Julio Gutiérrez Sánchez Contact Details: E-Mail: julio.gutierrez@aiesec.net Gchat: julito1515@gmail.com MSN: joulsthebest Skype: julito1515 Mobile: 3016003824
AIESEC Experience
Conference
Role
Place/ Date
LDC II
Delegate
Barranquilla/2007
LDC I
Delegate
Santa Marta/2008
50th
Delegate
Bogota/2008
NatCo
Delegate
Cartagena/2008
LDC II
Delegate
Bucaramanga/2008
NPM
Delegate
Villeta/2008
LDC I
Delegate
Barranquilla/2009
NatCo
Delegate
Medellin/2009
RTC – TtT
Delegate
Cartagena/2009
Anniversary
Position
Year
Communicator
2008
CSR Team Member
2008
ER Executive
2008 – I
Internal Communications Coordinator
2008 - II
VP CoMM – EB Member
2009
Work and Professional Experience Position Marketing Manager
International Student’s Assistant Career0 International Relations
Employer
Date
Key learning
OCI / Uninorte
2007 II
Promotion and Marketing
OCI/ Uninorte
2007 I – 2007 II
Client Service and Assistance
University Universidad del Norte
Date
Key learning
2007 I – Until Now
Promotion and Marketing
CAT Results: http://www.myaiesec.net/content/viewfile.do?opern=next&contentid=10100021
1.
It is the middle of your term and due to financial restrictions you need to do a cost cutting exercise. How would you do the cost cutting exercise? What would be your approach? Please argument your answer.
In order to do an effective cutting exercise, it is fundamental:
Expenses Analysis 1. 2. 3.
Outcomes reduction or elimination
Plan to decrease fixed charges
To analyze what is generating expenses to the Local Committee. Once we get the analysis it is necessary to eliminate or to reduce outcomes but focusing in those strategies and activities, which will increase our incomes in a short-term. Finally along with the EB it will be the time to seek for actions to decrease or to unite the fixed charges.
With the first action, we aim to identify the outcomes in order to be aware of the situation and to have a solid base to make decisions. The last two are addressed to maximize resources effectively. This is an effective way to get over the restrictions because these actions will guarantee later not only our sustainability but also that we can execute the actions we pass away in a mid-term (by being aware of the situation and reality, our decisions will be more focused during decision-making process), and also Core activities, which provide us with enough resources, won’t be affected for those issues, and finally once we get resources we will continue with the normal activities.
2.
What, do you think should be the National Focus Areas for AIESEC in Colombia in 2010? Please Argument your answer.
High Quality Exchange Delivery Process
•Right now we are executing big projects focused on exchanges: 250 OGXs for India and Abriendo Caminos - 30 ICXs. Until now, this is what we are doing, however as part of our strategies to still increase our performance we will establish more projects like those ones at national and at local level. Unfortunately one of our main bottlenecks is the delivery process, and this process is vital in order to ensure the high quality of this exchanges
eXchange + Leadership Experiences Increase
•For the next year, AIESEC in Colombia will generate more exchanges than ever before, indeed it is our responsability to increase our X+ LR; we can not become only into an exchange machine, our vision as a n organization is the peace and humankind potential and we will get this thorugh the development of change agents who lives a complete Experience
Membership Empowerment
•In 2010 as well as today, we will be living a great evolution as AIESEC in Colombia leaders. and we will have high goals to overcome resuls, this situation demands a membership motivated and ready to take new challenges, thus we must empower AIESEC in Colombia members.
3.
Please list what you think should be AIESEC Uninorte´s 3 main priorities. Develop strategies and results expected for each one of this.
Priority
Strategies
External Relations Focused on Exchange Growth and Stakeholders Satisfaction
Results
Positioning through 40Th Anniversary + NatCo Barranquilla.
Smart Capitalization on 100 Xs ERs
Our Projects manage at least 70 Xs Stakeholders are satisfied with our work
Non-Corporate Sector Approach through ICX Projects
PRM and Account Management as ONE
An increase in the # of enablers and supporters supporting life-changing XPs High # of Alumni involve in LC activities and supporting them
OGX Product Development
Internal Quality Processes Strengthen
Alumni Management & Involvement University Relationship Management (consolidation)
Processes Systematization and Standardization
DTs + CEEDership Project (ICX and OGX)
Organizational Management
Smart Growth Management
Barranquilla recognize us as the first option to activate leadership Increase engagement of Stakeholders
Talent Allocation and Reallocation Process Reinforce (MoF for Everyone)
External Support Groups Conformation and Consolidation
International Cooperation
Membership InvestmentStructured Rewards & Recognition Program
Membership Empowerment through Talent Education and Training Process Strengthen
Strong Relations with university and their dependences Diversification of revenues.
Knowledge Documented Processes are run effectively
Increase number of exchanges An increase number of challenge LRs
Members are discovering and developing their potential.
High Retention Rate High Quality of @XPs
Increase number of LC-LC, LC-MC Partnerships Our Projects manage at least 70 Xs Members have a clear organization understanding and they can transmit it. High Retention Rate Members are motivated We reach each one of our goals and get overachievement Increase people who live a complete life-changing XP (LR+X)
LR + Exchange Program
4.
How do you think should be the planning and transition of your team? (Please include specific strategies and activities) Planning and transition for a leadership team are fundamental processes to succeed, in fact firstly transition should be both –addressed, what means, Outgoing and Incoming EBs need to be prepared with physical documentation concerning the topics they are going to talk about, for example: Documented Processes by outgoing – Perceptions about Processes by incoming (as well as on one to one, and team to team). Secondly, it is necessary to be real; it must happen and it is necessary to understand their importance on activating a good year and the new leadership team, so there will be a monitor transition in order to gather all the information. And also should be guided: with the purpose of giving the significance it has, it should be plan, a week for transition with an agenda and specific topics to be discussed. On the hand of planning, it should be effective and flexible; indeed it is necessary to receive feedback from externals and to analyze what will be the most simple way to get what we aim, furthermore Support Areas should be really involved in the planning of core areas in order to fulfill their function as support areas, and be able to handle the growth of our Local Committee. Finally, both processes should be firstly Inclusive, by the side of planning is important to make people feel part of this, as well they are going to execute the plan and by the side of transition, it is true this happens from one to one or team to team, however it will be good begin with an input given by the same LC members about what they consider should not be repeated and also to update them about how is this process going (i.e. outputs about every meeting).
Transition Strategies
Style ___ Both – Addressed Transition (One to One and Team to Team) _______ Inclusive, Real and Guided Transition
Activities
____
____
-Minimum Documents Standardization -Transition Monitor Feedback
Minimum information needed per area Definition (i.e. Action Plan reviewed, Final Area Report, LC Status etc)
-Talent Performance Appraisal Review ____
-One to one monitor transition.
-Transition Program Development
-Feedback to processes documented (outgoing view)
-LC Members Engagement -Coaching and Mentoring Program (only during transition time) -External Ground and Assessment
-Team members performance review (in each team)
_______
-Agenda for transition creation and implementation -Constantly update Members about how is transition going -Outputs released and transition documented after it.
Planning
Style
Strategies
Activities
______
______
-Local Planning Meeting
Agenda Creation for LPM focused on AIESEC Relevance and Planning Inputs per team for planning
-@ Relevance Set Up Campaign During Planning
_________ Inclusive ________
-NPM Back Home!
Effective and Flexible _______ Support Areas focused on Core Areas
____ -Strategical and Tactical Planning -Planned based on BSC -External Awareness Vision _____ -Support Area VPs involved with Core Area VPs (i.e. Goal Setting even per Q)
5.
______ CSF and KPIs Goals setting External Trainings __________ Exchange Day Plan Talent and ER Day Plan CoMM and Finances Plan Day
Which do you think are the 3 main challenges AIESEC Uninorte will have for the next term? Develop specific strategies and activities to overcome them.
OGX Projects Delivery Non-Corporate Sector Approach
•Smart Capitalization on India Project ERs| PRM Strategy for 100 Xs Stakeholders | Partnership Management | X + LR Program | CoMM Strategy for OGX Project Results | OGX Product development | EPs Follow up Program
•Non-corporate Sector Approach through ICX Projects | PRM and Account Management as ONE | Alumni Management & Involvement | Clear Market Research | ICX Strategy Design
•India Project Partners Data base creation
•Mid-term International Cooperation agreement •Develop tools to keep in touch with Stakeholders (i.e. newsletters)
Market Analysis and Segmentation Alumni clusters Development
LC Trainings
High eXchange Performance + NatCo 2010
•Rewards & Recognition Program | Talent Allocation and Re-allocation Process Reinforce | Organizational Management | Members Education Cycle | Membership Empowerment through Talent Education and Training Process Strengthen | Marketing Research
LTT Empowerment Member educations cycle design Clear Market definition for different projects
6. According to Barranquilla and Atlántico’s plans. Which should be the markets (3) AIESEC Uninorte should work with? Develop 1 product per each
TOURISM MARKET
SOCIAL MARKET
Barranquilla Competitiva
Inclusión Social
Competitive Barranquilla is a Project based on exchanges from AIESEC Uninorte which aims to put Barranquilla on the map at international level as a competitive and profitable city to invest, due to its strategic location and cultural arrangements. Objectives:
Inclusión Social is a Project from AIESEC Uninorte which has as purpose strength NGOs in Atlántico, that are supporting actively to the integral human development and sustainable economic development of the Department (two strategic central themes of Atlantico’s development plan), through the integration of these entities, establishment of networks and training in organizational processes.
Objectives:
•To make Barranquilla be recognized as a city full of opportunities, where international business managers can make their organizations growth. •To Promote Caribbean’s Culture as a an important element of Colombia •To show Barranquilla as a great place for its inclusiveness to foreigners
•To reinforce commitment of NGO in Atlántico, by providing them with the right tools to increase their impact •To decrease social issues arising in the Department •To improve NGOs organizational processes to support their sustainability.
Educational Market ENGine: ENGine is a project focused on topics concerning about how to make effective international businesses through the learning of English as second language. It is designed for to SMEs CEOs, potential exporters, and everyone interested on exporting activity.
7. How do you think AIESEC Uninorte could become more relevant, according to Barranquilla’s needs and issues? (3 needs or issues, 1 product per each)
Poverty and Vulnerability Mundo de Papel
Mundo de Papel is a Project from AIESEC Uninorte around Social entrepreneurship which aims to decrease the high poverty and vulnerability indicators in the Atlantico’s children population, by making citizenship awareness of this problem and working along with government entities gathering in the development of strategies to overcome this issue. Objectives: To raise awareness about children situation in Atlántico in the community. To develop and execute strategies, which supports the increase To improve NGOs organizational processes to support their sustainability.
Education on HIV Prevención
One of the Millennium Goals is to eliminate and to reduce this disease, thus AIESEC Uninorte presents “Prevención” , a project which seeks for increase the awareness of this issue through learning environments and social marketing campaigns to foster the use of mechanism that reduce the index of mortality for HIV. Objectives: To make Barranquilla as one of the most important contributors for millennium goals through VIH responsiveness To design strategies to engage organizations and people in the project.
International Investment Proyecto Exportar: Barranquilla is the Colombian city who receives more Foreign Investment, due this potential, enterprises internationalization should be a must do, indeed, AIESEC Uninorte has “Proyecto Exportar”, a project which consists in the development of export areas within SMEs and Big enterprises.