
living my AIESEC journey.
Recently, I’ve been reading a book called
“Secrets of a Millionaire Mind”. As stated by the
author T. Harv Eker, people in general fall into
three levels of so-called wanting. Some stays at
the first one, saying “I want to”; some proceeds
to the next level, which is “I choose to”. For
AIESEC, I believe my status would be “I commit
to”, meaning I’m giving it 100% of everything
I’ve got to achieve what the organization expects
from me and more.
The essence of our products and values have
never been of doubts to me, however the delivery
way leaves me in questions sometimes. Are our
products nice to have or really necessary to
have? Up to now, I believe my ability,
experiences, and commitment make me an ideal
profile to lead our generation in finding answers
to that question.
FOREWORDS

2. MOTIVATION TO APPLY
QUESTION #1
Most of you got to know me through my
candidacy for MCVPTM 1516. At that
ti me, I centered my motivation and
expectations for an MC experience
around personal development needs,
which are:
Self-improvement
Intensive team experience
Mastery in TM field
Clarity of future
Today, those needs remain, but bridged with my strong desire to make
positive changes to our entity.
Many are shocked by my decision to apply for MCVP oGIP. True, that I
have little experience either in exchange operation or oGIP particularly.
However, with natural fast-learning ability, the KSA gaps wouldn’t be
major challenges. Instead, seeing the blur line between the relevance
and irrelevance of our product towards Vietnam society becomes a push
for me to play big and start taking responsibity in reshaping our value
proposition.
“We can only develop ourselves when we develop the organization.”
CAMILA SERPASOARES, PAICANDIDATE 1516.
INDING
CERTAINTY
INTHE
UNCERTAINTIES
MY AIESEC JOURNEY IN A NUTSHELL
QUESTION #2
STARTEDASGCDP EP IN INDONESIA
W ORKED FOR TM TEAM
ELECTED ASLCVPTM, TERM 1415
Jun, 2013
Oct, 2013
Dec, 2013
KNOWLEDGEANDSKILLS
TM strategic roles & operations
Recruitment management
Succession planning
Conference management
Facilitation and public speaking
Information management
HR business intelligence
WORKINGSTYLE
Detailed oriented
Organized
Strategic and
critical thinking
Solution-oriented
ATTITUDE
Take responsibility for my life,
stop the blame and complain
game
Appreciate effort of others
Open-minded, value different
perspectives, accept that I’m
living in diversity

3. INDING
CERTAINTY
INTHE
UNCERTAINTIES WHAT ARE MY VALUES?
QUESTION #3
It confuses me someti mes to
distinguish between strengths
and values. Currently in this
document, I define strength
as a particular way of
behaving, thinking, or feeling,
which bring a sense of
authenticity ("this is the real
me"), and a feeling of
excitement while displaying
them. On the other hand, I
would demonstrate values as
my “chosen life direction”.
HOWICHOOSETOLIVEMYLFE
STRIVING FOREXCELLENCE
PURPOSEFUL IN EVERY DECISION
LVING WITH COMPASSION,
MINDFULNESS AND APPRECIATION
MAINTAINING LIFE BALANCE
PERSONAL DEVELOPMENT INALIGNMENT
WITH CONTRIBUTION TO THE SOCIETY
STRENGTHS AND WEAKNESSES
QUESTION #4
BELIEVING IN MY AND OTHERS’ POTENTIALS
When it comes to values, every one of us was born with a unique
purpose in life, I suppose. The work of defining your values must answer
to these questions: “What’s your mission? How do you help?”. For my
case, I’d love to use my natural gifts at understanding people to spread
good parenting practices around the world.
Fast-learner, great willingness to learn.
Self-motivated. Extremely patient.
Independent. Positive thinking.
Good with defining step-by-step solutions
to a problem. Big-picture thinking.
Good with arranging information, making
things systematic.
Innovative. Naturally artistic. Easily
attracted by ideas.
Can be very detailed when working
Private living. Quite reserved. Takes time
to allow others to step into my world.
Perfectionist. It’s basically a strength, but
sometimes it slows me down in decision
making.
STRENGTHESWEAKNESSES

4. INDING
CERTAINTY
INTHE
UNCERTAINTIES CONTRIBUTION TO TEAMS
QUESTION #5
I played different roles based on the team dynamics as well as how my
experiences fit the team purpose.
The visionary characteristic sets me
to be ambitious, hard-working, and
productive in realizing team visions;
which remains the same in every
team experience I had. I am most
often recognized as a headlight and
a wheel of the team “car”.
THE CONTRIBUTOR THE PLANNER -THE DOER THE GUIDER
Completed assigned
national projects.
Shared with LCVPTM
colleagues GCPs on
HRBI.
Foresaw and voiced up
possible synergies. Took
full responsibilities of TM
functional operations that
involve EB Team. Lead
good discussions.
Role-modeling.
Capitalized on
members’ strengths.
Clear communication
of expected results.
Constant tracking and
support.
TM Commision EB 1415 TM Team
BUILDING CONNECTION WITH TEAMMATES
QUESTION #6
Si mply saying, I can easily get on well with most people, possibly
from my harmonious character and from my perception growth during
engagement with Active Citizen, BC. Enjoying the diversity of the team
dynamics, I can be a joyous, helpful and active individual in team
building. However, to be deeply connected with someone is a
different story, as I need to feel a common sense of values. It takes
years of history together someti mes, or it may only takes a few
significant days.
MYWAY
I listen to them and stay sympathetic.
I encourage and give advice.
I learn from them.
We push through challenges together.
POSSIBLECHALLENGES
The list hardly ends if we
lists out all factors that
threat team connection.
However, to me the
common ground would be
the most important. The
team built with common
vision, purposes and values
would surpass any
connection storm.

5. INDING
CERTAINTY
INTHE
UNCERTAINTIES ME AND LEADERSHIP
QUESTION #7
I actually don’t hold tight to any fixed philosophy of leadership. Each
thought gives ways to some aspects of the popular concept. As
throughout my life, I have witnessed or been directly lead by numerous
profound leaders. The experiences prove me that each has their own
strengths and styles, meanwhile they share some common
demonstrations, which are:
DEDICATION WISDOMCLEAR DIRECTION TEAM
MANAGEMENT
APPRECIATION
MCP ROLES AND MY SUPPORT
QUESTION #8
STRATEGIES AND DIRECTION
LEGALITY
TEAM MANAGEMENT
REPRESENTATIVE OF THE ORGANIZATION
1516 would be a pretty challenging
term as we’re running our final sprint to
achieve AIESEC 2015 goals. It would
require the astounding mutual effort of
every single Mc member to keep the
changes going. So as to say, the way I
could support MCP would be:
FULFILLING MY ROLES
AND RESPONSIBILITIES
BEA GOODTEAM PLAYER.
STAY SUPPORTIVE TO THE
TEAMS
CAPITALIZE ONM Y
STRENGTHTO WORK
INDEPENDENTLU
Lead by example . Strong
sense of why . I constantly ask
“Why are you doing this?”
“What does it means to you?”
For me, we should be crystal
clear of why we do what we
do, not just about our visions,
but also about defining
strategies, collaboration and
everyday decision making.
Productivity is my focus.
It’s very important that we
actually get results.
Behaviors with my
followers: coach, train,
track, sometimes
involved myself directly in
the working process to
move them towards
results.
I get connected to people
by involved personally with
them. I enjoy being a
friend, a sister. I don’t
want to lead by the
position but more about
letting the leadership sink
in through guidance and
direction giving.
“Leaders create leaders.”

6. INDING
CERTAINTY
INTHE
UNCERTAINTIES SUSTAINABILITY OF AIESEC IN VIETNAM
QUESTION #9
Do things in
present without
affecting future
generation. Be
able to think and
act on long-
term outcomes.
WHATISSUSTAINABILITY
WHATSHOULGDBEDON
Improve Financial management
Ensure Legality status
Product development
AIESEC VIETNAM STRENGTHS AND WEAKNESSES
QUESTION #10
STRENGTHS WEAKNESSES
CAPITALIZE OUR STRENGTHS
 Strong growth in recent years.
Preparation for cluster jump is
being well implemented: New
OD model, Refreshed
Education Cycle, new
planning framework, MC-LC
connection
 Branding with external
(students and business)
 Strong workforce. Our
members are proactive and
entrepreneurial.
 Relevance of our
products toward
Vietnamese society
 Satisfaction of our
members. Team
experience is not well-
ensured across
regions. Low retention
rate.
 Legality and financial
problem. Stop us from
sustainable growth
 Ensure change management process to boost operation
 Enhance collaboration between LC-LC. Generally people have a
good mindset of collaborating. They need to be provided with
more knowledge.
 Every AIESECer must be a youth ambassador to raise awareness
of Vietnamese about the need for leadership development.
That’s the way we persuade our customers to believe in our
products.

7. INDING
CERTAINTY
INTHE
UNCERTAINTIES RELEVANCE OF OGIP
TOWARDS VIETNAM SOCIETY
QUESTION #11
COMPANY AIESECSTUDENT
Practical skills
Cultural understanding
Foreign market
understanding
Vietnam
labour market
understanding
Fulfillment of our vision
Development of our
members (professional
working ethics, job
marketing understanding)
The question of oGIP relevance towards Vietnam society at the end
boils down to what problems in Vietnam that our product actually
contributes to solving. Apparently youth development, the area oGIP is
directly related to, is one of the biggest problems our country is
struggling with. How, to build a strong workforce of young people, who
are able to build on our Asian rooted culture, at the same ti me equipped
with global mindset and solution-oriented thinking to bring the country
forward?
“Entrepreneurs are those who
solve problems at a profit.”
Ideally, I think entrepreneurial and
responsible leadership should be the
most valuable i mpact of GIP,
alongside with good perspectives on
life and maturity in personality.
However, a question burns in my mind. Will GIP returnees be able to
make i mpacts afterwards, in 1 year, 5 years, 10 years? Is the leadership
blueprint we leave on them strong enough to get them to start things, do
things, change things? That’s what we need to answer to ensure oGIP
being not only relevant but more and more relevant towards Vietnam
society.

8. INDING
CERTAINTY
INTHE
UNCERTAINTIES AN INSPIRING STORY OF AN OGIP EP
QUESTION #12
Quite funny to say, but this girl is the only oGIP
EP I’ve known personally so far. Mi Na’s story
may not be the common inspiration about new
perspectives, personal development or touching
relationship with local people. But in a unique
way, how she decided through challenges along
the journey did move me personally.
Two things about Mi Na impress me the most.
First she was rejected by the custom-house
during her transit in Hong Kong as for the fact
that she didn’t buy round-ticket back to
Vietnam. The girl rushed to buy tickets from
borrowed money in the limited time she had
and made it to India. Second, from the very
first weeks of the internship, Mi Na quitted her
job and looked for other opportunities herself.
The case was reported that she was under-
supported by the host LC and was not satisfied
with the job itself. Now she found a new job
already, but shared that she doesn’t want to
relate to AIESEC in any way. In fact, what she’s
doing is against the visa and immigrant law of
India.
Mi Na’s story leaves me in mixed
thinkings. It always amazes me to
hear about the experiences,
obstacles and unexpected things
that happen to shape a stronger
and tougher us during exchange.
However, the fact that we didn’t
deliver our promise and provide
quality services to our EP is worth
examining and working on.
SYNERGY BETWEEN OGIP AND BACK-OFFICE
QUESTION #13
OGIP
MAR TM
BD F
Most significant synergies area in
1415. Results include: product
development (define & package
sub-products), inbound marketing.
Continue: market
segmentation, product
development
Start: market research for
university relation and
business engagement
As most LC has split oGIP
function out of OGX, a
clear oGIP structure plus
oGIP Talent profile needs
to be worked on.
Improve: Standardize EP LEAD.
A lot happened in TM commission
over the past 12 months. TM
projects that benefits oGIP include:
M EC, LEAD, team minimums.
Looking at the program 18-month
planning, most synergy between
oGIP-BD will happen in 1516, which
are university relations and business
engagement.
Keep: fee collection process in
alignment with new customer
flow.

9. INDING
CERTAINTY
INTHE
UNCERTAINTIES EVALUATE OGIP1415 NATIONAL STRATEGIES
QUESTION #14
STRATEGIES GOOD IMPROVEMENT POINT
PRODUCT
DEVELOPMENT
Define sub-product with
promotion package (ava,
cover, posters)
Insightful internal and
external analysis
Create co-deliver
framework
Create buyer persona
Product packaging
INBOUND
MARKETING
New national website
National content map
Continue to build on the
new infrastructure (learn
from GCP of AIESEC
Canada)
National key message
Blog content on website
MATCHING
IMPROVEMENT
TN promotion booklet for
EPs, national EP CV
poster, TN research for
available EPs, EP check-
form and OPS template.
EP selection process
(interview coordination)
Entity to Entity Partnership
follow-up
OGIP NATIONAL SWOT
QUESTION #15
OGIP
S W
O T
National website
Content marketing
Market research
(understand our customer)
Talent capacity
Commission knowledge
management
EP Selection process
Matching
Service quality
Partnership follow-up
GIP revolution
Regional collaboration
GYS capitalization
New Customer Flow
Exchange competitors
EP Quality
Host LC service and TN quality

10. INDING
CERTAINTY
INTHE
UNCERTAINTIES
LEADERSHIP DEVELOPMENT FOR OGIP EP
QUESTION #17
EPLEAD OGIP TTT
BUSINESS
ENGAGEMENT
CO-DELIVERY
REINTEGRATION
What is challenging in oGIP is how
to facilitate inner-outer journey for
EP while the experience is mostly
spent with externals (companies).
At the same ti me, most EPs are
graduates or employed, they are
more demanding and judging of
our LEAD delivery. In term 1516, I
propose that alongside with
standardizing EP LEAD delivery, we
implement Train the Trainers for
oGIP members to ensure
facilitation capacity. Engaging
learning partners is a possible
option to increase credibility of
trainings delivered.
NEEDANALYSIS
AMBITIONS AND STRATEGIES FOR OGIP 1516
QUESTION #16
JUL-DEC 2015 JAN-JUN 201660 RE, NPS 70 70 RE, NPS 70
1 mature sub-product (>40 Re)
1 standard sub-product (>30 Re)
1 pilot sub-product (>10 Re)
2 mature sub-product (>40 Re)
1 standard sub-product (>30 Re)
1 pilot sub-product (>10 Re)
PRODUCT
DEVELOPMENT
INBOUND
MARKETING
PARTNERSHIPQUALITY
IMPROVEMENT
INSIDETHE
COMMISSION
oGIP MEC resource hub and delivery tracking
oGIP Team Minimums delivery
Commission knowledge management.

11. MCVP oGIP APPLICATION
NGUYEN HA GIANG
FINDING
CERTAINTY
INTHE
UNCERTAINTIES