lcp 2011 application - @mzles - jonathan suárez
DESCRIPTION
Here's my application for LCP 2011 =PTRANSCRIPT
Name Jonathan C. Suárez A. Contact Details E-mail: [email protected] Gchat: [email protected] MSN: [email protected] Skype: jonathan.suarez3 Mobile: 3008422027
Position: VP ICX Entity: Local Committee AIESEC Manizales
Date: Dec. 15th 2009 – today
Positions: Project Manager Manizales Bilingual Entity: Incoming Exchanges Area
Date: Oct. – Dec- 2009
Position: Local Manager Abriendo Caminos Entity: Incoming Exchanges Area
Date: Aug. - Dec. 2009
Position: Team Member Entity: Alumni Coordination
Date: Jul. – Nov. 2009
Position: OCVP Logistics and Sponsors Entity: OC – Positioning event for corporate
companies Date: May – Jun. 2009
Position: Team Member
Entity: Sales Coordination – ICX Date: Apr. – Oct. 200
Natco Barranquilla 2010 - Delegate LDC Bucaramanga 2010 - Delegate
NPM Bogotá 2009 - Delegate RTC Ibagué 2009 - Delegate
Natco Medellín 2009 – Delegate
Studies: Economics Universidad Autónoma de Manizales 2007-I – today Understanding of our global, national and local economic environment, indicators to evaluate it, trends and current issues. International Business 2010-I – today Universidad Autónoma de Manizales Strategic thinking applied at large companies, international markets and negotiation techniques Work: Temporal manager for family business Mid-term and final vacations each year (2006-2007-2008-2009) Management skill, financial management, relationship with stakeholders
Complete English course of Centro Colombo Americano 1999 – 2003
Excellent English
First Level at the Alliance Franςaise 2009-I
Basics on French
International Experience: Work And Travel program
Summer vacations 2008 Multiculturalism, responsibility of myself, international
understanding
Why have you decided to apply for your LC executive board?
Why do you think AIESEC strategy is “Product Leadership”?
What do you think should be the National Focus Areas for AIESEC in Colombia in 2011? Please argument your answer.
Share your thoughts: AIESEC vision includes “Peace”. How is AIESEC generating this?
What is y our personal interpretation of AIESEC 2015?
What are the 5 things you would change in AIESEC?
AIESEC 2015 is taking the whole organization to a new level in which all paradigms are broken, very innovative methods and products are
carried out, and the external relevance is too strong. For doing so, we must start from beneath, the basis of our business logic: membership,
and generating a new behavior in the current members is a commitment that each local executive board in the world must assume since it’s
the only way to achieve it, and as we lead by example, us, the leaders of AIESEC, must start changing our culture to a full @XP culture.
Create a SWOT analysis of your LC based on the AIESEC subsystems.
What are the organizational goal you would propose for your LC in 2011? What strategies would you Implement to achieve them,? Please refer to ICX, OGX, LRs, members and Dual XPs
Strategy for ICX
Increasing DTs for summer and Winter picks: • Issue-based projects (joint of entities). • Getting funds for establishing quality minimuns (housing, food, etc.). • International Cooperations: CEEDers – investment on sending and bringing a CEED (as EB staff) in each pick. • Task forces with members from all areas: Reception and accompanying of trainees. Auditing quality standards in the X processes. • Presence of members in international conferences. Goal: 70 ICX
Increasing corporate TNs (ET/TT/MT): • Coach by KAM’s to sales force about approaching corporate
sectors. • Networking: alumni network, PPRR plan (with medias plan for
those specific markets). • Local BoA members representing corporate sectors. • Projects including the whole @XP (they’re interested in big
proposals) • Contact gremmies as intermediaries. • Referral’s plan for Education entities. • Short-term ETs for vacations plans for Languages Institutes. • Capitalization of bilingualism programs for educational
institutions. Goal: 40 ICX (pipeline, re-raises, account expansions, first contacts, potential) To increase international cooperation: CEED strategies for both ICX areas Capitalization of EP’s abroad. EP’s tasks when going on exchange: to generate cooperations.
OGX Strategy
Non-corporate: • Establish cooperations to find projects in Latin-
American countries for our EP’s • Recruitment and marketing strategies focused on
those projects. • Promotion events in each university, open to all
public. • Expectations: presence in internal events of each
university, congresses, forums, etc., that gather young people.
• Impacting and innovative expectations plans before recruitments based on dual XP’s.
Goal: 80 DTs
Corporate (ET/TT): • Approach to each faculty • Local preparation seminars about countries of
cooperations • Promotion events to each faculty • Pocket Recruitments according to
cooperations • Agreements with university to accept @ X as
practice (financial support). • Projects concerning a lot of EPs to the
university. Goal: 30 (20 ET/10TT)
LR strategy
10 EB (8 VPs and 2 coordinators) 50 MM 4 OCs 50 MM LR for half a year: • More competitive leaders: taking after their term
CEEDs, Xs, or re-allocation. • Renewal of ideas (I+D) • More empowerment and leadership
opportunities for all members • Coaching to MM on leadership and processes
LR strategy
• Recruit members with dual XP’s expectations. • TM support: several kind of career plans according to
X+L or L+X. • Mentoring focused on full AIESEC Experiences. • Constant internal promotion for Xs and LR. • MM election process focused on applying for a Dual
Experience.
• Agreements to get funds to sponsor AIESEC leaders going on exchange.
• International cooperations to find DT+CEED opportunities for leaders.
• Exchanging VPs on summer.
All strategies are based on a new culture of EMPOWERMENT in our local committee, finding more self-directed teams.
Competencies 360