Name:

Date of Birth:

Member/Local Committee:

Current Role in AIESEC:

Nationality: Passport Number:

Andrew Awadey andrew.awadey

andrew.awadey@aiesec.net +254708134435

Date Role Measurable Result Special mention/award

January 2012 Organizing Committee President (Recruitment). AIESEC CUCG, AIESEC Ghana

As the first OCP for recruitment for my LC, I was able to recruit 72 people in my university.

The first University to become a Local Committee in less than Six (6) months in the history of AIESEC.

February 2013 Marketing Manager for Youth Entrepreneur Project. AIESEC CUCG, AIESEC Ghana

As the first project run by AIESEC CUCG, I was able to attract about 45 individuals around the township.

Most companies in the township acknowledged our effort.

2013/2014 In-coming Global Community Development Program/Project. AIESEC CUCG, AIESEC Ghana.

During the second year as a local committee. I Increased realizations from 5 to 55 EPs and gave them the best of experience which yielded AIESEC GHANA a higher Net Promoter Score.

My LC was the fastest growing LC in Ghana.

2014 NST Matching Manager, AIESEC Kenya.

I was able to fully understand the realities of AIESEC Kenya.

2014/2015 In-coming Global Community Development Program/Project. AIESEC CUCG, AIESEC Ghana.

During my second term as LCVP, I Increased the number of realizations from 55 to 79 EPs and gave them the best of experience.

During the beginning of the winter fish peak, in the month of December, my LC was the second LC in the number of matches

July 2015 – Date Member Committee Vice President, In-coming Global Community Development Program

40% growth in the first half as compared to the first half of 2014/2015. Initiating the Global Home Opportunity (Members host an intern). Involving LC’s not running IGCDP in our operations. Facilitated in the negotiation of accommodation cost to attract African Eps. Came up with alternatives for LCs to financially sustain the portfolio. Partnering with key organisations in order to make us more relevant in our impact creation (Kids Comp Camp in the pipeline)

Pending

Most Relevant Conferences:

Date Name of Conference Meeting and Country. Your Role

2012 National Training Motivation Seminar, Ghana. Delegate

2013 National Leadership Development Seminar, Ghana. Delegate

2013 National Training Motivation Seminar, Ghana. Delegate

2014 National Leadership Development Seminar, Ghana. OCVP MAC

2014 National Training and Motivation Seminar. Delegate

2014 West Africa Connect Seminar, Ghana. Delegate

2015 AFROXLDS, Kenya Delegate

2015 National Leadership and Motivation Seminar. Ghana. Delegate

2015 International Congress, India. Delegate

2015 Amplified Conference, Kenya Facilitator

Over 16 conference experiences of which 3 where international.

AIESEC Experience

1. Who are you?

I am the risk taker and the difference maker.

I am Andrew Awadey from a small town called Ada, located in the Greater Accra Region of Ghana. I was born on the 18th of

May 1992 in Accra, the capital of Ghana. I am the first child of two boys for of my parents and I have one brother. As the

first child, I have come to realise in life that, you hardly have choices to make as far as your future is concern. All in all, you

have to take that risk to experience life in your own way. I am a very determined and passionate individual. This helps me

to ensure that whatever I set my mind to, I achieve the best possible outcome.

All through my childhood years, I have always wondered how different my view on life was from others. Living the AIESEC

experience has been one thing that I am always grateful for. Having the opportunity to work and connect with people from

different background from 2011 till date. However, confronting challenges has been one of my main strength. I believe I

have a role to play in making the world a better place.

2. Why are you applying for MCP 16.17? What makes you the right person for the role?

I have been a part of this organization for 4 years. In those 4 years, I have had the most intense development and experience

of my life. I have learnt, I have been challenged, and I have faced difficult situations and shared successes with friends. I

have been driven by the single ideology that things can be done in a unique way in achieving our goal as an organisation. I

have seen the entity grow from one level to another in various dimensions and I feel I am not done contributing to the

AIESEC Kenya I envision when I dreamt of applying for MCVP. I am the right leader because I believe I can use my skills and

knowledge to contribute significantly to the growth of AIESEC Kenya. I am also very practical and can actually transfer

theoretical strategies into actionable ones.

3. What/Who motivates you in life? Why?

My motivation in life comes from seeing the world in a better place. I believe in the capabilities of man and what we can

achieve if we only gave much more than we receive. My aim is to help people appreciate the art of giving and help make

the world a better place. Seeing the in a better place is one that comes in mind when I see what goes on in various places in

the world. I believe it is very significant each and every one contribute in making the world a better place to be.

4. What are your biggest failures in life? Describe how they shaped who you are?

One of my biggest failure and most important was when I failed my first review to be the Director for In-coming Exchange

Program for AIESEC in Kenya. In the year 2014, was when I dreamt of applying for AIESEC Kenya because of the

inspirations from Kenyans who were in Ghana to facilitate one of AIESEC Ghana’s National Conference. I prepared

thoroughly to be part of AIESEC Kenya for the next year after the conference. I would boldly say, Kenyans showed be the

way. I decided to take up the role for the Director for In-coming Exchange and unfortunately during the first round

application, I did not pass the review. My results did not bring be down but taught me never to give up because of the

dream I envisioned for AIESEC Kenya.

5. List 10 personal strengths and 10 weaknesses. Next, identify your biggest strength and weaknesses from this list

and elaborate how they will influence you as a leader and how they will affect you as MCP?

Strengths Weaknesses

Ambitious and goal-driven Over Attention to Details

Confronting challenges Rush Thinking

Brave Workaholic

Energetic and Zealous Demanding

Persistent Impatient

Passionate Aggressive

Versatile Talkative

Self-Motivation More Democratic

Mingling Nature (easily interact with people) Selfless

Smart worker High Expectations

About You

Biggest Strength

Energetic and

Zealous: I work

with excitement

and I love what I

do. This enables

me achieve my

desired goals

Biggest Weakness

Workaholic: This

as a challenge

because it would

restrict my social

circles.

1. Provide an analysis of the external environment in Kenya and what trends AIESEC Kenya can capitalize on to grow

in 16/17?

Trends AIESEC Kenya can capitalize on:

Universities and Students

There are countless number of universities in Kenya with a fast growing student populace in Africa. There are a number of

determined students who devote part of their youthful years to studying and hopefully growing into establishing their own

firms. Students are empowered by several frames of ideologies that motivates them to do what they do.

However, most students and individuals seek to develop their potential both professional and personal. Students and

individuals can be highly influenced by the programs we offer, thus, our exchange programs and team experiences which

will enable them go through the Leadership Development that AIESEC seeks to achieve and possibly equip them to think as

entrepreneurs. Hence, possessing full control of their worth, think globally and developing into reliable leaders.

Rapid Entrepreneurship and Technology Inclination

Kenya is noted as one of the fastest growing Entrepreneurial hub in the World and also the leader in ICT in East Africa with

a strong human capital base and diversified economy. However, the increase in demand does not match the supply of

talents. Our Global Entrepreneur Programme can satisfy the demand of most start-ups in Kenya. We can as well build a

strong developmental platform for our members and the youth as far the AIESEC ACADEMY is concern.

Government Agencies: Most of the activities of the Kenyan Government is almost similar to what we do as an organisation.

Most of the community development programmes by the Kenyan Government can be facilitated by the introduction of our

In-coming Global Community Development Programme to them. In collaboration with the government, together we can

solve most of the pending issues in the country and also contribute to the Sustainable Development Goals.

CUSTOMERS

•Number 1 location for forum

•Many investors coming into Kenya

ECONOMY

•4.9% growth in Economy in 2015

•Kenya's Public debt is 40% of GDP

•Strong regional integration of the East Africa communities

•Leader in ICT IN East Africa

•strong human capital base and diversified economy

GOVERNMENT

•Political Stability

•Security Issues (Al-Shabab)

•Legally decided Government

•Corruption

PUBLIC OPINION

•The people have confidence in the government in taking the country forward

•The people don’t have confidence in the police in protecting the nation

•Mass media has become more legit with the people trusting the media to air their opinions

COMPETITION

•Strong country in the East African Community

•Competition in business from South Africa, Nigeriaa (Strong Economies) for entrepreneurs

OUR CURRENT STATE

KENYA

2. Provide a holistic analysis of AIESEC Kenya. What trends do you see helping the organisation grow as well as trend

you see holding the organisation back in 2016/2017?

2011/2012: Member education and training was intense and effective with a lot of expansions being introduced. Several

initiatives were run this year such as the Kuleana Youth Initiative, Kuleana was a project to ensure quality across the board

for all TN takers in Kenya. It means growing together. This however had a side effect due to limited resources. Financial

sustainability was improved with new GIPs raised. There was an increase in the number of realization by 1/3 of the previous

year’s numbers in the first quarter.

2012/2013: Winning the UBS award was a great drive to the LCs and it enhanced innovation and collaboration among LCs.

The Leadership pipeline was greatly improved as we saw the introduction of the Management Board to empower Team

Leaders to take leadership roles. The AMPLIFIED National Conference brought together 190 delegates from the country

which was the first time in history. Our brand visibility had been enhanced tremendously during this year.

2013/2014: Brand visibility and Expansions was one of the key focuses for the year, which lead to the extension of AIESEC

to a number of university expanding our reach and creating a brand among the youth. There was an improvement in delivery

of our services.

2014/2015: During this year, the OD model was launched. There was a successful AFROXLDs making profit and also

positioned Kenya externally despite we did not capitalize much on that. The team had a diverse NSTs improving regional

collaboration. Focus on quality of IGCDP despite there was no significant growth in the program.

AIESEC Kenya is now close to ‘insignificant or significant’ goal contribution in comparison to the global network and also

the Africa Region. The data below represents the analysis of the internal programmes delivered for our core project from

2011 to 2015. The half year of 15/16 shows a growth in out-going global community development program, an insignificant

growth in in-coming global community development program and no significant increase in the other programs. The state

of the entity is more stable as compared to the previous years. I believe that the foundation being created in the 15/16 is a

strong background for a better growth in the upcoming years and also creates room for change. There is a need to breach

the knowledge gap in our members and strengthen the leadership pipeline in order to have a consistent growth in our

programmes.

OGCDP

IGCDP

IGIP

OGIP

050

100150200250300350400

2011/2012 2012/2013 2013/2014 2014/2015

OGCDP 83 83 122 170

IGCDP 285 351 335 158

IGIP 4 2 16 13

OGIP 18 19 26 27

Programs Analysis

Generally, there has been a trend on the focus on empowering our members to be more proactive in our operation. I feel

this has one way or another contributed to the growth of the entity but there is a need to customise our product to attract

our key stakeholder (Members). By proper implementing the AIESEC ACADEMY, the entity will produce great leaders in the

future.

3. Provide an analysis of entity partners and provide insights on how we can change/improve them.

Entity Partners Current Status Change/Improve

Bahrain Active Low number of EPs during peak seasons. There is a need to diversify our projects to suit their market

Mozambique Inactive No delivery from both sides. Have to set clear expectations.

Norway Active Low number of EPs during peak seasons. There is a need to diversify our projects to suit their market.

Ethiopia Inactive Low delivery from AIESEC Kenya and no delivery from AIESEC Ethiopia. Solve quality issues to enhance proper delivery.

Canada Pilot partnership Low delivery from AIESEC Canada. AIESEC Kenya has to ensure good experience of pilot Eps in order to attract more during the summer peak.

United State Active Low number of Eps during peak seasons. There is a need diversify our projects to suit their market.

Switzerland Active Research on issues Eps are much interested in.

Ghana Active No delivery from both sides. Provide promotional materials on time to enable us attract Eps.

Uganda Active Improve communication channel in order to improve delivery in both out-going and in-coming. Involve CEEDers in our operation to increase the supply and demand of Eps.

China Active Ensure best quality in our delivery in IGCDP and have a strong partnership for IGIP.

Germany Pilot Partner AIESEC Kenya has to ensure good experience of pilot Eps in order to attract more during the summer peak

Lebanon Active Low number of Eps during peak seasons. There is a need diversify our projects to suit their market

Sri Lanka Active Promotion of specific issues needs to be intense to attract the right market

Tanzania Active Involve CEEDers in our operation to increase the supply and demand of EPs

Nigeria Active Increase supply and demand by massive promotions.

Brazil Pending Get ambassadors to strengthen the relationship

Malawi Inactive No delivery from both sides. Have to set clear expectations.

Rwanda Active Involve CEEDers in other to control or avoid quality issues.

0

20

40

60

80

100

120

140

160

1st July, 2014 -31st December,

2014

1st July, 2015 -31st December,

2015

OGCDP 53 141

IGCDP 106 148

OGIP 13 12

IGIP 5 3

Programs

1. What is AIESEC? How do you explain to a Kenyan student, company, parent, professor and a 5 year old?

OUR RELEVANCE

2. Describe your understanding of the refreshed AIESEC Way and its importance to AIESEC Kenya.

The refreshed AIESEC WAY is a guide for our members which gives an explanation of the reason for our existence as an

organization and the unique way in which we want to achieve this reason of existence.

The refreshed AIESEC WAY is map to guide our members to be what we envision them to be. This would be able to help our

members know exactly the type of organization we are and the type of individuals we want to develop. It simplicity as well

is ideal to both new and old members.

3. What is your understanding of AIESEC 2020 and what is its relevance to AIESEC Kenya?

AIESEC 2020 is another milestone we have set as an organization as to where we would like to see ourselves in the next 5

years. AIESEC 2020 would help in also the growth of AIESEC in Kenya. The statements of AIESEC 2020 would be a guiding

force for our members and the organization as a whole to know in which direction we wish to go. The three pillars of AIESEC

2020 vision are:

Shaping what we do around what the world needs: The need to be relevant in our impact creation.

Growing disruptively: Significant growth in our operations.

Accessible to everyone, everywhere: Our impact should be felt by all and everywhere.

4. In 16/17, what will be the most relevant market for each of the AIESEC Programs? How will you ensure that AIESEC

in Kenya increase its market share in those markets?

Programmes Current Market Increase Market Share

Team Member Programme University Students -Product Packaging -Talent Planning University/faculty/ Department Partnership

Team Leader Programme University Students (AIESECers)

-Product Packaging -Succession Planning -LEAD Program Implementation

Out-going Global Community Development Programme.

University students and AIESEC Members

-Strategic Alliances Partnerships -Need based Country-to-Country partnerships -Product packaging for recruitment.

In-coming Global Community Development Programme.

NGO’s -Sales Capacity -Need based Country-to-Country partnership -Customer satisfaction -Lead implementation

In-coming Global Internship Programme.

Companies -Target start-up firms (Capitalize on GE) -Intensify Sales capacity -Customer loyalty for organisation.

Out-going Global Internship Programme.

Recent Graduate and AIESECers.

-Sales and Recruitment Education -Need based Country-to-Country Partnerships -Product Packaging for Recruitment.

5. In your opinion, what is the relevance of AIESEC Kenya in the sub region, region and the global network? What

will be its contribution to each in 16/17?

RELEVANCE

Sub-region - Providing GCPs in the sub-region as a role model entity being the oldest.

Supply and Demand driving traffic in the region.

Fully participating in activities in the sub-region

Region – Showcasing our impact to the region

Driving exchange in the region

Participating in Conferences and legislation.

Global Network – Educating our members on the global initiatives and vision AIESEC 2020

Participating in Conferences and legislation

Presenting AIESEC International at the Local Level.

CONTRIBUTION

Sub-Region – Collaborating with entities within the sub-region to provide members with an intense leadership experience

through exchange.

Region – Growing disruptively in our operations to contribute significantly to the regional MOS.

Global Network – Focusing on being the change we want to see by creating an entity of growth in all programmes which

will be recognized as a significant value to the Global MOS and as well ensuring that we provide a unique experience to

every experience taker, enabling ‘Leadership in every experience’.

6. Which entities would you like to partner with for each program? Which in your opinion will bring the most

purpose/relevance to AIESEC Kenya? Why?

Programmes Entities

OGCDP Morocco, Brazil, Sri Lanka, Uganda, Rwanda, Tanzania, Ethiopia, Ghana, Nigeria, Botswana, Egypt, South Africa.

IGCDP Morocco, Brazil, Germany, Bahrain, Tanzania, Norway, China, Canada, Ghana, Turkey, US, Uganda, Lebanon, Nigeria.

OGIP India, Russia, Ghana, Turkey, Bahrain, Morocco.

IGIP China, India, Italy, Germany, Spain.

IGIP: In my opinion, the most relevant is China, because there are lot of Chinese firms in Kenya who will be interested in our

product. Especially, the Global Entrepreneur program.

OGCDP: In my opinion, the most relevant are countries within the sub-region, this will drive the intense leadership

experience of our members through exchanges, conferences, CEEDership and FACI opportunities.

IGCDP: In my opinion, the most relevant is Germany, because they have a large pool of Eps interested in Africa.

OGIP: In my opinion, the most relevant is Russia, because most of their TNs are interested in Africans.

1. As MCP of 2016/2017 you will have the chance to take the first step in the 2020 mid-term ambition. What is the

AIESEC Kenya dream in 2020?

The role of 16/17 term is to build on the great foundations, great ideas and great culture of the 15.16 year and bringing

AIESEC Kenya to new heights in order for us to contribute immensely towards AIESEC 2020. In addition to this, the role of

generation 16/17 is to foster collaboration among LCs in AIESEC Kenya and Kenya as a country through continuity in our

operations and relevance in our impact. I envision an AIESEC Kenya accessible to everyone and everywhere in Kenya and

seeing AIESEC Kenya being the first choice talent sourcing in Kenya.

2. What is your vision for the term 2016/2017? What national focus areas do you propose will compliment your

vision? Kindly elaborate.

I envision AIESEC Kenya to be recognised as a high quality youth leadership experience provider through CONTINUITY IN

OPERATION and becoming RELEVANT IN OUR POSITIVE IMPACT CREATION.

NATIONAL FOCUS AREAS

Member Empowerment and LC Sustainability: Our member program from the prospective of the organisational

development and the impact of the organisation shows that our strongest resources are our members. Thus in order to

create the most direct impact through exchange we have to focus on the experience of our members. There are projects in

the pipeline such as the AIESEC ACADEMY and there is a need to implement this for a better delivery. The strategies which

would be focused on the development of our members are:

Your Plan and Direction

MC – LC relationship: I believe before we can grow disruptively as an organisation and be relevance in our impact

creation, there is a need to firstly build a strong relationship between the MC and LC.

AIESEC Academy: 15/16 laid a good foundation for this initiative and there is a need to proper implement this for a

better delivery. In order to develop our members, there is a need to Involve learning partners for soft skills training and

organising workshop spaces with companies. Collaborating with entities within the continent, especially in the sub-region

and Africa Region to give our members intense experiences through exchange, conferences, CEEDERSHIP opportunities as

well as FACI opportunities. AIESEC Academy would as well be packaged to cooperate to enable them hire talents from the

organisation.

LCD Fund: Most LCs are facing challenges in their operation due to lack of financial support. I believe there is a need

to come up with a fund that would be managed by a different body. This fund would be one which LCs would apply for based

on a proposed criteria by the finance committee. In making this fund sustainable, there would be a need to come up with a

sustainable plan for this fund. The results of the investment must contribute to the growth of operations as an entity.

Example, 200,000ksh should result in 200 exchange experiences.

External Relevance: The theme for my application is continuity in operation and becoming relevant in our positive impact

creation. This is because I believe in the continuity progress to help pave the path for growth we want to see in our entity

and our relevance to the Kenyan society. The entity will focus on ‘EXTERNAL RELEVANCE’. This is clearly talking about making

our operations known and impactful to the Kenyan society and as well the AIESEC Network. By doing this we would be able

to position ourselves strategically in contributing to the beginning of AIESEC 2020. The strategies which would be focused

on our external relevance are:

Involving Government Agencies: There is a need to shape what we do around what the Kenyan society needs in our

operations. If we are able to collaborate with government agencies, we will not only shape what we do around what the

Kenyan society needs but as well grow disruptively as an organisation and be accessible everywhere. Some of the

government agencies we can partner with are:

County heads: when we are able to involve county heads, we will be able to run Community development Project with the

support of the government.

Ministry of Youth: Partnering with the Ministry of Youth will enable us achieve our goals as an entity since most of the

activities of this Ministry are channelled to what we do as an organisation. We use AIESEC to pilot most the Ministries

initiatives which would position us well in the Kenyan society.

Immigration: Immigration has been one challenge facing the organisation as far us interns are concern. Most interns who

come for our professional programs stay for a month before they start work. There is a need to build a strong relationship

with this sector in order to attract more corporations and interns.

Youth Speak: Through this initiative, we can position the organisation externally. As at 1st of December, AIESEC

Kenya was the 16th entity with a significant number of responses from the youth in Kenya. In a few months to come, we

project to have over 5000 responses from the youth which would enable us organise one of the biggest event in Kenya

attracting the government, youth in Kenya and corporations. This would place the organisation in a strategic place within

the Kenyan society that would attract a number of stakeholders to our operations.

Strategic Alliances: 15/16 started collaborating with organisations and also identified some of the ways we can

effectively work with them in order to achieve our goal as an organisation and also have a positive impact in the society.

This relationship has been established with some of the organisations and there is a need to clearly define our partnership

and as well establish many other partnerships. Some of the strategic alliances include those with Junior Achievement, Kids

Comp Camp, SOS, Enactus, IAESTE, YMCA, MUN, and Rotary.

Media: I believe our impact creation has to be felt in the society. 15/16 started with publicizing some of our activities

in some newspapers. The media is our gateway to being present and known everywhere as such we need to capitalize on

all major media outlets in the country to help achieve this.

3. List some contributions the MC F1, MC ALL Stars, MC Panda, MC Bolt and MC Cannon has made to the national

plenary over the past 5 years and how your vision and focus builds on these contributions?

Over the years, most of every team left a legacy contributing to the growth of the entity one way or the order. Below are

some contributions of every term has made to the national plenary over the past 5 years.

MC F1: Hosted IC at KCCT attracting 110 countries with over 30 partners.

Had more than enough funds to make IC happen.

MC ALL Stars: Had the highest number of exchanges in the history of AIESEC Kenya.

Started expansion strategy with KeMU and MMU

5th UBS award at IC, Russia.

1st Amplified conference attracting 150 delegate

MC Panda: Hosted the 7th East Africa Pioneers Congress which was opened by CS Education Jacob Kaimeiyi attracting

400 delegates.

Highest growth in IGIP

Increase in Sus to 12 and operations grew in KeMU and MMU

MC Bolt: Hosted AfroXLDS 2015 were the opening was held at the UN attracting 150 delegates and 12 partners.

Highest realization in OGX to 160.

Electrolux GIP award at IC, Taiwan.

MC Cannon: Established a BOA which was not active for the past years.

Won a grant from Microsoft.

Initiated a successful East Africa Bus Campaign.

I believe in continuity in operations. Irrespective of the various contributions, I feel there is a need to continue involving our

operations through member empowerment and being relevant in our impact creation.

4. What is your ambition for the exchange program goals for 2016/2017? Using the Global OD model and AIESEC OD

model as a framework, what are your goals for entity development in 16/17?Provide an explanation of your goals and

briefly state strategies to achieve it?

AIESEC is driven by its Core Product which exchange as a unique way to enable us reach our Why of which is Leadership. So

every experience delivered is a unique experience for the experience taker and our members.

Analysis shows a significant growth over the past 4 years of operation. OGCDP had a relative growth of 39% between

13/14 and 14/15. That shows a growing demand of our product.

For the year 2016/2017, my planned goal for OGCDP is 600, which would be 253% relative growth.

83 83

122

170

0

50

100

150

200

2011/2012 2012/2013 2013/2014 2014/2015

OGCDP

Realizations

Analysis shows an insignificant growth pattern over the past 3 years of operation. IGCDP had a relative growth of -

53% between 13/14 and 14/15. That shows a decrease in our product demand.

For the year 2016/2017, my planned goals for IGCDP is 600, which would be 280% relative growth.

Analysis shows a significant growth pattern over the past 4 years of operation. OGIP had a relative growth of 4%

between 13/14 and 14/15. That shows an increase in our product demand.

For the year 2016/2017, my planned goals for OGIP is 100, which would be 270% relative growth.

Analysis shows no significant growth pattern over the past 2 years of operation. IGIP had a relative growth of 19%

between 13/14 and 14/15. That shows a decrease in our product demand.

For the year 2016/2017, my planned goals for IGIP is 100, which would be 669% relative growth.

Currently, per the Global OD model, AIESEC Kenya is in cluster 3, there is a need to work extra hard in order to

achieve our goals for 2016/2017 so AIESEC Kenya will move from cluster 3.

Key strategies will be to partner with Government Agencies, set clear expectations with country partners, define

our partnership with the strategic alliances and ensure our impact is felt in the Kenya society.

285

351 335

158

0

100

200

300

400

2011/2012 2012/2013 2013/2014 2014/2015

IGCDP

Realizations

18 19

26 27

0

10

20

30

2011/2012 2012/2013 2013/2014 2014/2015

OGIP

Realizations

42

1613

0

5

10

15

20

2011/2012 2012/2013 2013/2014 2014/2015

IGIP

Realizations

5. How would you like to see AIESEC Kenya positioned externally by the end of your team? Provide a summary of your

strategies to achieve your goal.

AIESEC 2020 and the future needs of AIESEC dictate for @ to be perceived in the business world channel for youth leadership.

I would like to see AIESEC Kenya working closely with United Nations and other organisations to drive towards the SDGs.

The global leader programme needs to be seen as a benchmark for professional development of students. This is through

consistent goal aligned recruitment of the right talent. Our exchange programmes need to be seen as impactful

opportunities that provide cross cultural experiences that empower leadership among youth. In a nutshell AIESEC Kenya will

be positioned externally as a hub for the best training and talent on youth leadership.

6. Putting yourself in the shoes of each customer for each of our programs, what would you start/stop and continue to

improve their experience? Base your answer on the customer flow.

Programmes Start Stop Continue

OGCDP -Running reintegration seminar with the aim of making Eps members. -Collaborating with strategic Alliances to boast exchange. -Looking for partners to subsidize Eps fees. -Integrating LEAD during the EPS experience -LC to LC partnerships.

Sourcing Eps from LC chapters only

-Reintegration Seminar -Organizing periodic info-sessions -Country to Country partnerships -Investing in promotions.

IGCDP -Setting one rate for EP accommodation -Seeking project partners who either run projects or support our projects through funding and training

Having different accommodation rate.

-Implementing accommodation standards -Having EP integration culture. -Running innovative initiatives such as Idea Challenge, Global Home. Etc.

OGIP -Integrating LEAD during the Eps experience. -Looking for partners to subsidize EP fees. -Collaborating with strategic alliances to boast exchange.

Sourcing Eps from LC chapters only

-Country to Country partnership -Investing in promotions

IGIP -Running LEAD for Eps and for TN takers (will better access the impact of IGIP on companies and economy for long term partners) -Intense market research. --Capitalize more on Global Entrepreneurs

Focus only on existing TNs

-Country to country partnership

TMP -Have Amplified Conference earlier (September or first week in October) -Reward and Recognition programmes -Utilizing the resource hub.

Recruiting members any how

-Informing members about international opportunities -MSR in the various LCS

TLP -Having Amplified Conference earlier (September or first week in October) -Rewards and Recognition programmes -Utilizing the resource hub -TTT sessions and other refresher courses for all levels of TLPs.

-Informing members about international opportunities -MSR in the various LCs

7. Describe your proposed MC Structure.

MCP Focus Area

PR/Marketing Youth Speak (Media Presence) Streamlining marketing materials for recruitment (EPS & Members) Marketing Strategy Development Information Management Media presence (Activities of the Entity)

TM Ensuring proper implementation of the AIESEC Academy Talent management process implementation Coaching Model and Implementation Conference Management

OD/Expansions Critically examine the growth model of the entity Focus on developing expansions Focus Program implementation Transition and leadership pipeline management

IGCDP Lead implementation Collaborating with BD/IGIP to implement the external market analysis and

trend research. Supporting LCs in raising, matching, tracking and realizing (Intense periodic

EXPA education)

OGX Ensure all EPS go through reintegration OGX operations delivery in LCs and exchange centres. OGX Strategy Education Strategy Development LC support in operations

BD/IGIP Develop and redesign a national product portfolio and drive sales of the national product based on the current market analysis and trend research.

Build awareness of AIESEC’s brand with the external environment generating financial cash flow and business sustainability in the entity.

Redefine the partnerships between AIESEC Kenya and cooperates and acquire new National partners

FLA Proper structure on how the LCD Fund would be implemented and sustainable Financial Control Financial Literacy Conference Management Ensure all financial and legal obligations are met National Investment and Infrastructure Management

The team structure displayed above will be my proposed MC 16.17 team structure for AIESEC Kenya. As compare to

the structure for the MC 15.16, there has been a merge of OD and Expansions. This portfolio will solely on the growth

model and member development in the expansions. While MCVP OGX focus on exchange in the LCs and expansions.

The expansions team will work hand in hand with the OGX team. BD and IGIP has also been merged in order to

properly synergies the operations between the two.

8. What kind of leadership does AIESEC Kenya need in 206/2017? How would you describe your leadership style and

how will you use that to lead your team in and AIESEC Kenya in 16/17?

The leadership that AIESEC in Kenya needs in 16.17 is a leadership of success because of having overcome key

challenges facing the entity. A leadership of competence, because never before could we learn so much of having

continued and improved good and solid strategies and last but not least, a leadership of responsibility, meaning that

our relevance is out of question, our responsibility to our society, the provision of leadership experiences to our

members and the provision of professionals for the corporate world. This means that the team for 16.17 would be

primarily driven by a sense of responsibility.