MCP 2011-2012 Application – AIESEC in Brazil Personal Information 1. Name and Surname: Gabryel Melo Ferrari 2. Current Role in AIESEC: MCVP Communication of AIESEC in Brazil 3. Telephone(s): 55 11 55494880 4. Skype account: gabryelferrari 5. Gtalk account: gabryelferrari@gmail.com 6. E-mail: gabryel.ferrari@aiesec.net 1. Past positions held (inside or outside AIESEC) Dates
From July 20010 till today
Position
Brief description of role & key activities performed & results achieved Key Responsibilities - Manage National Communication Channels (Web 2.0, Website, Media, Promotional Materials) - Set National Positioning Strategies - Build National Communication Plan (Institutional Plan and Programs Plan) - Support and Coach Operations MCVP on external positioning and Brand - National Brand Guardian - Trademark Registration - Manage Outsourced Communication Companies - Manage National Positioning Package MCVP Communication - Coach (directly or indirectly) a network of 32 LCs on Communication AIESEC in Brazil Strategies (Also, Conference - BCC Management Manager, Chair of @XP - Support Internal Communication Strategies with LC Development Task Force and Alumni - Coach 2 LCs Responsible till - Final Responsible for 40th Years Anniversary Strategy November) - Chairing and Facilitate Long Term Development Strategies for @XP - Support the Development of @XP Products - Final Responsible for all National Conferences Logistics - Select OCP and Support OC Selection - Coach and Tracking OCP with the Conference Plan Execution - Guarantee Active communication Between OC and MC - Final Responsible for the relationship with all Conferences Suppliers - Support on the Development of All Conferences Agenda Activities & Results
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From Aug 2009 till today
From July 2009 to Dec 2009
- All Main Channels with outsourced professional suppliers hired and delivering activities inside the planned - Media and Web 2.0 Plan Developed and on Execution - 2 National Mass Media Apperances (Valor Economico and Estado de Sao Paulo) - All MCVP Operations Coached on Positioning and Brand - OGX Programs with Clear Communication Plan for Q4 - Advances on TradeMark Registration (Publish on INPI Magazine) - Develop of National Positioning Package - High Level of General Approve of the VPs Communication with the support - Set and Development of Main Internal Communication Channels and Support the construction of National Matching Campaign for IC and for Internal Communication (All in One Campaign) - 40th Year Anniversary event with 200 people, 15 different MCPs and high level of satisfaction with the event from all participants and speakers - Support TM with the Development of Leadership Product and the development of the External Positioning of Full @XP Campaign - NPM Happens with high level of satisfaction of the Delegates, no big logistical issues and with surplus, even with lower fee. - Work on the consolidation of CONADE, NPM and CONAL Agenda. Key Responsibilities - Lead Strategic Planning Review Process, Implementing BSC Methodology - Planning Trainings and Workshops - Support Company Organizational structure Review (using IT Governance as basis) - Support Company Participation on Government IT Quality Program - Support on other Administrative Demands - Tracking and Review Plan Execution Strategic Planning Consultant at Atena Tecnologia.
Activities & Results - Company Corporate ID Reviewed, Organizational Objectives and goals Set and Strategic Map on Development Process. 4 Trainings and/or workshops about Planning delivered - New Company Structure Designed. - Quality program Certification on MEG (Modelo de Excelencia em Gestao da Fundação Nacional de Qualidade) with high compliments about the level of the company planning model - The Company was so satisfied with my work that even on the MC they still hiring me as a virtual consultant for their planning. Key Responsibilities - Codesign with the MCVP OGX the OGX Products Structure and Management.
- Manage NOXT OGX Manager in Brazil - Coach 8 LCs 09 - Facilitate on 2 National Conferences - Solve Quality Problems Activities & Results
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- LCs I coached with an Average Growth on OGX of 123% on RA (15% more than National Average), 177% on MA (49% more than National Average) and 157% on Realization (38% more than National Average) between the Q3 and Q4 of 2009 compared to the same period of 2008. Some of them (@SS) reach a growth of 600% on EP Realization. High level of Satisfaction on Coaching. - All quality problems reported were solved. Key Responsibilities
mar/09
FACI EUROXpro 2009
- Facilitate and Co Facilitate 5 sessions for more than 300 people (MCPs, MCVPs and LCPs) from more than 40 Different Countries. - Being Part of the Conference Team Activities & Results - High Level of satisfaction of delegates and Conference Team Key Responsibilities
From Jul 2008 to Jun 2009
GCC Member and Project Leader
- Graphic Design Support - Support New Global Website Implementation - Lead Internal Communication Project - Participate on GCC Meeting Activities & Results - High Level of Satisfaction with Materials Developed - Support 3 Global Campaigns - 4 countries supported with their Website Transition - One of the most proactive GCC members on the meeting
Key Responsibilities - Support and coach MC and Network on Communications and IM * Evolve Country Communication Process and Structure * Manage the VPs COMM team - Facilitate Sessions on 6 conferences * Coach 2 LCs and 1 Extension (Granada, Bellaterra and Valencia) * Conference Manager 2 Conferences * MyAIESEC.net Engagement and Support * Lead Strategies on Branding, Recruitment, Internal Communication, Media and Web positioning, Promotion and Marketing. * Support ER on Alumni Strategy and sales positioning From Activities & Results Jul MCVP Communications - Growth of 16% on Country X Results (after more than five years of decrease 2008 to in Spain on X results) with almost the half of LCs that we had in the beginning of the Jun term. 2009 - Structure of AIESEC in Spain Communication Process and other process, with high level of satisfaction of my team, my predecessor, my successor and my VPs. Materials used till today. - Start the Term with only 2 LCs with VPCOMM finish the term with just one LC without a VP COM. - High Level of Satisfaction on Almost all the sessions - Rebuilt an entire conference for more than 100 delegates on only 2 weeks because of Problems with the OC reducing the lost from 5000 € to 150 €.
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- The Average growth on X of the LCs that I coached was of 205% (the highest growth between MC coaches) , Granada was the 1rst LC and Bellaterra the 3rd LC with highest result. The only coach with request for the second round of LC Visits paid by the LCs. - Almost 80% of AIESEC in Spain Internal Communication Channels are focus inside myaiesec. Development of National Engagement Campaigs to use the system. Bug Solving and Report. - Entire Promotion Materials Developed for 2 recruitments(Posters, Media Press Release Model, InfoSession Presentation with guide and etc, you can check on Spain Recruitment Wiki) - National Website reviewed and on the Global New Structure (one of the first and used as GCP for AI and copied by many Spanish Speaking Countries) - Highest number of LCs Media Appearances on the recent story of AIESEC in Spain. - 3 Alumni Events promoted, 3 Alumni Newsletter sent, IAAA Alumni Campaign (4 Cases) Key Responsibilities From Dec 2007 to May 2008
National Exchange Team Member
- Main Responsible for Communications on the Team, - Promote and Control national Matching and Raising Campaign Activities & Results: - All Messages and Materials of NEXT with High Quality, - 70% of Growth on MA and 39% of Growth on RA on Q1 and Q2 of 2008 Key Responsibilities:
Aug 2007
OC NPM 2007
From Feb 2007 to Jul. 2008
Marketing and Public Relations Intern in InovarH – Rede de Inovação e Aprendizagem em Gestão Hospitalar
Oct 2006 and 2007
FACI SDL Northern Empire 2006 and 2007
Logistic, food, materials, parties and support all other OCs activities. Activities & Results: All the conference happened without any big problem. LCPs and MC were highly satisfied. The “Rede InovarH” is a network of hospitals financed by the Health Minister and for OPAS (Organização Pan-Americana de Saúde) that connects professionals in Health Management. They are responsible to engage hospitals, from particular, philanthropic, and public network and stimulate them to share initiatives and cases. I was responsible for promotion, communication, and organization of events to connect those people. I’ve Developed a Marketing/Communication Plan to keep the image of the “Rede InovarH”. 10 events Realized (average of 30 hospitals represented), Marketing Plan made (based on BSC) and “Rede InovarH” website weakly updated with Hospitals news. www.inovarh.ufba.br Key Responsibilities Delivery around 10 sessions about Marketing, Communications, Alumni Relations and other relevant themes. Activities & Results Majority of the sessions received high evaluations from almost all delegates.
From Jan 2006 to Dec
Marketing Coordinator (2006) and VP Marketing & Alumni Relations (2007)
Key Responsibilities - Manage a team that start with 1 member and finish the year with 9. - Structure an area without references (no MCVP), defining process, priorities, focus and achieving high results.
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2007
- Coach 6 Selection Process. - Educate LC around the Global Brand, promote AIESEC (realize events), review website, and search for communication partnerships. Also, focus on new tendency and prepare the LC for changes (Communication Focus, I’m an AIESECer, Brand Experience…). - Take care of many other genneral EB responsibilities. Activities & Results - 100% of LC Members using Leadership Development as core concept to explain AIESEC - Research about issues with over 200 interviewed, Research about leadership development with over 300 interviewed, Competitors Analyses realized with main Exchange Agency and Recruitment Companies used as based for pricing review. - 3 Partnership established with JR enterprises. 8 events realized focused on students. 2 Pocket Recruitments organized, growth in more than 300% in recruitment applicants and 70% of them want to develop leadership and also increased LC diversity of degrees. - Growth in almost 700% of media appearance, being the highest number of media appearances until today. - During the 2 year that I was responsible for Marketing team, AIESEC Salvador stayed as national reference in the area Key Responsibilities
From Sep 2005 to Oct 2005
From Aug 2005 to Feb 2006
OC SDL Northern Empire 2005
- Website development and design materials, as T-shirts, badges - Helping with Logistic Process. Activities & Results - High satisfaction of the Delegates, the Conference had no problems. - SDL NE was one of the only SDL that year with superavit. Key Responsibilities - take care of national website content, stimulate LCs to develop their local websites. - Stimulate discussions around the Global brand Implementation. - Educate and coach LCs about the Brand Strategy.
National Brand Drive Team Member
- Development of the National Communication Plan, and it’s material. Activities & Results - Almost all LCs using Standard website System - We finally had the first functional track for “Brand Workers” during CONAL. - We created educational materials, and LC Brand Coach Tracker, to evaluate performance of the Brand implementation in the LCs. Key Responsibilities
From Nov 2004 to Dec 2005
- Organizing farewell events, making presentations about Brazil, pool TR Member at researches, matching of EPs. Exchange, Finance & IS and Marketing Areas - Auditing process, control of finance flow, legalization, relationship with the external accountant, finance education and organizing LC information. - Educate members around the Global Brand, Align LCs Material.
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- Support Selection Process. Develop LC promotional Materials. - Support relationship with Stakeholders (Alumni/ Organizations/ Students). Activities & Results - All responsibilities accomplished with high level of satisfaction from all the people evolved with the task. - All LC Member Educated on Brand. - Growth in 120% of Recruitment applicants 2. Please list the 3 most important Meetings/Conferences you have attended in the table below. Year
Meeting
Location
Nat /Int
AIESEC in Brazil 40 Years Anniversary Event – 200 people, a lot of historical facts and key information about the Organization Development on the past years.
Brazil/ Sao Paulo
National
MC Current and Final Responsible for the Event
2008
GCC Meeting – Opportunity to think global, develop basis of global Communications Strategies.
Netherlands/ Rotterdam
Internatio nal
GCC Proj. Leader
2009
EuroXpro – First International Conference, and I was a FACI! High level of network and perception of 2 GNs realities, being on a Conference Team with members of both AI Teams (08-09 & 09-10) and the PAI
Romania/ Bucharest
Internatio nal
FACI
th
2006
Role
Although there’s only 3 conferences above I had the opportunity to participate on 26 Conferences at Regional, National and International Level, with many different responsibilities.
Area
Please describe key activities performed & results achieved
AIESEC Experience Management
3. Rank the 3 (three) main areas where you have had the most experience. Highlight briefly your experiences in each.
During my 5 years of AIESEC I worked great part of the time with @XP Delivery related areas, or with activities strongly related with them. You can check my past experiences description and results on the question 1 answer. LR – Leading guaranteeing that on the year of 2007 and 2008 at least 2 EB members always came from MKT area. Mentoring 3 Different people (all of them apply for LCP position, the current LCP of @SS is one of them, and 2 of them with a complete – LR+X - @XP). Support the EB Management on 2007 (Ex: Developing Team Days Agenda, EB work Structure, Etc). VPs Coaching at National Level during my Term in Spain (2 of them became LCP, and their LCs are high performance LCs, on Spanish standards, today) and also in Brazil. Coach the Entire EB of the LCs that I coached (having, on the first time on the recent story of AIESEC in Spain someone from the LC of Granada Applying to the MC of Spain), also start coaching LCPs of FR and IJ (Allocated as coach in November 2010). Development of LR and Full @XPs Products for External Environment, and support the development of Internal Campaigns to motivate Full @XPs. X – Clear Knowledge about X Flow (ICX and OGX) and IXPQS. Knowledge of all basic X Management procedures, and detailed OGX flow. Indirect Support on the delivery of more than 300 X Experiences (Before My MC Experience in Brazil, After That the number more than Doubled). Intense contact and support of EPs and Trainees during my @XP. Besides all of it, I got in contact with @XP concept for the first time 1 year after its being globally introduced and saw its evolution process with 2010 vision approach, what allowed me to really understand the essence of its concept.
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Strategic Development & LC Management
Since I joined AIESEC I have seen 10 different types of Planning Structure and, since the first planning process, as a member on TR, I really get involved, studying and proactively participating. As a business administration student planning were always one of my top favorite subjects, once I found in AIESEC the opportunity to learn more about it, it became a passion. On the year of 2007, although I wasn´t the formal LCP, I played many times this role, I clearly lead all LCs discussion about planning process, building the complete plan structure with my LCP. I also Constantly worked on other LCPs tasks such as EB Management , RI Review, Election Process, LC and Areas Tracking Tool, Governance and Accountability, Relationship with University, Alumni and Other Student Entities. As MCVP in Spain I also tried to guarantee on my coaching process a broader view of AIESEC and the results expected from the LCs. Unfortunately I was able to implement some coach techniques only on the LCs I was coach, once the process was not so well controlled by the MC, some of the results of this techniques could be seen on the question 1, on the description of my XP as MCVP in Spain. On the MC Brazil I´m the only VP from a support Area that has LCs to Coach, because of my profile. I´m Highly Connect with Planning process development, have active participate on steering team meeting because of My role Chairing the @XP Task force. The communication area plan received compliments because of the quality from the PAI and the AI Coach during the visit. Besides of things mentioned above, one of my key personal and professional characteristic is that I have really analytic view. People say that I think in flows and that I’m able to classify and organize everything into a process. And this can be clearly seen in all activities that I led, that in the end, has been really well built and sustainable structure sets, guarantee the satisfaction of all my successors.
Team Management & Coaching
During my 2 years of VP and Coordinator more than 20 different people guaranteeing their performance and development. On my first leading experience on 2006 I had a huge problem with team management, loosing almost all my members, so in 2007 I put Team Management as one of my priorities on my VP experience. In the end of the Year Marketing was the area with the highest retention rate, all the members were satisfied with their experience and the responsibilities that I had delegate and the coach that I gave. The quality of the experience in Marketing team was so good that 2 of the members of the EB 2008 came from Marketing Area. The experience in the area became so attractive that in the end of the year we had 9 members in the area (the biggest area in the LC at the end of 2007). Although the team minimums structure wasn’t in place at that period, checking it today I can clearly see that through my Years as VP MKT all the Team Minimums were implemented. Also the satisfaction level of everybody that I Coached till today could be checked on the Description of my roles as Coordinator & VP MKT, MCVP, GCC and OGX Manager, and reinforced by the endorsements. This happens not just because I’m able to help people solve their problems but also because I’m able to make a true connection with them during the process guarantee that they proactively act before the problems come. I also believe that Facilitating is a Core process of coaching, so this is why I always tried to facilitate as many sessions as possible and today, after facilitating almost 200 sessions at local, regional, national and International level, on 3 different languages, for groups of 2 till 500 people of all sort, I can clearly say that I developed a certain level of expertise on that topic.
PERSONAL PROFILE 4. Why have you decided to stand for AIESEC in Brazil as MCP? What will be your contribution and what do you expect to learn from the experience? Today (21 of November, day there I´m finishing my application) coincidentally is the exactly day there I complete 6 years of AIESEC. You should probably ask yourself, what make someone stay so much time on the organization. What kind of passion makes you stay so attached to this kind of experience. Although over the years I have found several motives that make me stay in AIESEC, like personal and professional development, self-discover, the people I´ve met, the opportunities that I can reach after my XP. The only motive that was always present on all my experience was the impact that I´ve caused, on me, on people around me, on the organization and recently, more than never, on the society I´m working. I can clearly see
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how changing people´s life inside AIESEC, I´ve contributed to shape the society we live and this really was the essence and the motivation that made me rebuilt year after year my AIESEC experience so my motivation could be also exactly as it was when I was a new member. AIESEC in Brazil path for the Next year clearly point for a level of social engagement that has never happened before and be the one who will lead this strong change process on a moment that is also critical to set next generations fundamental stone, and as consequence have a long term impact, is something that clearly fulfill the level of impact I´ve be seeking on my Experience. Today I stand for AIESEC in Brazil as MCP because I see the bright future that next year promises and how it´s clearly connected with the purpose I´ve found for me on the society. CONTRIBUTION 2011 will be the first year of 2015, will be the year of commitment and of setting the paths that will take the organization for a new perspective that it has never imagined. The MCP of this year will need to have a strong organizational knowledge to understand each step that was taken towards 2010 and foresee the possible gaps that happens after establish a long term vision. He will also need to innovate, to rethink organization out of the box, as it was never had be thought before, and also predict what it should be. He will need to have a level of ambition really higher and strong strategic vision of the organization evolution to set long term goals and to inspire people towards it. He also need to understand the external environment and constantly interact with it to readjust the organization in order to take advantage of this transition moment and capitalize the best results. And last but not least, he will need to easily integrate his vision to the LC vision in order to engage them fast to perform the results that this year will need. My Key Contributions will be my Organizational Understanding, Strategic Vision, Strong Adaptation, Creative (but utilitarian) mind, Ability to understand trends and foresee situations, my external/internal environment understanding, my perspective of integration with LCs that is fundamental to engage and my clear and strong ambition of AIESEC in Brazil growth on the next year. LEARN Next year AIESEC in Brazil will become even bigger, the clear perspective of grow on scale, the number of different activities we will delivery and the evolution of the interaction that we have with external environment will turn AIESEC on huge organization. It´s a clear unique opportunity to learn how to manage something that big with that level of complexity towards an ambition that has never been set before. Also I see 2010-11 as year of strong interaction with Non Corporate Sector (NGOS, Foundations, Government) That´s a target that I have on my future plans to work with. As MCP I will constantly interact with those audiences, understanding its demands guaranteeing that a mutual contribution happens Last but not least, next year will set a long term plan and will innovate and rethink the organization, I want to develop even more my holistic view and my capacity to build solutions. 5. According to your understanding of what is leadership, describe your leadership style and tell a situation where you had to lead others, highlighting the results of your leadership. Although I have key characteristics that shapes my leadership style, what I can truly say is that, through my years in AIESEC I develop a high level of flexibility about the way I Lead people, depending a lot of the profile of the people I’m leading, the purpose and the goals we should delivery and the context and environment that we’re working. This can be easily notice if you talk with at least 3 people whom I had lead through my AIESEC Experience. But although I´ve kept this flexibility on my experience, there always some critical points that somehow where present in all my leadership experiences. Driven By Impact: As I said before, in every big achievement I had in my life the common formula was that I always had, somehow, clear what was the impact that I could reach. I’ve never had bought or sold an Idea which I can clearly see the benefits that it could cause. So seek for the impact of the things I´m doing is really important to engage myself and other people with me. Path to Best: Doesn´t matter how simple or complex the task is for me everything has ideal state that should be pursuit. To me set this Ideal is the way how the “B” point of strategy always need to be build in order to engage people in doing their best, because they know is not simple and that they need to work hard, and that they must overcome a lot of barriers to achieve it. So I never set goals for the simple and easy, always for the best performance we can ever imagine. Think out of the Box: Innovation and creativity are core values of my life. Life would be really boring if we keep always doing the same thing, even if it works, because I´m always sure that with a little pinch of creativity we can always perform the better. I like to break paradigms, confront absolute truths, reinvent the possible and after I finish, do it again. For me this is something that inspire people and make them move every time from their comfort zones.
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Understanding Every Contribution: I believe that every single individual has a contribution to give to the humankind, doesn´t matter how simple or complex this is. People that chose to share his contribution is always well received by me! I´m proud to say that all good ideas that I have ever had were the result of other people´s ideas adapted and mixed on my mind. From the Bigger to the Smaller: In order to understand the purpose of the things I´m doing I always need to understand the big picture were it is insert. This is why for me, even almost always working on a support area I had always understand my role to delivery organizational results. Also this is why anyone who had work with me can clearly point my capacity to understand the strategic context of things and point clear strategies that could fit. Attract and Retain the Best: In the beginning of every group activity I’ve have ever led I start believing that everybody can perform the best, once the activity goes on and I identify the best performers, I clearly highlight them on the group, for him to be used as an example. Although I always invest my time on low performers to reverse the situation, but it never going to be the same I invest on high performers. A clear Experience where I had the opportunity to put my leadership style on practice to delivery results was my term as VP in 2007. Although the entire characteristic listed above had evolve a lot since it happened it was the key point where I notice I have all of them and start to work on it. During this Experience I had led from 3 to 9 people over the year (on that time, this was a huge team), the results I achieved is described on the board of “past positions held” and also on the” areas of experience”, where I clearly describe the contribution that I had made to the organization and to the membership of the area. 6. What is your personal biggest achievement and biggest failure in AIESEC, and what have you learned from it?
BIGGEST ACHIEVEMENT National Positioning Service: Although it is still ongoing, it´s already delivering results, and it´s clear how things will evolve on the next months. In 2005 when I was a member of marketing area on my LC I´ve always asked myself “Why the Hell the MC, that is in Sao Paulo and has more money, more influence, more information, between many other mores, doesn´t make a movement for us to be on National Medias, or have really cool Materials, for us to be well known”. For me it´s really a huge achievement that something that I´ve dreamed about five years ago I can see today becoming true by my hands. We have all the main communication channels covered by professional support that assures that the way we´re positioning ourselves are effective. Besides that, this service is becoming really useful for LC´s that are using Materials, Trainings, Documents to enhance their performance on the area, guaranteeing a VP COMM that is really focus on delivery results to operations and it´s not performing only with punctual operational activities such as design graphic materials. Of course it´s not a reality for the 32 LCs, but little by little the National Positioning will evolve following other areas demand like operations and LC Development. What I´ve Learned: Keep your Dreams, make them strategies, convert into actions, and it will become through. Also I´ve learned how to put communication area really focused on delivering what is need to make operations work, and how to manage outsourcing on an integrated way to delivery actions as it was planned and make the campaigns have the impact on the right timeline to delivery results.
BIGGEST FAILURE AIESEC in Spain Results: Although the Country had Grown after five years decreasing, and although really important changes were made, for me my term in AIESEC in Spain was a Failure, because unfortunately there were a moment which I gave up and just accepted things how they were. This was a huge failure for someone like me that really persist on my ideals. AIESEC in Spain could had grown more and change more it´s culture, doesn´t matter the excuses the MC and the Membership put to themselves. In the beginning I struggle a lot and tried to make my team challenge their point of view, but after sometime I just stayed resolute and accept the “Country Reality”, stop challenging myself and my ambitions. Fortunately, at least on the LCs which I´ve coached I implemented some changes, for example, LC Granada was the first LC to make DTs after years in Spain. What I´ve Learned: Never Give Up, find other ways, but don´t let the barriers stop you. Learned how to communicate things on more effective way, so people buy it, instead of resist it. Improve a lot my resilience and also learn how to challenge perspectives. My perspective of AIESEC and how it´s so diverse and had so many different problems in different realities had changed a lot. 7. Which social, political, economic, or environmental event has made the biggest impression on you over the past year? Why and how do you see this relevant for your role as MCP? As a specific fact, for me see the Day that Brazil was selected to host the Olympic Games of 2016 was really remarkable. Not for the Olympics itself, but what it represented for the Country. One Year Before the Olympic was Hosted on
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China, the most growing economy of the world, as sort of certificated to the world that the country was becoming stronger them anyone else could ever imagine before. Have the Olympics here represented that Brazil is starting to become the “Country of the Future” that we dreamed since the 70´s but now it is for true! I´ve passed one year in Spain when the Global Crisis had started, and the European Union countries become mad with it. You turn on the television, open a newspaper, talk with people and the crisis was the only topic. But little by little news about how Brazil was stable, how it was dealing with the crisis start to appear, and when I came back for the country I could clearly see that crisis haven´t affect the country at all, we´re still growing, and our companies were still hiring, and our government was still investing… I´ve always had really clear on my life that I want to be on a place where the relevance of my actions could really impact not only on it but even more. Today Brazil could really be this place, we now have global companies, our government has global voice, our society is developing, and the changes that I would made will have a fertile ground to grow and reach levels that could really represent a big impact. Also as someone that comes from northeast region that historically had been ignored for years, and with the country growth had also grew, it was a prove that things are not unfixable, and that with the right actions you could change a generate impact on a large scale. For me is good to see how companies and cities in Northeast are growing, how a supposed failed economy could warm up again and prove its value and the competence of it´s people. For AIESEC it´s really clear that the growth of the country represents the growth of the organization, but it´s not going to be automatic and on a long term view, if it was bad handled it could become a threat instead of advantage. Once the country grows the opportunities grow, the demand for its society development grow, the level of investments o initiatives that develop the population grow. Also once it´s a long term perspective the investments on the youth that will lead this strong economy of the future becomes a priority. I have followed this process inside and outside of the country, made me had a good perspective of how other countries are seeing brazil´s change and how it´s becoming more relevant. Also, at international level, brazil is also a relevant player on AIESEC global decisions. What makes Brazil´s MCP be a really important voice on global plenary. Brazil is with few countries on the global vector of growing, it´s a center of Investments that should be handled really carefully, and the MCP will have to deal with a lot of expectations towards the country. AIESEC 8. What has been the role of the MC? What should be the role of the MC? Why do you think this gap exists? Year after year the MC role of Lead, Facilitate and Manage the National Network readapt, this is what I see as critical dimensions for next year.
THE ROLE OF THE MC FOR 2011-2012 Interaction with Global Network •Supply and Demand Management •Bring International Perspective •Represent Brazil on Global Network
Provide National Service •National Positioning Service •LC and Operations Coach •Conferences •Financial Investments •Network Education
Keep the Network as Network •Guarantee Common National Direction •Facilitate Communication Between LCs •Compile National Ambition and Drive Long Term Results •Develop and Delivery National Planning •Guarantee Customized Strategies inside an LC Development Model
Organization Representation •Keep the organization accountable to the External Environment •Be the Voice of the Organization with the Government, Foundations and on Key Events •Set Strategies to Evolve Alumni Relationship •Raise partnerships to leverage Country sustainability and knowledge.
The Expressions on Red represent the key Gaps that we have, the ones yellow are gaps that had evolve during this term and that had the potential to be solved by the Next year and the green ones the ones that we´re doing well just need to keep it on tracking so we don´t lose.
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The Current gaps, there are related more to network facilitation and external representation, exist because of historical lack of effort investments of previous MC on the areas. The current MC recently has started to realize that those points are long term bottle necks that could make a huge difference. So strategies to capitalize on those topics have been set but few activities had been done till now. Other specific gaps could be identified on the next question MC weakness analysis. 9. Evaluate the organizational performance in the past 5 years and make an assessment of current strengths and weaknesses of AIESEC in Brazil (MC and LCs) and what they represent to the next MC term.
Exchange 1000 800 600 400 200 0
04/05
05/06
06/07
07/08
08/09
09/10
10/11*
Total
169
204
221
324
481
898
461
ICX
80
80
95
130
223
387
244
OGX
89
124
126
194
258
511
217
Exchange st
04-05
Credit Policy leverage MT TNs Raising, 1 year of @XP Implementation, National Sales Campaigns, Consolidation of Change Process First International Cooperation Initiatives, Question Credit Policy, EP Integration on the LC, National X Growth Challenges, Start of SONA DT Pool Focus through PBoX´s, National ER Meeting, LC´s Expansion, Financial Police, BSC Implementation, DT EP start to appear, pocket recruitment start to be implemented End of Credit Policy, OGX Growth, Exchange Tracking, LC Dev Strategies, Broke Time Mindsets about EP Evolvement on the LC, Country Partnerships, LCs Expansion even More, First big Financial Investments on X, sustainable DTs initiatives start to be a reality DT Huge Growth on Both Sizes, Clear Focus on Operations (all areas towards it), High Expansion, Better Supply and Demand Management, Raise Maturity of Exchange Areas toward Goals, External Positioning start to raise Divide ICX and OGX Focus, All MC Strategy Turned to Generate Operations Growth, Smart Exchange, National Programs, Start to Alignment to Global Peaks, Growth and Financial Investments, Strong Goal Setting and Tracking, Consolidation of Expansion Process National Programs, Strong Supply and Demand Management, Strong Financial Investments, LC Maturity on Growth Setting and Tracking
05-06 06-07 07-08
08-09 09-10
10-11
Leaders 800
Year
Context
04-05 05-06 06-07
Diversification of Areas BPDF Implementation, LCs with Complete EBs Membership Growth, PBoXs Implementation, Focus on Process make Functional Areas Grow it´s Structure, Global Criteria for LR, First Managers Talent Process Implementation, LCs Expansion, PBoXes and Managers Still Growing LCs Strong Expansion, Increase Quality of Membership (More People Applying), Team Minimums, Managers Still Growing EBs Growing, Managers on Operations, Huge increase on results and o membership X+L Strategies, Increase Managers on Operations, Leadership seen as product, LEAD
600 400
07-08
200 0
Leaders
08-09 04/ 05/ 06/ 07/ 08/ 09/ 10/ 05 06 07 08 09 10 11* 0
137 331 460 530 700 337
09-10 10-11
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Year
Membership
Context
APEC (AIESEC People Educational Cycle), @XP and Culture of Excellence Implementation, EP Integration on LC 4000 Activities 3000 05-06 BPDF, and Consolidation of the topics started on the previous term, strong focus on quality of TR and I2A stage. 2000 06-07 GCM and Talent Process Start to be Implemented, PBoX 1000 increase activities and implementation of Global Learning 0 04/ 05/ 06/ 07/ 08/ 09/ 10/ Environment 05 06 07 08 09 10 11* 07-08 Consolidation of BSC Measures for people and talent process. Strong Increase of Functions of areas demand Membership 350 621 14051828186326003012 increase of Membership 08-09 Increase on External Positioning raising number of applicants, Increase on results demand more membership. The fat baby paradigm increase membership productivity not aloud membership growth even with Expansion. Team Minimums start to be implemented 09-10 Exchange grows increase substantially the membership on operations area. Expansion Consolidation. Team Minimums implementation, Induction Model review 10-11 Ongoing Recruitments, Head hunting, Exchange Growth, Operations even bigger, LCs Structure more complex and dynamic
Full @XP 150 100 50 0
Full @XP
04/ 05/ 06/ 07/ 08/ 09/ 10/ 05 06 07 08 09 10 11* 0
29
38
56
04-05
Year
Context
04-05 05-06 06-07 07-08 08-09 09-10
@XP Implementation BPDF and EP involvement Strategies PBoXes Managers, OGX Growth, Financial Investments Exchange Culture and DT Culture OGX Huge Growth, Valorization of Exchange Experience (something basic on everybody’s XPs), EB Traveling on Middle of the Term Strong Cultural Shape for Full XPs. Strong Financial Investments for Full XPs, OGX Working with TM, Country Cooperation for Full XP
10-11
87 112 66
MC Strenght National Programs Logic Country Partnership Management ER
Financial Model Legal Status
What they Represent for Next Term The Logic of Programs was the critical step that the MC needs to start the process of scale growth that AIESEC in Brazil has always thought about. Today MC has clear the steps and the activities that will need to be delivered in order to implement it. Next year the MC will need to have all this logic in place to perform by programs without misalignment and on the timelines set to take the best opportunities The Current way that operations area are taking the country partnerships relationship are really good, we have clear goals, constant follow up and clear steps, and also good personal approach. If the experience this year is delivered on a proper way, we can imagine giant partnership for next years because Brazil we be seeing as trusted country that delivery its promise. What will make our scale growth happens fast. MC Current ER Team has a high level of productivity and a great vision for the evolution of the current partnerships and also a good pipeline to future ones. Unfortunately the current ER Team Capacity is overloaded. Next year ER incomings will become even more critical to guarantee our organization performance, and some critical relations will need to become more relevant, so ER Team must grow on structure, capacity and knowledge. The Current MC Financial Model is good, but it needs strong improvements so It will not be sustainable for the next years. With the growth of the MC Services and the diversification of @XP product new pricing and association fees will need to be developed. The MC has still a lot to Do but the critical activities that need to be done to guarantee the MC Legal status
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Supervisor Group
Weakness Integration of Operations Between Then and other Areas
Strategic contribution of Support Areas Impact Financial Measured
Government Relations Alumni Relationship: MC InfraStructure
are ongoing. Next year be a complete legal institution will be critical for the kind of relationship we want to have with our Stakeholders Today our supervisory group gives really good and based advices for us. The Level of accountability is high and we give effective follow up for their inputs. In order to maintain the organization growing sustainable and improve our accountability procedures that will be critical for an effective multi-sectorial relationship we need next year What they Represent for Next Term Today each area inside operations works by itself. There´s a clear difficult of integration and fast agreed decisions. The level of accountability is also really low and each one see as its own matter what he do, without worry with the impact for other areas. Support areas suffer a lot because of the lack of systemic view of Operations and LC Development has a huge gap to implement operations strategy because he doesn´t have It clear. Once we will grow on the level that we see, if operations doesn’t clarify and share the critical decisions they are taking we will not be able to engage the network and delivery the effective support to the growth strategies MC Support areas today have really restricted and unsynchronized answers to operations demand. Next Year clear roles and expectations need to be set since the beginning, because the structure will need to be really dynamic to answer to the intense changes of Operations area to capitalize opportunities. Support areas will need to proactively discover the key demands to attend on operations. Today Finance are don´t have clear financial measures of impact of all cost centers of the MC, The General financial measures give a restrict overview of the contributions that each area can delivery, but it´s not proactively follow by financial actions in order to improve its return. With AIESEC Experience Products Evolution, X+L, Virtual @XPs and other Different products that could appear on the next year finance are will have to respond fast to this constant product evolution Government is the critical growth vector that we will have next year if we want to grow on the scale that we want. Today MC has huge lack of knowledge of how to deal with this sector. We have no idea of the magnitude of different institutions and how diverse is their way to work and what they are responsible for. Alumni Relations was never treated in Brazil as something with a clear goal associated. With the Endowment Fund that the MC is Created, Long term alumni relations will need to be set and the level of accountability of the organization with this public will need to increase substantially. MC tends to grow year after year in its membership. The Current MC Work space is not able to support this growth. Next year the level of the activities on the scale the we see it growing will demand that the MC have a proper and professional structure to work, even today financial feasibility is not an issue, on the future it will be even less.
Network Strenght Operation Awareness and Maturity
DT Poll
L+X Culture Established
Membership Diversity
Weakness Ambition
What they Represent for Next Term LCs today have clear idea of what is operational areas role and what they supposed to delivery. LCPs make a strong tracking process and goals are really clear for the entire LC. Today delivery exchanges is becoming something natural and normal on LC Realities. Next year this fact will be critical to create the scale of results we want to delivery. In most of the LCs the Best VPs were allocated on operations, so it will be easy for us to grow even more DTs, on ICX and OGX are today responsible for the highest volume of results on all LCs. We still going to have to capitalize on it even more on next years, but also we will need to improve our corporate areas Maturity to also have a scale growth mentality Today we have a significant part of EBs and Middle Managers engaged on Full @XPs strategy and seeing the clear benefits of it. Next year we need to have everybody engaged on it so we can intensify the quality of our experience, also leadership roles will need to flexible enough to guarantee that the pipeline available is big enough AIESEC in Brazil today is a really diverse network in its careers backgrounds, this enable us to explore markets and propose new cooperation for other country on pools that is really hard to find. It also a guarantee that we will have an extensive contribution to different parts of the society. Next year this diversification will be even more valuable once we want to engage more sectors of society and amplify our cooperation to other countries What they Represent for Next Term Although LCs keep breaking some mindsets, a lot of things need to be seeing on complete new context
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Finance Structure to Accountability Leadership Mentality
Support Areas Role
X+L (EP reintegration)
Virtual Environment
for AIESEC in Brazil during the Next year, and the ambitions we set will need to be even more audacious and the challenges we will put ourselves to overcome will need to be bold as it never was before. A strong Mentality shift need to be done on the Network Today, although there a high level of charging from the TNA, and high support from the MC, LCs still doesn´t have a professional accountability structure. In Order to leverage the external investments that we expected on next year we need to guarantee that the entire network structure is accountable so we can use government and foundations resources without problems. Today is really hard to make people think about leadership as a clear product that is sold by AIESEC. We still have to much this product attached to structure and HR demand. LCs need to revolutionized their perspective about this AIESEC product so we can have an effective leadership pipeline to delivery complete @XPs Today Communication, Finance, TM (on the support part) are not strategic enough to have the right perspective about the contributions that they could give for operations. They do punctual activities answering by demand and not by previous clear plan. Next year the structure of interactions between the areas will need to be dynamic, and Support areas must have the vision of the hole so he can give the right help on the right time. Although they know it´s important, and some LCs have already started this kind of initiative there still a lot of paradigms to be broken about the capacity of an EP to come back to the LC and have a LR. Also there´s a clear LR pipeline problem to guarantee the delivery of this complete experience on the right time. Next year both sides need to be balanced and structured to be delivered, so we can really increase the number of Complete @XPs we deliver LCs still have huge problems with virtual experiences, they are not used to virtual track and virtual interactions and generally don´t take it a seriously as it is. Virtualization of the experience is clear growth vector that we will have on the next years, and we need to challenge our point of view and shape a new culture.
10. Which trends do you see shaping the world and/or Brazil in the next years and what opportunities and threats do they represent for AIESEC in Brazil? Virtual Reach: There was a time when virtual life were seen as a threat for normal life, today we know that humankind learn how to make it complementary to our normal lives. Virtual experiences make our daily activities more interactive and more intense. Today there so many different applications that could make us interact constantly about any sort of topics. Mobile evolution and laptops, netbooks and other non-desktop machines also allowed us to interact anytime we want. Web 2.0 simulations, normal machines integrated to internet, and even the 3D televisions allowed us to have even more intense experience with virtual devices. Social sector is also evolving based on internet applications that enable every person to participate wherever they are on any kind of initiatives that they feel interesting for them. Now more than ever is the moment that we have to explore it on a way that we have never imagined before, so we make our BHAG possible. Generation Y Domination: If you don´t know what Generation Y is please watch this video, it´s really clear and dynamic: http://www.youtube.com/watch?v=ZidBmzFFSyk . Once you understand what is generation Y or Millennials, you probably thinking that this is a reality only on young people world, and for AIESEC it´s only applicable to our focus on students. But Genneration Y is no longer the future generation, is the today generation, they are start to rule companies, and been social entrepreneurs and also act on government structures. They are becoming the leading generation who´s shaping the general society perception. Our Communication channels with organizations still to generation X oriented. We need to rethink the way we´re attracting and capitalize on this public. Mark Zuckerberg, the owner of Facebook has only 26 years and rules one the third most important Online Company of the world. For us is advantage because we are young organization, we can easily talk with our commons, the threats that we have is that we still to stuck on the old way to see companies and we can lose this opportunity. The Global Lack of Leadership: Although Leadership is topic that comes from the 70’s until today It has never find a proper space on the market more than some “Monk and the Executive” books type of style fulfilling space on the bookstores. Companies know it´s important but never really had strong investments on it, giving preference to themes more than worn, like sustainability and entrepreneurship. That fact is that Economies like Brazil are growing and sooner or later this lack of
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Leadership will start to strongly affect companies and also the government. AIESEC cannot only be the organization who nd rd provides leaders to 2 and 3 sector, we need to prepare our membership to generate the changes we need on the sector st that has the highest lack of good leadership, the 1 sector. Besides that, little by little more and more private organizations will start to understand that only if they invest on leadership development they will have people to provide their growth. This is already happening on Europe, where investments on youth generation to develop leadership, between other characteristics, are high and the war for talents is really fierce, not only for companies but for also for the government. Multi-Sectorial Interactions: Today sector boundaries are falling. Public Companies, Companies Foundations, Associations, Government Social Projects, PPP´s (Parcerias Público Privadas), Social business, the Convergence between the key sectors of society are clear, all topics on the current economy leads to a more open relationship between this different organs. What Facilitate our access, and also made the structure of this mixed Sector an unexploited market with a dynamic logical which AIESEC could Fit in, a big risk is that during the last years some organizations has been accused of corruption and other things that go against AIESEC values, so we need to be really carefully with the organizations we area partnering with. 11. What do you envision for AIESEC in Brazil in the 2011-2012 term and what National Focus Areas do you recommend in order to achieve it?
Focus Areas
The Year of 2011-2012 is going to be the year where the relevance of AIESEC in Brazil is going to reach a level that has never been seen before. It´s the year where the paradigms of Quantity versus Quality, Exchange versus Leadership will be past and that the Mindset of Social Impact versus Results and professionalism will fall either. In this year AIESEC in Brazil Relationship with all sectors, especially with the government, will be leverage and the membership will develop more than never as change agents that really understand society needs. AIESEC in Brazil will restart to talk about “Issues” again, but now with a clear focus of how working with it will contribute to our results, with clear execution steps coming from it. Our connection with our External Environment will enable us to adapt our @XP fast enough to capitalize on the opportunities that will appear. Our projects will really impact on the communities we are present and our membership that has constantly contact with this environment will also want to live this experience themselves, leveraging also our volume of complete AIESEC experiences. Our results will make us naturally well known, and our national and local promotion initiative will consolidate the image of Youth Leadership Organization that we are, trailed with the impact that we want to cause. Our Virtual and Physical initiatives will expand our reach, to places AIESEC has never been before, and our interactions with key related organizations will make us enlarge the range of our experience. Network's Legalization for Capitalize on Multi-Sectorial initiatives
Expand our Reach
•Finish MC Legalization Process •Make the Entire Network Legal •Apply for Bids at National and Local Level •Using External Investments for Leverage OGX Results •Strong Financial knowledge at local level to guarantee public accountability •Government and Partners Accountability Procedures •LCs Become Local Hubs for Connection Between Sectors •Restart Issue Bases Discussions at National and Local Level •Evolve University Relationship •National and Local Participation on Key Events, and being part of key organizations
•AIESEC XP Virtualization •Virtual Education (Conferences Live Stream, Training Tools) •Increase Level National Virtual Tools •Web 2.0 Strategy •Connection with related organizations •Expansion Model and LC Physical Reach Review •Promotion Overcoming Boundaries •Sell Positioning Product for Virtual AIESECers
Support the Scale Growth
AIESEC is about Leadership & Impact
•Consolidation of National Service Package •Operations Integration with LC Development •Manage Supply and Demand for LR and X •Continue to simplify and reduce operational cycles on the LCs •Diversify Pools of Short Exchanges (Ex: 2 Months MTs) •Role of Support Areas •Diversification of National Incomings and Proactive Investments on Operations
•Continue Investments on Leadership Initiatives such as LEAD •Consolidate Leadership as Product and LC Mindset to deal with it •Simplify Leadership Delivery Process •Strong Internal Campaigns and Investments on Full @XPs Results •Manage Supply and Demand for Full @XPs on Both Sides (ICX & OGX, LR+X & X+LR) •Partnering with Recognized Leadership Organizations •Increase Institutional positioning around Themes Related to Leadership •Capitalize on our growth to promote what AIESEC is About •Leverage PR and Media approach around Leadership •Invest on Marketing Research around Leadership Themes •Collect Membership and Alumni Data and Cases to Give basis to the Promotion
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12. How can AIESEC in Brazil assure the right implementation of our core AIESEC Experience product to increase our relevance towards AIESEC 2015 in the next MC term? Please be specific. Leadership: The evolution of Leadership Product is the clear next step of AIESEC Experience product. LCs will be worried to create a constant pipeline of leadership and simplify Raise, Match and Realization of Leadership Positions. Also Leadership quality standard will be set and the idea of leadership though not as a simple structure matter, but as key @XP product will make it more dynamic. Concrete Benefits of LR will be set and with this milestone taken, the change process on the way AIESEC members will see leadership positions will make it easier to positioning Leadership and also to capitalize leadership opportunities. With Leadership minimums implemented, programs like LEAD will leverage the level of the leadership in the LCs enabling them to perform even better. Integration with related organizations will also enable us to increase our leadership results. Virtual Reach: We can increase the number of people who is join AIESEC, we can make selection process, and induction simpler than we´re used to do. Also we can improve the way virtual teams work and develop expertise on effective ways people can participate. Our Virtual reach can allowed us to be present on the entire country. Different type of virtual volunteers could proactively contribute with the organization development. Effectively Managing social medias we can create all sort of engagement and rethink the way AIESEC Experience is seeing. Partnering with related Organizations: Junior Achievement, Brazil Junior, Rotary and other hundreds of youth organizations have really close purpose from ours, and our development cycle could be aligned with them, they also have partners and opportunities that we can strongly capitalize on to make our experience grow and spread on a way that we have never seen before. External Investments on OGX: Today is already a reality that we are not exploring enough the fact that we can have strong investments from all sector to make more OGX Exchanges. Government can pay for people that can’t afford an exchange, the university and NGOs and foundations also. Companies can pay for send their interns to other companies that are their suppliers or even for other offices in the world. This is clearly something that we are not exploring at national level enough and we´ve never had explored at local level. ICX Corporate and Non Corporate Projects: With a strong Government, Foundations and Company Support we can explore even more projects on all sectors. We can Diversify our pool of short term Exchanges, having, for example, MTs raised to support on Many companies of specific chambers or sector to receive consultancy on expansion, or CSR themes and we can raise the money from the government to do that, or from a company that want to leverage the capacity of the small companies that supply them. The same logic could be applied to Non Corporate. Learning Environment: Next years, parallel to the process of become X and LR and Full XPs something normal that grows naturally we will need to give a higher attention for an element that has been on a corner forgotten, the Global Learning Environment. We can clearly capitalize on it to also generate growth on the other @XPs dimensions, through partnerships that delivery it attached to Exchange and Leadership Experiences. 13. What are the key stakeholders of an MCP? What would be your key principles to manage each? CSN: The CSN is one of the most important stakeholders that an MC should manage, because he needs constantly to share his decisions in order to make all the MC strategy legitimized by the network 1 – You Participate on the decision, don´t lead it, it’s a shared decision process; 2 – The CSN as an organ has the maturity needed to take the paths that will be better for the network, you cannot judge its maturity; 3 – Never use the exception as a rule; 4 – Be incorruptible and never hide any kind of information 5 – Everyone has the right to express his opinion and everyone has the obligation to give him the space; 6 – Focus and Objectiveness are fundamental, but some discussions never going to be that simple Supervisor Group: The Most import font of advices for the Alumni: They are important to develop a complete MC, they have the organizational and market perspective organizational understand and to give key advices that could and had access to data that few alumni have. They also have become really important for an MCP term. They also have the perspective of more than one MC Term. both internal and external perspective really clear, so it´s
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good also for future MCP Path. 1 – They are not Criticizing you! Don´t take it personal, is 1 – They need attention and accountability; their role to always seek for the organization improvement; 2 – You never going to make all the alumni satisfied with 2 – Listen with attention and don´t justify yourself; your decisions; 3 – Answer their questions, and ask the questions you must; 3 – Don´t take the letter of everything they say, sometimes 4 – Be organized and accurate with the data you will present the best advices are hired between tough complaining; to them; 4 – Always Aloud yourself to be inspired by one of their 5 – Give concrete follow ups to every advice and input they stories; gave; 5 – Ask questions, the ones that really care are always 6 – Don´t wait till the Day of the meeting to consult them. available to support you and will do it with a lot of pleasure. Partners, and Prospects: Are not only our support but they Government and Legal Institutions: AIESEC in Brazil must are critical for us to connect with the market and increase start to have an intense and articulated contact with the first our relevance. Also they are good for an MCP personal life, sector, we lost constantly a lot of opportunities and also gets sometimes even as counselor. unarmed for possible threats. 1 – They are not an ER thing, guarantee that at least you´re 1 – Be Accountable to them with things that really shows getting involved with the strategic ones; impact; 2 – Always find an opportunity to engage them on 2 – Never let the bureaucracy beats you; something new; 3 – Make Partners; 3 – Participate on their events; 4 – Be updated to the Opportunities that may come; 4 – Know each partner and guarantee that every partner has 5 – Chose a focus, each institution could be an entire world clear purpose for been a partner; and you can easily get lost; 5 – Have a close relationship with some of them if possible. 6 – Keep the Legal Advices, it worth every cent; 7 – Be legal! MC Team: The MC team is a critical daily stakeholder of the MCP, they are the ones who support the country performance and that make the MCP vision true. The key principles that I see as relevant to manage my MC Team can be found on the Next Question. 14. How will you select and manage your team?
SELECT Shared Vision: The Key First step to select my team is to have clear that their ambition is aligned with the ambition I have and that was approved by the national plenary if they elect me. It´s important to understand that share the same vision doesn´t necessarily need to think exactly like me. The candidates will need just to have a clear goal to the organization that somehow had common points with the vision I set, and also will need to have the flexibility to adapt it once the team is formed. Team Dynamic: With the first step took, I will understanding the candidates’ key competencies and characteristics to adequate it on the environment I want to have on the team. It´s really critical to have a team with high level of communication that the interaction between their profiles are easy and the relationship between them is positive. People need to connect in order to work together and have this profile open to integration will be critical for me. Diversity of Profile (right profile on the right place): Second step took, I will analyses each people profile, using tests and interview my allocation of roles will be more based on the profile I want to each role than on the knowledge or experience that the person has. Although I need that everybody fits on the team overall dynamic, I need diversity that could be complementary to each other, and that guarantee that I have a creative, strategy thinker, executors, people oriented, practical and all the other different of profiles. Capacity of Delivery what is proposed: Third step took, the last step is to check if the person has delivered before, at his past experience inside and outside AIESEC, the results that give to him the legitimacy in what he´s saying he will delivery on the MC. He also had to have the Organizational and Functional knowledge needed to be on the position he is applying for and also the network perspective in order to develop an MC view.
MANAGE Sharing our Vision: The Critical point for an effective management is that each one, on his own way, find his path to same common goal. If the vision don´t share the same clear vision they will never work properly together. So the first and most important step on manage my team is related to create this general awareness and common understanding of the place we want to be, as a team and as an organization.
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Everyone Contributes: Of course that are hierarchies and roles inside the team, but I believe that everyone should have an opinion about everything that we deliver as a team. So open spaces for proactive contributions, is really relevant, not me as team manager, but everybody has to have this openness and aloud everybody to give inputs, once this input is useful and not just random critical with no base. Clear Roles and Goals: To guarantee that the contributions that each one has in the team their responsibilities on delivery the vision has be really clear. Hierarchy and structures exist not only for an effective communication but also to facilitate decision process, each one has to know that if he is in the position he is, is because their profile, knowledge, skills are the most adequate to be where he is, of course everybody evolve, and during the process changes may happens, but even those changes need to be made really carefully with clear goals associated to the changes. Coach to Reduce Learning Curve: MC Learning curve cannot be too large, of course it´s not that simple. I Believe that MCP role on this process is really critical. In the beginning of the term an alignment must be made and expectations of selfdevelopment must be set in order to guarantee that people are developing the critical things to perform the best since the beginning, so is normal that on the first months the MCP dedication is highly centered on guarantee that the team get the rhythm and after that that a constant tracking is done. Balance and Care: For me an MC team should care a lot with each other, we are put far from our families and friends on strange city, with an intense acquaintanceship and a stressful charge from 32 LCs. People can go mad if they don´t balance their lives and take care of each other proactively. Awareness of the others is something that must be really intense and present on the team. Also the team must have fun together, fell good sharing with each other, and have cool team activities. Of course, professional relationship is above all things, but on all the experiences I´ve had good relationships were critical to improve professional relationships. Open Space: It´s really contradictory when the MC stimulates the LCs to discuss about global issues, and have out of box ideas and the MC never aloud itself to have this kind of space. For me the MC should always have sharing moment, learning moments to think the key ideas that could make THE big change we need to do that many times will be a thousand times more effective then been in front of a computer working the entire day. 15. What will make a difference for AIESEC in Brazil to grow in the next term? Please be specific. National Service Evolution & Scale Up Positioning: The Consolidation of National Services is something that is really predictable for Next year. Of course, MC Capacity will need to grow to Delivery this service in the level of excellence it needs to be done. NSTs Structure will need to maturate, and their role will be closer to the MC. Investments on External support tends to grow and the service will little by little spread to other areas such as IM, Finance and ER. Our promotion initiatives also tends to grow, once our results grow, we will have even more things to communicate on our channels, and our public relevance will increase, enabling us to appear on more relevant medias. @XP Product Development and Supply/Demand Evolution: First thing is that Leadership Product will develop the way it is seen, as I’ve said on Question Number 12. With Leadership Consolidation, Full @XPs results will strongly increase once the pipeline management for both X and L will be easier to match, and the supply and demand will be easier to deal. Short Term XPs will increase and LCs will simplify process to adapt to this reality having more dynamic short activities that delivery the results expected. On ICX side the LR+X will start to become relevant, what will demand a strong alignment of how to sell AIESEC leaders. Also, Country partnerships will need to be set also for ICX and Investments related to generate also leadership pipeline on other countries will need to happen. Operations Integration: Today the way that Operations areas manage the information they send outside and the needs that they have is not coordinated or clear. With Full @XP evolution, the level of integration between operations areas will need to be higher. Mainly on ICX side, where great part of the area processes are centered on it, the level of integration will need to be higher. Also the Demands of Operations with support areas will need to be clearer, the efforts to coordinator, financial and promotion initiatives will need to come from both sides. At National Level, the MC structure probably will get more complex and LC Development initiative will need to have a higher level of interaction with operations areas. The strategy of grow will need to be set on agreement with both areas. Tools to guarantee this integration, and also a strong cross educational process between the areas will need to be set. ER Incomings & Non Corporate Relationship (Government, Foundations): As it was said before, next year is a clear year of Diversification of Incomings, and Non Corporate Sector Relationship. It´s really important to understand that Non Corporate Doesn´t mean third sector, it means all the other sectors but the corporate one. Also it´s important to understand that, the same way today we are seeing LCs growing their results capitalize on corporate sector for fundraising for DT projects, we can capitalize on Government and Foundations to fund raising projects of incentive of corporate sector. ER Incomings at National
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level will clearly grow, and ER strategies will evolve more foundations and also will expand for more cities. ER Team will grow and sales teams that sell national products will cover the entire county (even the places where is no LCs). The increase on Incomings will aloud MC to make more proactive investments on the network, also the ER team will be always focused on initiatives that could leverage @XP(ICX, OGX and LR) products, such as National Programs, like EduAction. Not just profitable relationships will be set by ER people, but also key institutional relationships will need to be done in order to improve our positioning and open doors to sectors where we have a low reach.
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