EXECUTIVE SUMMARY

I’m standing for AIESEC Romania because I believe in the changes that happened in the last year, the innovation brought to the network and I know I am the right person to bring balance and simplicity to it. In the last 3 years I spent in AIESEC, I become aware about the importance of keeping up with the changes around us. We need to continue these changes, to pilot AIESEC 2015 and to make sure that we are doing this as an entire country. In the next pages you will find the way in which AIESEC Romania should be developed. We say that we are 15 different realities and we are not collectively pulling as a country. Unite the country by creating Growth Networks, and although they will have different realities at the beginning, in time they will grow together. The next logical step is to maximize the performance of each GN to the desired level, and the country will become OneAIESEC. In order to fulfill this plan, after creating GNs, we must develop Regional Centers, Regional Planning Meetings (for regional initiatives and cooperation), and a regional growth plan comprised from SOL, LC Visits, regional education cycle, etc. We say that we are the biggest student organization in the world and, still, we are not the biggest youth voice. The market doesn’t fully understand our relevance, and the few stakeholders that want to work with us, do it for the immediate and long term benefits that we promise and underdeliver. It is the time to start generating professional solutions for the needs of our clients and deliver them at the highest quality. The first steps are already made, having in our EBs market oriented vice presidents. The focuses have been divided and the accent is put on working directly with the market. We need to start capitalizing on what we did so far in order to drive this organization to be more relevant for our stakeholders.

We say that our results are increasing, but are they big enough? We are still separating the domestic programs and the international programs and although we are focusing more on TMP and TLP, we are not performing as we should on neither ones. It is time to see the programs as a whole called Experiential Leadership Development and our main focus is to develop it. Pre-preparation is vital and it should start from the Engagement phase, where activities and events should be implemented in order for the participants to understand the Why-How-What. Then focus on the induction on programs, delivering at a qualitative level, the preparation that our members need. Leadership Development Programs should be reinvented in order to be more dynamic to match the fast prototyping.

The bottom-line is transforming AIESEC Romania into a competitive organization that is relevant for the market and delivers its promises at a high quality, either it is called a Social Enterprise or an NGO, or any other form of organization. It is the challenge that lies in front of us. Is AIESEC Romania ready to take it?