Stephen Adomako MCP Presentation 19.20

1. Our grand business is not to see what lies
dimly at a distance, but what lies clearly
at hand Thomas Carlyle-
ADOMAKO AGYEKUM STEPHEN - MCP 19/20 - APPLICATION
4YearsinAIESEC
10LeadershipRoles
14Conferences(NationalandInternational)
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. WHEREWEARENOW
AFTER
58YEARS
Averageof300Realizations-
-
-
-
-
-
237Members
Lessthan60%retention
Level1sustainability
1out100youngpeopleknowabout
AIESEC
WHEREWESHOULDBE
Intheleagueof EGYPT TUNISA
ALGERIA
MORROCCO
-
-Lessthan50%member
productivity
Average650realizations
-
-
70%member
productivity
Level4sustainability
80%memberretention
-
Number1youth
leadershiporg
-

3. Investinmembership
Focusingonqualityleadershipdevelopment
Our grand business is not to see
what lies dimly at a distance, but
what lies clearly at hand
Improveorganizationalculture-
-
-Thomas Carlyle
-
-GrowOGVtoimprovesustainabilityinallLCs

4. 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.

5. Product development
Based on my product 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

6. IMPACTFUL DYNAMIC
Leading an Impactful, Dynamic and
Sustainable AIESEC in Ghana
SUSTAINABLE
Weactivateleadershiptocreatechangeagents
Wearedrivenbyourorganizationalvalue
Weworktowardscontributingtoresolving
globalandcommunityissues
Weadapttochangeconstantlytothe
environmentaroundus
We learnbydoingandtakingaction
We takenecessaryrisksandchallenges in
ordertodeliverourpromise
Ouractionsand decisions takeintoaccounttheneedsoffuturegenerations
Wearecategorizedbystrongmembershipandleadershippipelines
Wearehealthy (Sustainable)inourfinancesandproducts

7. Action leads to more action
Excuses lead to more excuses
Both have their own momentum
-OWEN COOK