LCP 2011 AIESEC Uninorte Application: Alberto Perez

ALBERTO MARIO PÉREZ MARTÍNEZ

LCP 2011 @UN Application: BALANCE towards EXCELLENCE

Alberto Mario Pérez Martínez

LCP 2011 AIESEC Uninorte Application

BALANCE towards EXCELLENCE

2011Goals

Impact

Membership Stakeholders

LCP

@UN 2011

targetpurpose

main pillars

Why LCP of AIESEC Uninorte 2011?

But to get different results we need to get different strategies, that’s why I’m proposing an innovative way ofgrowing. This new way, based on Balance, lets us increment our impact towards the external sector, exposing ourorganization as a Professional Entity that is capable of handling big results in the most corporate way. Theinnovation in a balanced way of working resides in working smarter, not harder, to achieve bigger results. All weneed to do is to focus our passion and talent, which is why I am proposing the name of my application as BALANCEtowards EXCELLENCE. This new way of working will enable us to develop ourselves as change agents, generatingincoming and outgoing exchange experiences and being financially sustainable at the same time. Welcome to mydream, let’s build together a BALANCED Committee that aims for EXCELLENCE!

“A good leader inspires people to have confidence in the leader, a great leader inspirespeople to have confidence in themselves” –Lao Tzu, founder of Taoism

The key to answer this question forme is AIESEC Uninorte. I cannotthink of a better generation toachieve the goals set for the year,and I know that I’ve got what it takesto lead this group of leaders towardsgreat accomplishments. I am surethat AIESEC Uninorte can deliver thenecessary impact in our society andwithin the network, generating highquality AIESEC Experiences andpositioning ourselves as the bestchoice for activating leadershipamong our stakeholders. We’ve gotthe leaders the goals & the structureto grow, and I want to be the oneleading our LC in a strategic roadtowards external positioning withinour stakeholders.



Contact Details

E-mail: [email protected]

Gtalk: [email protected]

MSN: [email protected]

Skype: toby.aiesec

Mobile: 300-8025405

Position Entity Date

XM&IC Member AIESECJaveriana

April 2008

International Cooperation Coordinator

AIESEC Javeriana

May 2008

International Cooperation Manager

NST AIESEC Colombia

July 2008

National Exchange Team Chair

NST AIESEC Colombia

September2008

OGX Member AIESEC Uninorte

November 2008

Technical TraineeshipsCoordinator

AIESEC Uninorte

January 2009

Welcome PBoXMember

AIESEC Uninorte

March 2009

Talent Motivation Member

AIESEC Uninorte

September 2009

Local Training Team Member

AIESEC Uninorte

September 2009

Selection Coordinator Project India

AIESEC Uninorte

October 2009

LCVP OGX-Corporate AIESEC Uninorte

January 2010

Conference Role Place Date

AIESEC Colombia 50 Years

Delegate Bogotá D.C. May 2008

AIESEC Colombia National Meetings

OCVP ER&F Bogotá D.C. May 2008

VP Elections AIESEC Hannover

Chair Hannover, Germany

June 2008

NatCo Cartagena 2008

Delegate Cartagena, Bolivar July 2008

Training the Trainers @Colb 08

Delegate Bogotá D.C. August 2008

International Congress 2008

Delegate Sao Paulo, Brazil August 2008

NPM 2008 Working Group Leader

Villeta, Cundinamarca

December 2008

OGX VPM 2009 Delegate Medellín, Antioquia July 2009

NatCo 2009 Delegate Medellín, Antioquia July 2009

NPM 2009 Delegate Bogotá D.C. December2009

ILC 2010 Delegate Lima, Perú April 2010

OGX VPM 2010 Delegate Barranquilla,Atlántico

July 2010

NatCo 2010 Delegate Barranquilla, Atlántico

July 2010

X Summit Colombia Delegate Bogotá D.C. September 2010

Position Employer Date Key Learning

High School Physics Teacher Colegio San Felipe Neri July 2006 Group Management, Education & Support

UN Stand Coordinator at National Science Fair

Universidad Nacional September 2006 Resilience, Budget Management

Physics of Car accidents group member Universidad Nacional January 2007 Workload Management

Career University Date Key Learning

Physics Universidad Nacional

2004 - 2008 Innovation & Problem Solving

Electronic Engineering

Universidad del Norte

2009 - 2010 Structural Thinking & Optimization

You may find my CAT & 360 here.

http://www.myaiesec.net/content/viewfile.do?opern=next&contentid=10144260



Why does AIESEC have a Product Leadership strategy?

To pursue a strategy of “Product Leadership" entailsdelivering value through offering leading edge products andservices, and creatively adapting services, providing a streamto new and changing marketing conditions while constantlypursuing new solutions on behalf of its clients and customers.

Companies like Apple, Starbucks, Rolex and AIESEC have incommon the Product Leadership strategy, because they basetheir strategies on creating unique products of superiorquality, and their marketing philosophy is to Create a Productfirst and then educate the market. Our product, the AIESECXP, is a life experience based on exchange & leadership, andmust preserve its value among all improvements and changes.

Product Leadership

Cost

Leadership

Customer

Intimacy

My version of the National Focus Areas for 2011

K

Managing Resources to drive Growth: It’s time tostart thinking in innovating our products andfundraising strategies to achieve financialsustainability at local and national level. Smartinvestments and a clever approach to the corporatesector must be an upcoming priority.

Professional Leaders completing @XP’s: Not onlyfocus on living dual XP’s, but also on educating ourleaders to be more professional on our services,because we must be more serious with our brandpromise when the goals and numbers rise as we planfor the next year.

Being a known Exchange Supplier: AIESEC Colombia must keep aiming towards TNRaising strategies in order to be recognized as an integral exchange supplier inside ournetwork. In this way, not only Colombians are positioned in foreign countries as excellentExchange Participants, but also our Country becomes an interesting destination amongAIESECers, facilitating incoming CEEDer projects for example.

Driving our impact within our Country: We are doing great things, but in Colombia weare still a well kept secret. This strategy should be more focused at local level, so we cantransform the media appearances into organizational results at local level, whileexpanding our impact in the different cities. This strategy should also involvegovernment sector, corporate sector and NGO’s for bigger impact

K



What are the 5 things I would change in AIESEC?

1. Focus on Global Learning Environments: We promote this as oneway of conveying our impact, but we are not delivering the promisejust by connecting everybody in a virtual network, but also promotinginternational congresses as a way of international LR opportunities &investments for attending international learning spaces.

1 2

3

4

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2. Alumni Network Capitalization: 62 years of history means 62generations of leaders, most of them forgotten (mainly at local level)by the organization that forged them as change agents. This should bea priority at national, even local level, to start promoting our imagethrough our Alumni, which are in fact, GCP’s of the organization.Remember, building capacity is achieving more with the samenumber of members, and they are members, only in a H4TF stage.

3. A new pool focused on environment: According to global trends, every company is being aware of their socialresponsibility part with the planet, that’s why they are investing on “green” projects even more. AIESEC shouldcapitalize more on environment internships, recruiting students for green projects and projecting the impactdirectly on the planet with green internships.

4. TN’s for AIESECers: We are selling AIESECers to our TN takers, and some times we provide them with normalstudents/bachelors. If a TN taker knows the importance of an @XP, they should start asking for AIESEC experiencein the JQ, and we should start promoting this phenomenon within our TN takers. Our experience in AIESEC shouldbe more relevant for our enablers.

5. @XP’s Quality Measurement tracking: Our top TN provider country has serious quality problems, and we shouldstart taking serious decisions towards this issue. AI should innovate in tracking processes towards qualitymeasurement in order to get a better appraisal towards the quality of exchanges & leadership, thus improve theirquality as an excellent exchange suppliers.

How is AIESEC generating Peace?

For me, the key word here is understanding. First, dealing with The Way we Do it: through exchange experiences wegenerate a global understanding of different cultures, which erases our prejudices towards foreigners and leads topeace. Through leadership roles we get the understanding of different realities among our team members,generating cohesive workgroups and contributing to local peace. Finally, through global learning environments weexperience different ways of thinking and adapt ourselves to understand better global issues, critical success factortowards global peace.

Finally, dealing with Our Impact: Our impact clearly states that AIESEC as organization believes that the mainpositive impact we make to society comes as a result of the leadership characteristics our members developthrough the AIESEC Experience, in that way, being a change agent developed by AIESEC generates, among othercharacteristics, understanding of local issues in local realities that finally generates peace among communities



My personal interpretation of AIESEC 2015

For me, it’s a matter of analyzing the words withinthe statements, which could get us to a wholenew statement that compiles all the importantinformation of our global vision.

In this general statement, the BHAG should be themain thing that compiles all our efforts towardsthis big goal, so all the BHAG will be the center ofmy personal interpretation.

In a way of resuming, my personal interpretationshows the main ideas of AIESEC 2015 for me andgoes like this:

Engage and develop every young person in the world.

Our growing physical and virtual reach makes us the most credible and

diverse global youth voice.

We are recognized across sectors as the first-choice partner for our ability

to develop responsible and entrepreneurial leadership.

Our collaborative environment empowers every member to live a

high quality AIESEC experience, creating a cross-generational positive

impact on society.

We are recognized as the global youth voice that

engages and develops every young person in the worldthrough high quality AIESEC Experiences.

A really big goal for 5 years of hard work, but totally possible of achieving mainly because of AIESEC’s structureitself, which evolves according to the global trends. Our product, the AIESEC XP, must be recognized by the wholeworld as the best one for activating global minded leaders, and we can only achieve that by showing a balanced andexcellent impact at local level, and showing our good results to the world.



SWOT Analysis of AIESEC Uninorte

Strengths Weaknesses

•Recruitment & Induction

•Internal Promotion for LR & LR offered

•Account Management

•Market Research

•Members’ Education

•Talent Goal Setting & Orientation

•Analysis of Supply & Demand

•Product Development

•External Board Management

•Internal & External Reporting

•Organizational Performance Management

•Alumni Management & Network Capitalization

•Reserves & Investment Management

•Public Relations

•Product Positioning

•Sales Management & TN Raising

Opportunities•Corporate sector contacts•AIESEC Uninorte 42 years – Local Alumni Network implementation.•The Governor of our department is an Alumnus•Schools wanting native language teachers•Other universities are promoting exchange culture within their students•Tracking towards development & P.I.•Summer – Winter programs in OGX•Board of Advisors and its benefits•Contacts with the University Dean towards internal positioning improvement•IM area for standardization in Tracking processes

Threats

•Lack of contract with our Host University

•Bad positioning among former failed projects

•MT TN’s number on the platform is dwindling

•Bad Student positioning over external activities

•Quality problems with top TN provider Countries

•Our big debt could be an obstacle towards

operativity

•Wrong buzzing over our brand and what we

envision as AIESEC

To build this SWOT as real as possible, I based the Strengths and Weaknesses on the Balance Score Card Analysisdone by each area and the whole LC as well. The Opportunities and Threats are based on strategies for BalancedGrowth, either for getting the most of the Opportunities or to dwindle the impact of the external Threats.



My organizational goals & strategies for @UN 2011

Ferrari GTO 250Model: @Uninorte 2011

Wanna ride it?

OGX-nC: 100 EP’s Re for 2011The short DT experience is very well positioned in Uninorte, that’s whyI propose the realization of 40 EP’s for Summer and another 40 forWinter, adding the in-cycle recruitment of 20 DT’s for universityinternships. This strategy is point directly towards dual experience, dueto the short time of the internship.

OGX-C: 60 EP’s Re for 2011With a clever strategy of expansion and PRM with the SystemEngineering departments, we can achieve a total of 40 TT’s focused onhighly matchable IT profiles. We still have a strong pipeline of MT’s,which lets us be selective and lets us recruit the most matchableprofiles in Uninorte. I propose a goal of 20 EP’s MT for the year, tomaintain clear the focus on TT profiles.

ICX-nC: 60 TN’s Re for 2011The summer & winter programs are very attractive for local NGO’s,mostly the winter one for the opportunity to impact on Christmas time,a low productivity period of time for NGO’s. I am proposing 20 TN’s forsummer, 30 TN’s for winter, and 10 more ET’s of Re-raisings from ourUniversity and the Schools already approached. The big focus on thisarea are social projects, mostly sponsored by the government sector.

ICX-C: 30 TN’s Re for 2011Our newest approach for the upcoming year will be the corporatesector, highly focused on management traineeships. This profiles arehighly matchable and guarantee the sustainability of the LC, that’s whyI propose a goal of 25 MT TN’s for the year, and 5 TT TN’s which is theresult of the new market expansion of AIESEC Uninorte towards thetechnical traineeships. BoA involvement is the key for this area.

LR’s: 75 LR’s for 2011This new focus will let us open,besides the LR’s of this year, newpositions for Alumni management,IM & projects implementation, andmostly 15 new virtual LR’s focused onresearch & development ofinternational cooperation while theirinternship in the host LC.

Members: 150 Members for 2011This is the number of members + EP’s that @UN must have at any timeto achieve those goals. And by members I mean active members!

Dual XP’s: 60 Members completing a dual XP on 201140 X+L resuming the DT EP’s that are or will be realized for summer 2011, and 20 L+X from the LR’s of 2010 thatraise form next year and also the outgoing LR’s of the first semester of 2011.

Leaders

Developer

Exchange

Supplier

Financially

Sustainable

AIESEC

UNINORTE

2011

Professional Process

ManagementLocal Sales Force strategy

Finally, want to know my strategies towards achieving 250 X’s and why everything recalls Balance towardsExcellence? Here’s my dream of AIESEC Uninorte and the priorities & 3 main strategies that I propose. Enjoy!

BoA Benefits: A Board of Advisors can be

our main source of contacts, partners & coaching,besides being an entity that could bring us thatdesired external perspective towards ICX goals

Alumni Engagement: A strong

Alumni strategy leads to building capacitywith our former members, creatingtraining spaces & external sectorcapitalization.

Investment on Sellers: Not only in time,

but in money and training.Entities like the LSTT andstrategies for R&R on ERcould lead us to a reallymotivated sellersteam.

PRM within our Stakeholders: We should start showing our results to everybody,

to start participating on bigger projects, thusachieving the desired impact as a serious entity

Cross functional Work Improvement: Strong tracking

processes & smarter work towards ourmain priorities & goals achievement

Smart Information Management: A

proper use of our platform,KM culture managementand transparency should

point towards professionalism.

CEEDer strategy: The best solution to fill our organizational gaps and making

our membership aware of opportunities abroad, thus promoting L+X, our main goal this time

R&R towards X: Financial incentives and recognitions for excellent performance that

help the members & LR’s to go on X is a way of investing on the development of our membership

Virtual LR’s for Int. Cooperation: A way of promoting X+L and education our EP’s in

our international cooperation culture, also assuring a strong connection with the host LC and improving thequality of the whole experience, fulfilling the promise made with our recruited EP’s and improving our image

Focus on Dual Experiences

External Sector

Smart Approach

Documents

LCP 2011 AIESEC Uninorte Application: Alberto Perez