Innovative Projects
Best ICX Performance of 2010
Best LCVP ICX of 2010
•Design and execution of +Impacto Project social
inclusion program based for NGO’s.
•Middle Management Structure to increase
productivity and synergy of ICX with other areas.
•Total of 23 ICX (re) with 18 different TN takers.
•Product Portfolio Consolidation by pool.
•Best mngmnt practice of financial & legal issues.
•Talent pipeline to win Best ICX Perfmc. of 2011.
•160% LC Exchange Growth.
•BoA Implementation (Alumni).
•National Reward&Recog GCP
•Membership focus on self –
development AND results.
•Official legal entity liquidation.
•OGX-TM goals 100% execution.
•Consolidation of the most empowered & effective
team of the LC, having 3 applicants for LCVP’11
•Reaching out to more due to
+Impacto OGX project for over
COP $20,000.000 and income
diversification for over COP $
18,000.000.
•New Acción Social long-term
Partnership for ICX and OGX.
ER & PPRR
ICX
Organizational
Management
|
Why MC?Behaviors for
AIESEC Colombia 2015
In order to achieve our 2015
goal, the membership of
AIESEC in Colombia needs to be more:
Disciplined with the things we have to do. If AIESEC
in Colombia still focus on the basics, there is still
plenty of room to grow from there. Doing the
things they are supposed to do.We need to be effective: Just Make things happen!
Once we running well the basics becomes priority
to adapt the behavior of out of the box thinking.
We need to be efficient: Make things happen faster
bigger and better, with less resources.
AIESEC is about going together to realize shared
goals, a deep, collective, determination to reach
an identical objective.
“I believe that every human mind feels pleasure in doing good to another” -Thomas Jefferson.
AIESEC has been the turning point where I discovered what’s the key to make people love what
they do. Have you ever wondered why you keep going even when tired, stressed and overloaded
with work? Or why we quit something else when it is easy and financially well rewarded unlike
AIESEC?
Well, that is something called: Inner Motivation, pointing out 3
things:
• Autonomy: Something that only an organization like AIESEC can
offer me. It ultimately helps me to discover and explore skills, theories,
anything.. It’s about the WHY and the freedom to do things in an
innovative manner. Try things out and shape my own way by being
part of the MC1213. AIESEC as lab for individual leadership
implementation.
•Purpose : every single step I take aims to make a positive impact in
across my circles of influence (myself, family, friends, community,
world). Being part of the MC1213 will help me to expand that circle of
influence to even more people beyond AIESEC boundaries at different
levels.
•Mastery: becoming outstanding at things I love to do. Being
exceptional at managing different stakeholders to get them to partner
with AIESEC is something I want to be the best at; to positively impact
AIESEC in Colombia overall creating more financial muscle for the organization to invest.
Str
en
gth
s
Objectivity •To have a neutral perspective.•To not take things personally.•To help others to put in
others shoes and avoid to
create “sides”
•To have good team
management •To be able to understand
others position.
Conceptual
Thinking
•Strategically thinking.•To have a global frame
(Big Picture)•To easily identify people’s
strengths and weaknesses.
•To be able to sell ideas.•To be able to capitalize any
opportunity, not only the
obvious one.
Creativity •Focus on Solutions, not
problems•Ideas generator.•Innovative processes
•To give quick answers •To propose •Out of the box thinking
Weak
ness
es
Stubborn •It will be difficult to make me
change my opinion to
something, unless the
arguments given are really
convincing.
•I can be very persuasive to
the point that if I am convince
of something, I will fight for it
to the very end.
Obssesed •If I put something in my mind
there’s going to be nothing
that can change my actions,
even more important or
urgent things.
•When I have a personal goal I
will always complete it, not to
pass along, but always giving
my best efford and not
something mediocre.
How to say
“No”
•I tend to please everybody
not taking into account my
own personal limitations
•To have a serivice attitude
not only to my team, but to all
people around me.
AIESEC in Colombia
Have you heard about an
organization called AIESEC?
Off course, who hasn’t? Why?
I just went to the Y2B forum with
people of my company and realized
that more than 3000 companies
partner with AIESEC, and mine doesn’t.
Really? We have 1 intern per departament
in mine, and over 50% of us were part of
AIESEC or had a connection with it.
Actually our CEO is a famous alumnus!
That’s why you guys are so effective
doing your recruitment process, right?
And not only that! Thanks to them we can open
new 30 offices where AIESEC has presence,
places and talent that otherwise, we wouldn’t
reach. Our HR has to be an AIESECer.
Amazing! I’ll tell my daughter to join!!
More than 5000 members here… i want
her to be part of that amazing impact! Great!
-Networked membership by platform culture.
-Leadership development as a national priority.
-National BoA (with external non-aiesec members).
-National projects execution with intl. cooperation.
-Coaching strategy focus in LC Develp&Expansion.
-Legal management processes (in terms of
paperwork and long-term sustainability).
-Unified Sales & ER Plan as an association.
-National governability of full status LCs.
-Productivity (measurement & execution)
-Organizational memory making the same mistakes
-TLC approval increasing supply and demand of
new industrial and administrative needs. Ref 1 Ref 2
-CSR programs not only as a trend Ref 3 but also as
government requirement. Ref 4
-Diversification of revenues through foreign
investment Ref 5 and global and national grantsRef 6
-New product development for all stakeholders.
-Agreements signed selling promising taxes discounts
and other legal issues.
-Working immigration policies trying to project local
jobs jeopardizing the easy mobility that AIESEC needs.
-Political and financial stability in CEE and WENA with
the potential economical downturn that can affect
performance for Latin-America.
AIE
SEC
in
Co
lom
bia
Pla
n 1
2-1
3
External Opportunities
1. National investment in technology and science resources […]
2. Improvement of political and commercial relations with other countries:
Brazil, Venezuela, UK, Germany and Canada.
3. Internationalization needs inside small and large operations companies […]
Priorities Strategy Results
1. Professional Selling Process
“Love what you sell and only then you’ll sell it”
• External training for best local sales force in
each city, ER managers and the NERT.
• Standardization of national and local portfolio,
as well as corporate communications
• Making available a handout that gathers good
practices and outlines the standard processes
when successful ER activity happens.
• Increase of membership productivity, therefore
motivated talent along with results.
•Unique message as one association.
• Expansion of national sales force as currently
less than 5% of our members have raised a TN.
• Local partners as possible National Partners.
2. Partners Benefits
“Don’t show me what i already know that i need, show me what i need that i still don’t know”
• Definition of partnership benefits taking to each
appointment endorsement letters of our national
and global partners.
• AIESEC as school of corporate initiatives and
laboratory of new management ideas.
• Increase benefits for current and past partners
and alumni, making them feel as a priority.
• AIESEC as a corporate need not as an
overpriced luxury for big companies.
• Clarity of selling points among members.
• We can offer talented young people to pioneer
management trends.
• Exponential re-raise processes with former and
current TN Takers and raises with alumni
network.
3. Product Development
“When needs meets solutions, there is no selling process, product sells itself”
• Customization of products according stake-
holders needs, taking into account our core.
• Delivery process as a single product added to
the selling process.
• Recruitment processes with specific needs.
• Written alliances with universities to help
AIESEC’s impact and revenues long term
partnerships snowball effect for new ones!
• AIESEC as a first choice partner for every single
corporate need of students and companies.
• Selling it separately, our delivery processes will
take more relevance inside an LC, therefore, it
will be executed much better.
• In campus recruitment processes for specific
needs with talent mobility during corporate
hiring peak aligned with students school
calendar.
As AIESECers we all have in mind the golden circle in our daily basis upon our actions. The connection of this “concept” with our 2015 process is simple: :
Why we do it: Finally, we realize that it all comes down to our organizational
essence and the fulfillment of our brand promise of
What we want: To be the first choice partner, to generate a positive impact and to be the
first choice partner for our stakeholders, it means, our 3 wheels.
Stages @XP
Engagement
with AIESEC
E. Leadership
Development
Life Long
Connection
As a global network, we are still working to establish a
unique framework of what is and how is going to be
executed. However, in Colombia, can be defined as the
process of getting to know and get involved with our
leadership products.
Current State Strategies
Since this @XP it’s not a flow, we can assure this is the
stage that @Colb. is currently living, focusing in its 4
programs, where our main drivers for all of them are:
Leadership Training and Quality of all of our experiences.
@Colb. is quite more developed in this stage than most
countries globally, however, we still don’t know how to
capitalize on our network effectively according to our
organizational needs and alumni needs/desires/capacity.
• Manual of delivery processes execution to
assure quality in all of our products.
• Education cycle focused on leadership
and personal and organizational skills.
•Differentiation of Alumnus and former
member with national standards and benefits
to access to any of those statuses.
• Get input from ALUMNI on how they want or
can partner with us.
How to achieve it: Having in mind our mid-term 2015 ambition we need to know
how to approach our targets (engagement), how to get them involved (lead.
Develp.) and for how long to do it (lifelong conn.), it means BHAG and refreshed
@XP
Vision &
Impact
•Participate in every public scenario possible
that help us to position as the main global
youth voice (massive media, forums, etc) to get
across the message of what we offer.
Refresehed
Portfolio
•Division by Programs
•Product Consolidation
Timeline &
Goals
•What is our goal?
•When to achieve it?
BD
Structure
•Sales Force Capacity
•LC training and support
General Proposal for
Bussiness DevelopmentThe challenge of BD for next term is not only to guarantee MC’s financial sustainability, but also to
keep increasing and diversifying our organizational revenues.
Our main challenge:
To guarantee delivery
quality and productivity.
Our main strength:
To have a exponential
pipeline growth trend.
Our exchange goal:
50 Exchanges | 20 TN Takers
Our financial goal:
$330.000.000 incomes
What?
When?
How?
To generate more
and better AIESEC
experiences!
Why?
Application Video:
¡CLIC HERE!
1. Product Portfolio
AIESEC in Colombia
1. Brand Positioning
2. Talent Access
NATIONAL EVENTS
2.1 International Talent Program
“Paticipate in the most important spaces of global young meetings to position your brand or product”
“Get the best national and international HHRR to take your company to a whole new competitive level”
1.1 AIESEC Alumni Anniversaire _________COP $1.000.000
-Alumni networking space
-Access to bussiness target audience
1.2 Youth to Bussiness Forum___________COP $5.000.000
-Company’s own workshop
-Local and National Level
1.3 Trainers Day ________________________COP $5.000.000
-Invest in your employee talent with
trainings of your needs.
NATIONAL CONFERENCES
I. National Planning Meeting (Dec)
II. National Conference (July)
Access international students and
recent graduates for 2-18 months and
take them on as interns to support your
organizational needs and initiatives.
In both conferences you can participate as:
1.4 Partnership Launch ________________COP $4.000.000
-30 min company presentation and AIESEC
partnership to more than 320 delegates.
1.5 Awards Sponsor ___________________COP $3.000.000
-Recognition to the best local offices and
Leaders with your brand inside it.
For 5 international interns:
-Partner Alliance: COP $6.000.000
-Montly Subsidy: COP $2.000.000 per intern
2.2 Employer of Choice Program
Connected to the Brand Position Product,
this program, allow you to access to our
membership network to attract, recruit and
retain local and international talent.
For 1 media appearance in our weekly news:
-Members Newsletter: COP $3.000.000
-Alumni Newsletter: COP $3.000.000
-Both Newsletter: COP $5.000.000
Partners Goal
7
Local: 20
Nal: 12
30
Partners
Goal
12
6
Partners Goal
20
Partners Goal
5
Our national portfolio simplified in 2 main products, each of them with
their respective programs, giving a total of 7 products to capitalize!
RA-MA-RE
Timeline
# Parters 20
# Exchanges 50
1 Ra (CUA) $ 800.000
1 Re (CSM) $ 1.280.000
Annual Incomes $ 330.000.000
2. Montly Incomes
Timeline
For a better preview of both timelines, clic on the image to download the file
3. Bussines Development
StructureOur national ER Team will be composed by 1 MCVP and the NERT is going to evolve to 3
ER national fulltime managers that will distribute the national segmentation per focus.
MCVP ER Manager ER Manager ER Manager
Government Manager
•Advisor to local entities
•Public sector research
•National and local projects
design and execution.
Talent Access Manager
•Partnership relationship
•Quality of delivery XP
pre-during-post selling.
•Support to local ER teams.
Brand Positioning Manager
•Expansion to new partners.
•Portfolio improvement to
make more and bigger
partnerships (more revenues)
Business Development
•Lead and empower ER mgrs
•Ensure income generation
for MC sustainability.
•PPRR plan design- execution
National Exchange
Partners ManagementIf we keep doing the same things, how can we expect to get different or bigger results?
So, our national partners management need to have MORE options, MORE flexibility and MORE benefits:
Quality
• Ensure fulfillment of sell
promise delivery,
regarding trainee service
and traineeship follow up.
• Guarantee a re-raise
process to increase, not
only number of partners
but number of X
experiences!
•Keep tracking and follow
up of all enablers partners
as ICETEX with special
arrangements for massive
TN Takers.
Legal Security
•Guarantee the legality of
the partnership
agreement with external
advisors. If possible, to
take to the appointments
a recommendation letter
that assures its legality
• National partnership for
few visas and former DAS
requirements to make
better, faster and more
legalization processes if
we want to keep quality
increasing our X.
Productivity
• As a mention before, we
just need to make things
happen. With all of those
things done, we need to
learn new, better and
faster processes to make
better. That is called:
Effective + Efficient =
Productivity
•The whole ER team will
split functions to ensure
all of our national and
local process are
productive enough to
guarantee X growth.
Benefits
• Establish a minimum of
financial or exchange
partnership and assign a
local Key Account Mngr.
to make track to trainee’s
performance and
company’s satisfaction.
•Start offering new and
better products for
national and international
expansion like Intl Conf.
(ILC –IPM) and talent
events as careers days/
job fairs.
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