Thomas Carlyle said "Our grand business is not to see what lies dimly at a distance, but to what lies clearly at hand". This document is Stephen Adomako's application to be the Managing Country President of AIESEC in Ghana. It outlines his 4 years of experience in AIESEC including various leadership roles. It also analyzes the strengths, weaknesses, opportunities and threats for different AIESEC programs, and discusses the organization's achievements over the past 3 terms.

1. “Our grand business is not to see what
lies dimly at a distance, but to what lies
clearly at hand”. Thomas Carlyle-
ADOMAKO AGYEKUM STEPHEN - MCP 19/20 - APPLICATION
4YearsinAIESEC
10LeadershipRoles
14Conferences(LocalandInternational)
Email- Stephen.Adomako@aiesec.net
WhatsApp- +233264707478 Phone- +233544697429
Facebook URL- https://www.facebook.com/steve.tipsytwice
Leading an Impactful, Dynamic and Sustainable
AIESEC in Ghana

2. Personal Profile
As a person, I have always been very outgoing and outspoken. I have a very wide imagination and creativity. As a
result of my numerous experiences and encounters with diverse people in life, I have developed a collected
personality that allows me to relate with almost any kind of person. I am open minded, action and result oriented,
and constantly trying to learn more. I am a good communicator and analytical thinker. Overall I like to call my self “
The first timer” because I love to dare myself to try new things and live new experiences.
My ambitions to be MCP are based on pure passion and the will to see the organization reach its maximum potential.
I have seen AIESC in Ghana evolve in all aspect of operations and capacities and I feel this is the right time to contribute
immensely towards the growth of the entity. As an individual, who believes in giving back, I am totally convinced that I would
be a great asset in providing support and introducing the necessary change through my leadership and experience. My drive
to be MCP is rooted in my constant search for necessary challenges and opportunities that will provide the platform for
growth, both personally and professionally. I believe I have a lot to learn from and to give to this organization and this role will
give the opportunity to challenge my abilities and skills for the years ahead of me.
4 years in my AIESEC journey, I have rose through all the ranks there is from Team member in Back office (TM), to a team
member and subsequently a team leader in Exchange (OGX) where we recorded the highest number of realizations there was
before then in AIESEC Legon. I graduated from TL to the EB as LCP, where under my leadership the LC was awarded the most
financially sustainable and I am currently the MCVP OGET. Amongst this are several OC experiences, NST and FACI experiences
both National and international. My most relevant experiences to aspirations to be MCP would be my LCP and current MCVP
experiences. LCP experience has given me practical leadership in understanding and managing team dynamics whilst my MCVP
experience has given me a better organizational understanding in terms of what AIESEC Ghana needs to improve on to move us to
a more desired state. My biggest personal failure in AIESEC would be not having the courage to apply for LCVP in my first year.

3. My most intense experience in recent years was joggling between making my grades in final year in the
university, working on my thesis, working as Value delivery manager for AIESEC in Ghana and also applying for
MCVP all without a working laptop and within the same time period. This point of my life was indeed very
challenging having to combine all these things at the same time. One very important value I possess is
outlining what I want and doing whatever it takes to achieve the goal. One of my core values is ownership and
I wasn’t going to allow myself to fail in this moment even though I had some reason to. The various relevant
skills and strengths I possess all had to come to play. (Resilience, Optimism, Self-belief, Multitasking, Problem-
Solving, Analytical thinking and handling pressure). Combining all of these values and skills, I was able to
achieve my goal of not failing in any of these areas.
My strongest assets as a leader is my ability to exercise acute awareness (Understanding psychology, emotional
Intelligence, temperaments and my ability to see potential in people), build the necessary relationships for success,
effective communication, displaying consistency and integrity through authenticity, exuding powerful energy, acting
decisively and also the ability to create high-energy teams.
My biggest challenges as a leader is always having high expectations for people and my fear of conflict.
I naturally have a high tendency to sometimes expect a lot from people. I have been disappointed a few times in my life
because of this. I have become aware of this weakness and I have come to appreciate the fact that people have flaws and are
not expected to be perfect. In my decisions and dealing with people, I always try to be objective and accept the possibility of
failure or disappointment even as I am positive and optimistic.
Conflict in its self is not something I would encourage but sometimes it may be necessary. I have always avoided
confrontations and being direct with people. As I am aware of this, I try to be as objective as possible in my dealings to ensure
that doing what is necessary in giving people feedback and criticism.

4. SWOT & Financial Analysis for OGV
Strengths Weaknesses
ThreatsOpportunities
-Good IR
-OGV been run in all LCs
- Centralization of
digital ecosystem
-Low member knowledge
-Poor member engagement
and productivity
- Poor process time accepted
to approved
-All LCs based in
universities
-Interest of most young
people in travelling
-Competition from similar
service providers
-Visa acquisition and
problems with embassies
-Bad experience of EPs
SWOT & Financial Analysis for IGV
Strengths
-Good IR with some
European partners
-Good Timeline
Implementation
-Poor IR with west Africa
-Poor member engagement
- Poor Value delivery in
some LCs
Weaknesses
Opportunities Threats
-Host family System
-Numerous NGOs to
partner with
-Introduction of Local
volunteers
-Competition from similar
service providers
-ICB
-Bad experience of Eps and
TNs
AIESEC Ghana Understanding
OGV is a very sustainable as a product. Its our largest source
of revenue in the Entity. In the past 3 years there has been a
30% yearly average growth in realizations. In the 17.18 term
they achieved 80% of the highest realization number ever
achieved(273)
IGV is the most unsustainable product. The direct and
indirect cost of operations totally exceeds the revenues in
most LCs. It also happens to be our largest contributor in
realizations over the past 3 years with an average 29% yearly
growth.

5. SWOT & Financial Analysis for OGT
Strengths Weaknesses
ThreatsOpportunities
-Good IR with Turkey and
India
-Good operations on MC
level
- Centralization of digital
ecosystem
-Only 2 LCs running the OGT
-Poor member engagement
and productivity
- Poor product
understanding on the LC
level
-Having a large supply of
“English teachers” for GT
-Interest of most young
people in travelling
-Competition from similar
service providers
-Visa acquisition and
problems with embassies
-Bad experience of EPs
SWOT & Financial Analysis for IGT
Strengths
-Good IR with some
entities ( Mexico)
-Maintaining long loyal
partners
- Good operations on MC
level
-Raising new TNs
-Poor member engagement
- Poor product
understanding on local level
Weaknesses
Opportunities Threats
-Availability of numerous
potential TNs
-Interest in foreign talents
by most companies
-Competition from similar
service providers
-Visa and Immigration
problems
-Bad experience of Eps and
TNs
OGT is a very sustainable as a product. It’s the second largest
source of revenue for the MC from exchange. In the past 3
years there has been a steady. The highest realization ever
achieved was 33 (15.16) and 17.18 achieved 85% of that.
IGT is sustainable as a product. With the emerging financial
burden on us to pay for work permit, we could make less
than we usually would from this product. There was a
remarkable 45% drop in realization from the 16.17 to 17.18

6. SWOT & Financial Analysis for OGE
Strengths Weaknesses
ThreatsOpportunities
-Good IR with Egypt
- Centralization of
digital ecosystem
-Poor Member productivity
-Poor member engagement
- Poor product
understanding on the LC
level
-LCs present in 2 biggest
universities
-Interest of most young
people in travelling
-Competition from similar
service providers
-Visa acquisition and
problems with embassies
-Bad experience of EPs
SWOT & Financial Analysis for IGE
Strengths
-Good IR
-Good operations on MC
level
-Raising new TNs
-Poor member engagement
- Poor product
understanding on local level
Weaknesses
Opportunities Threats
-Availability of numerous
potential TNs
-Interest in foreign talents
by most companies and
startups
-
-Competition from similar
service providers
-Visa and Immigration
problems
-Bad experience of Eps and
TNs
OGE is so far sustainable. There is very little direct and
indirect cost involved since operations is not on a large scale.
The program was introduced 3 years ago and we recorded a
staggering 3600% growth from 1 – 36 in the 17.18
There is little to say about IGE. Technically, it would be a
sustainable product but there has been very little
operations. In it’s 3 years of introduction we have achieved
just 4 realizations with the highest in a year been 3 (17.18)

7. SWOT Analysis of AIESEC in Ghana
Strengths Weaknesses
ThreatsOpportunities
-Achieving the
highest realizations
in the history of
AIESEC Ghana
-Poor Member productivity
-Poor member engagement
- Poor attendance to
conferences and summits
- Financially Unsustainable
LCs
- GT and GE
-All LCs present in
universities
-Strong Alumni base
- Youthful population
-Competition from similar
service providers
-Political situation in
partner countries
-Possible Legal Issues
-Diplomatic relationships
(may affect Visas)
GCPs and key achievements of the past 3 terms
17.18
Key AchievementsGCPs
16.17
15.16
-Strengthening focus on
exchanges
-Improving pricing model
to make the entity more
sustainable
-Supportive BOD
-GV
- Improvements in the
customer flow
- TM process
implementation
- Finance standards
implementation
-Access bank
partnership
-Organizing Youth
speak
-Introducing NYLS
-Repairing MC to LC
relationships
-Focus on OGV growth
-Improved Financial
sustainability
-High collaboration with
Sub-Region

8. Global and Regional Direction
In achieving the midterm goals the term 19.20 will contribute greatly in it’s own capacity to move us a step closer to AIESEC
2020. Based on the new roadmap AIESEC Ghana in the 19.20 term is expected to Improve ELD products by improving
customer experience for youth and partners. Also we will aspire to achieve a minimum of 90% implementation of the TM
processes. The finance standards will be implemented fully within all levels in the entity and also all LCs will implement the
wave accounting. This how I intend for the 19.20 term to contribute to achieving AIESEC 2020.
AIESEC Ghana is one of the largest contributors in exchanges in the MEA region. We currently rank 5th in MEA and 1st in West
African region. We are also arguably one of the biggest and common partners to some key players in the MEA region and in the
world even (Egypt, Turkey etc….). We are also the biggest IGV partner to all the other entities in the West African region. With
the necessary improvement in our ELD products we can be a the top 3 contributor in exchange for the MEA region
Entities Ghana should partner with in the 19.20 term
Ukraine
Turkey
Algeria
Tunisia
Kenya
OGV IGV
Rwanda
Liberia
Kenya
Germany
Egypt
Tunisia
Ivory Coast
OGT IGT
Nigeria
Benin
Japan
Morocco
Netherlands
Ethiopia
Hungary
India
Turkey
Columbia
Egypt
Algeria
India
Turkey
Egypt
Morocco
Romania
Colombia
China
Japan
Mexico
Germany
Poland Poland
Bahrain
Egypt
Tanzania
Ukraine
China
Morocco
Ivory Coast
Egypt
BahrainEgypt
Mauritius
Ivory Coast
based on current trends, visa acquisition, entities performance etc.……

9. Vision
Based on my SWOT analysis these will be my key focus
Start Stop Continue
OGV
-Being strict on OGV as focus program
-Implementing BCXP fully on the LC
level
- IXP Strategy
- Start improved PR and marketing
IGV
-Pilot Local volunteer
-Host Family System
- Focus on Standards and Value
delivery and brand advocacy
OGET
-OGT focus as last program
-Implement OGE in other LCs like
CU,CUCG etc…
IGET
-Ensure careful selection process of
Eps and TNs
-Build capacity to raise new TNs
- Unsustainable IGV operations
-High dependence on LC houses
-Stop MC operations for OGE
-Financial pressure on OGV
-High dependency on current TNs
-Focus on OGV growth
-Partner with Relevant Organizations
-Run IGV with timelines
-Using OGT to raise brand awareness
- Gradually Implement GE on the LC
level
-Use IGT to leverage national
partnerships

10. My Vision is to lead an Impactful, Dynamic and Sustainable AIESEC in Ghana.
My main strategies to achieve this will be to focus on 3 main areas in my term;
Relevant
Partnerships
Implementing
Team
standards on
all levels
Focus on OD
Focusing on Relevant growth partners that
enable massive and sustainable growth.
Once team standards are implemented
effectively within all levels in the organization
especially in the various commissions in the
LCs, there is clear member criteria and
direction. This is the basic key to build the
AIESEC in Ghana we all want to see.
Clear guided LC development through National
focus on the Organizational Development
processes.

11. Proposed structure for my MC team I plan to maintain the current the MC structure
MCP
TMFLAPD IGVOGVBCXP OGET IGET
MOS for each position
PD
FLA
TM
BCXP
OGV
IGV
OGET
IGET
3 National
Partners
$40,000
100% Finance standards and Sub
account Implementation
90% TM Processes
Implementation
NPS = 80
7000 applicants
goal
Implement
BCXP fully
400
Realizations
100% Customer flow
implementation
500
Realizations
Full Implementation of
Host family system
Full implementation of
OGE on LC level
150
Realizations
65
Realizations
Full implementation of
GE on LC level

12. In short, my MC team and LCPs are the ones to make whatever vision I have a reality and my job is to ensure they do it
efficiently. But being an effective MCP is more than just driving your team or LCPs to work harder or more efficiently. Forcing
your team to work a certain way would breed resentment, even disloyalty, while being too soft can lead to bad habits. In view
of this I will employ the 10 Golden rules of effective management to be my core in managing my MC team and LCPs.
How I will Lead and Manage my MC team and LCP
Be the Example
Focus on clarity, accuracy and
thoroughness in communicating
Consistency
Remain as
transparent as
possible
Set a goal of
working as a team
Publicly reward and
recognize hard work
Encourage all
opinions and ideas
Help people
enjoy work
Listen and ask
questions
Find the best
approach to deal
with Individuals
Also I will maintain the current tracking framework of the MC where there are 2 MC meetings a week, one to set goals and
commitments the other to track progress in achieving them (For the week). Also I will ensure to have a similar tracking process
with LCPs to always keep them on their toes in managing their entities in achieving their goals.