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.