German Arciniegas LCD Application

DATE AND PLACE OF BIRTH:

January 5th of 1989, Bogotá, Colombia

MyAIESEC.net EMAIL: [email protected]

PERSONAL EMAIL: germancho.arc

SKYPE: germancho-arciniegas

MOBILE: +2 01008610799

Electronic Engineer from Escuela Colombiana de Ingeniería

DATES COMPANY/POSITION RESPONSIBILITIES EXPERIENCE GAINED

Jul 2010- Jan 2011

IBM Colombia/ Service Product Support Intern.

- CRM tools mgment - Account mgment - Action Plans Tracking - Marketing support

-Marketing Plans Tracking and Execution. - CRM Tracking and Data Analysis - Performance tracking and Logistics

DATES POSITION ENTITY

Jun 2011-Current MCVP OGX & COMM AIESEC EGYPT

Dec 2010-Mar 2011 Alumni Manager AIESEC ECI

Dec 2009-Dec 2010 LCVP M&C AIESEC ECI

Jul-Nov 2009 External COMM

Coordinator AIESEC ECI

Jul-Oct 2009 OCVP RTC AIESEC ECI

YEAR MEETING LOCATION ROLE

2009 NPM Bogotá Delegate

2010 LIM-LTM Bogotá FACI

2010 LDC B/manga Delegate

2010 NatCo B/quilla Delegate


2010 LIM-LTM CALI FACI

2010 RTC Bogotá Delegate


2011 NRM Sinai, Egypt FACI

2011 International Congress

Nairobi, Kenya

Delegate

2011 Activate Sinai, Egypt FACI

MCVP OGX @Egypt: SOPs, Country partnerships

management, National products development, Exchange management, 60% GIP Growth, Overall LCs growth

on OGX performance

• As LCVP M&C @ECI 2010: Best EB member.

• As MCVP COMM @Egypt: National process standards, OGX-TM-COMM

Synergy creation, National TV appearances, Strong Social media tools

AAST Cairo LC Coach @Egypt Strategy

•20 Members applying to 6 EB positions • 212% Growth in GCDP Raising

• 155% Growth in GCDP Realisations • 313% Growth on GIP Raising

• LC reserves can sustain 1 year of operations. • Biggest recruitment on LCs History

• EB motivation • Coaching on X Understanding

• Mindsets breaking • Introducing growth

Culture.

First MCVP COMM @Egypt Strategy

• LCVP COMM on all LCs •COMM process standardized

• Top 2 Country on FB fans after Tunisia

• Coaching and training • Mindsets breaking

• Synergy OGX-TM-COMM

Discover Campaign @Egypt Strategy

• 1100 new FB fans on 1 month • Over 100% Traffic growth on FB fanpage

•500 GCDP Applicants in 1 month

• Clear GCDP message • Constancy

• Tactics Innovation

Leading M&C at @ECI Strategy

• Standardization of Process • Top 1 Media appearances on 2 Quarters • Improve general positioning on campus

• Members empowerment through operations • External awareness

• Proactivity

Managing 2 MC portfolios Strategy

• 151% Growth on GCDP RE respect to 2010

• 60% Growth on GIP MA & RE •Understanding OGX in very short time

and drive performance on it

•Proactive learning • Synergy management.

• Time and Priority management

MA

IN A

CH

IEV

EMEN

TS

AREAS WITH MORE XP

As MCVP and LC Coach: SONA Analysis

LC Report LCD Model management.

Coaching and training Conference management

CO

MM

OG

X

LCD

German Arciniegas MCVP LCD 12-13 AIESEC in Colombia


Why MC in Colombia? Ill try to transmit this behavior to my MC team mates

and also through my actions to the LCs that work everyday for the AIESEC in Colombia Goals

It will help a lot on connecting each team mate contribution to the overall development of the organisation and also as LCD it will help me to understand better the situations and

realities and take actions towards.

This characteristic will help me to manage good relations with my MC team as well as with the LCs in terms of trust

regarding coaching advising

It will be challenging in the communication with some people but also be honest and direct with the messages

will avoid many miss understandings.

This can affect in term of team work but will help me a lot in times of pressure take decisions fast to bring solutions

for problems.

Strategically

Committed to results

Perfectionism

Impatient

Harshness

Empathy

In terms of process can affect the speed of some flows but it will also bring the best output and will avoid corrections

and repeating these process

STRENGTHS

Weakness

After working on an international AIESEC environment I have realized the power of this organization and how can

develop powerful individuals and impact sectors and communities.

Considering the impact that I want to have in my country

during my professional life, I consider MC in AIESEC in Colombia, as the as the first step to do it. How through my daily work I can drive growth to the organization at national and local level, how this work is going to be reflected on the development of the future leaders of the country, and how

the work of these leaders is going to impact their environments and build a better Colombia for the future.

I believe on the potential of AIESEC in Colombia as

organisation and believe in each and every individual that contribute to the growth of the entity and follow their

dreams through it. I would like to be one of these individuals again and follow the dream of develop my

country through the MC Experience in my Home entity, Colombia.

Where I meet the powerful individuals developed by the organisation and I realized how can they bring a change and impact to their country

BEHAVIOURS


•Go from “Quality Vs Quantity” to “Scale & Sustainability”. •Leadership development through Delivery of ELD programs. • Growth and competition Culture. •Innovation by EXECUTION. •Impacting through each program delivered. •Showcasing our Impact.

Most of the Top performing countries have growth in very short time, introducing this kind of behaviors to the membership, AIESEC in Colombia must evolve and drive performance in our local entities through these behaviors,

connecting AIESEC with interest and needs of our main costumer: Young people. Is very important to understand that the Leadership development comes directly from the delivery of ALL our Programmes, no Delivery of GIP, GCDP, No full

Leadership development.

I HAVE A DREAM IN

How to be top 5 in all ELD Programmes Globally? What is missing?

TMP & TLP Programs must drive growth to GCDP & GIP Programs

Young people: We are recognized by young market through our value based platform, WHY, HOW and

What of AIESEC, all Young people is on “Engagement with

AIESEC Stage”

Members: In 2015 each and every

member of the organization is taking a Program with the

highest quality possible, which is developing his competencies and his

entrepreneurial leadership

Parents: They understand

AIESEC´s added value and support all

AIESEC Activities.

Companies: They understand our product

and support the 4 Programs of the LED phase through: CSR projects, GIP TN takers, NEC,

and ER Products NGO: Every organization of the

third sector recognize AIESEC as the first choice

partner and most of them are already

partners

Government: The ministries become a

strong channel to reach our TN takers, sponsor of GCDP

Projects in each city and support TMP & TLP programs delivering facilities for them (Visas, Physical spaces, etc)

Alumni: Satisfied with their

benefits and support the organisation at

many levels.

AIESEC network: Winners of UBS Global

excellence award, Top TN and EP Supplier, GCPs Source for

all the network.

Universities: Our main LCs partner in terms of

Financial sustainability , TN Takers, PBoX sponsors,

Recruitment´s main channel

Organizational structure

Governance and accountability

“Global Citizen” Framework

National ER Management

Expansions as ER Product

International relations

Managing information

EwA Activities

Cross-functional synergy

Investment at local level

Local financial sustainability

Local Sales management and TN raising

Leadership Development

Membership Productivity

Talent development

Market analysis

IT infrastructure

Alumni network

Public relations

Product Development

IGCDP based on projects and issues.

CSR Projects as ER product

Connection with PND and PLD

LCs Liquidation

Visas management

Local Account management

Legality

Brand reputation


SWOT of AIESEC in Colombia

S W O T

“The ultimate measure of man is not where he stands in moments of comfort and convenience, but where he stands at times of challenge and controversy”

Dr. Martin Luther King Jr.

External opportunities

Priority Strategies Results

LC Productivity

•Scaling UP operations(Vertical) •Talent allocation focused on Core areas •Members´ Induction through operations

•Exchange MM structures based on projects. •Strong Reward and Recognition system

•Financial model improvement

•Vertical growth of all our entities. •More members delivering Programs.

•Fast Induction •Members empowerment.

•High quality TMP & TLP Experiences •Less members doing more exchanges.

•Membership motivation and connection •LCs with more ownership to invest.

LCs Sustainable Development

•Audacious Development plans. •CSF/KPI Definition to track Development plans.

•Clustering based on growth phase. •GCPs sharing through virtual and physical spaces.

•CEEDs and Envoy Investments. •Improve our Channels (LC Visits, Conferences, Coaching,

Training). •LC Report and Functional reports based on SONA.

•Fast Growth culture on LCs. •LCs understanding bottlenecks and identifying

next steps •More efficient and effective MC Coaching.

•Strong cooperation between LCs •Healthy competitive atmosphere.

•LCs Fast evolution. •More members with proper education to perform their JD.

•Standardized process at local level.

Process innovation

•IT solutions investment (Online payment, EP & TN Contracts system,

CRM, Segmentation, EP recruitment) •Improve Administrative process

•Products Pricing review.

•Short time delivery of EP and TN flow •Members focused on core process •Higher scalability of our products

•Members empowerment. •Proper tracking of process.


•LC Financial sustainability (Operations) •Investment on students development(TMP &

TLP, OGCDP). •Educational and social projects

Sponsors(IGCDP) •TN Takers(IGIP)

•Include GIP in Education pensum (OGIP)

• PND approach (click here)(IGIP) • Engagement with local projects of

localities. (IGCDP) • Education ministry supporting “Global

Citizen” framework (OGCDP & OGIP) • Providing learning spaces (TMP & TLP)

• Professional OD consulting. (Operations) •Leadership development seminars (TLP) • Learning spaces for Soft and Hard skills

development on members. (TMP)

Universities as main partner Connection with Government External Consulting Support

http://www.dnp.gov.co/LinkClick.aspx?fileticket=NOQVO8cdJaA=&tabid=82

Our new experience will make us

the most diverse and credible

Global Youth Voice

Our new experience will make us the First Choice Partner across sectors

Our new experience will make us create a cross-generational

positive impact on society

• EwA activities like Y2B forum and JNLJ are improving our positioning and connecting more customers.

• EwA activities must deliver more content of AIESEC to engage people with right message.

• IGIP is not well performing and also

70% of TN are on education sector. High

Pricing

• OGIP growth understanding peaks,

EP profiles and Sectors.

• OGCDP Growth through Int. Coop. and “Global citizen” framework

• IGCDP projects are not well implemented yet, raising bottleneck, high pricing.

• TLP XPs are lacking of leadership development through operations.

• Top 4 Globally but this TLP XPs are not driving same Growth to Exchange Programs.

• TMP Experiences are not delivering the promise to the members reflecting low retention rate.

• Top 2 Globally but this TMP XPs are not driving same growth to Exchange Programs.

• Alumni benefits not delivered or not know by the alumni.

• Alumni VP at National and local level allow more focus on the stage

Engagement with AIESEC Reach to Wheels

Showcasing our impact: Spread simple testimonials of students, companies and NGOs impacted by AIESEC Strong media approach and aggressive PPRR.

Stakeholders connection Y2B forums, CSR Workshops, PBoX Development on campus to engage our student market and connect different stakeholders.

Global Youth Voice: Expanding our physical and

virtual reach. •Showcasing our impact we

become credible and aligned to our promise.

•First Choice Partner: closing the Gap between our stakeholders we create more awareness about the reach

and impact of our organisation in many sectors

Life Long Connection Reach to Wheels

Engagement Through Benefits: •Develop Benefits model. •Benchmarking on professional Alumni programs. •Showcase Benefits.

Alumni´s Impact: •Alumni as Business partner •Alumni showcasing Impact of the organisation on him. •Alumni connecting AIESEC with different sectors

Global Youth Voice: Expanding our physical

and virtual reach. •Showcasing our impact we become credible and aligned to our promise.

First Choice Partner: Connecting our

organisation across sectors.

Positive Impact: Alumni as a brand of

AIESEC creating impact on his environment Experiential leadership

development Reach to Wheels

Up-selling: • Develop Up-selling models aligned with career plans. • Marketing programs among Participants. • Reward and recognition. • PPRR along programs to maintain customer satisfaction. •Implementation of LEAD (AIESEC International Development program)

• Download framework to national level • education to LCs on LEAD implementation •Tracking on LEAD implementation and results

Global Youth Voice: The diversification on the delivery of our programs will increase our physical

and virtual Reach

First Choice Partner: Our high quality leadership development will make us

relevant across sectors.

Positive Impact: Creation of betters leaders through the improvement

of their experiences will create a stronger impact

on his environment

Connection

@XP in @Colombia

Strategies and Contribution

+ = =

=

Time to be ambitious! LC and MC Coach define an ideal state

of the LC (Next step on the growth curve they want to be).

Taking in consideration: Money, Knowledge, Experience, HR, Time.


Sensing

Cluster

Define Goal

Dev. plan

Follow Up

Feedback

Leadership

• Analyzing LC Growth path. •Analyzing LC phase according to Greiner

curve • Resources sensing(Money, Knowledge,

experience, HR, Time) • Sensing LC´s behaviors and culture.

According to the parameters obtained on

sensing , clustering is done. Why? • MC and NST Customized support.

• More Efficient and effective MC Coach. • Strong Cooperation between LCs. • Use of external potential LCs have. • Creation of a healthy competitive atmosphere, where everyone has a

chance to become THE BEST. An MC member is assigned to manage an specific cluster or groups inside a cluster.

Building the way! LC and MC Coach create a Development Plan with

clear CSF/KPIs related to LCs plan and SONA. Execution of development plan will Overtake the

crisis between the phases. Dev. Plan + CSF/KPIs = Growth Path

Following the Path! 1) KEY MC Services Delivery:

LC Visits Conferences

Coaching Training

2) GCPs Sharing 3) Envoys and CEEDs.

4) Constant Tracking of CSF/KPIs

Final Measuring of our path! Development plan´s analysis CSF and KPIs measurement

LC Report General recommendations.

Case 1: Overtake of Crisis and phase advance-> LC goes to sensing again

and define new goal. Case 2: Crisis wasn´t overtaken-> LC goes to sensing and new Dev Plan is

created.

1. LC Development Model

LC

LC

LC

LC

LC

LC

LC

LC LC

LC

1

2

3 4

5

6

For further information about Greiner curve click here

http://www.mindtools.com/pages/article/newLDR_87.htm

http://www.mindtools.com/pages/article/newLDR_87.htm


2. How to support growth of the extensions in Colombia?

Aggressive Development plan composed by:

Operations Training

Strong Follow Up

•Full time CEEDers. •Summer Envoys.

• Include Extensions training on NEC.

•Customized trainings from NSTs. • Extensions Submit

• Knowledge management.

• CSF/KPI constant tracking.

• MC Coaching. • LC Visits.

• Virtual MC-LC spaces.

Everything is about leadership! •Leadership development plan for EBs. •External coaching on leadership skills.

• Leadership development through the execution of operations. (Experiential)

LCP

VP

M

VP

M

VP

M

Leadership Development

•Proper execution of the Development plan will ensure growth of the entity (MC, LC or extension) •The must powerful way of growth and leadership development is through the delivery of the 4 ELD programs.

•Membership connection with national plenary is important to introduce AIESEC culture, Motivation and GCP sharing. •In this phase, Learning must be distributed 40% through NEC and LEC and 60% Experiential.

•In this phase the Extension must see every challenge like an opportunity of learning and growth. •PR plan execution with partner Universities is mandatory.

•Financial resources must be track carefully along with MC coach •Sustainable operations takes to sustainable future

Key additional points

1

2 3

"Try to learn if you do not know. Unless you walk

yourself, how will you be able to lead others?"

- Hafiz, Persian poet

German Arciniegas MCVP LCD 12-13 AIESEC in Colombia 3. LCs Financial Development

University

ER

OGX Product Packaging

OGX Investment

University Relations

As we can see on the Growth-Share matrix, OGX function is a revenue generator function, that’s why the smart investment on OGX will bring

more results and also capacity to invest on IGCDP.

High OGCDP Growth rate: 117% Market share: 45%

IGCDP Growth rate: 32% Market share: 15%

Low OGIP Growth rate: -2% Market share: 26%

IGIP Growth rate: 15% Market share: 15%

High Low

Data source: Myaiesec.net statistics AIESEC in Colombia 2010 & 2011

University partnerships can evolve year by year with the right delivery of the promise. What is next? New products: • University can support EP fees of high caliber students to go on X. • Besides GIP TN taker, Universities can be Sponsors of IGCDP projects providing either accommodation or money for it. • Support on Members Development (Conferences fees) • Including products mentioned on “Product packaging” strategy also.

Packaging our products at local level with additional benefits to the customer will bring more value to our proposal. Conferences, Global Village, Online exposure, Offline exposure, Recognitions, CSR Projects, LEC, Opportunities promotion, etc. Create a local portfolio and start raising money.

Based on our IGCDP investment, Administrative cost (MC Fees, AI´s Fee, etc) and Operations, then, ER, IGIP (Considering actual partners revenue)

and OGX goal are set quarterly to support our outcomes. Money must be distribute smartly on our outcomes at right time and place.

Investment model

4. SONA Evolution The SONA as a measurement and tracking tool allow us to see our organisation from a deep view to analyze our operations and performance. How ever, the Impact that our AIESEC experience has in their stakeholders can be measured with another type of MoS.

We can based the measurement of the operations that we run on the flow of the Canvas models of our 4 Programmes. This would tell us exactly were are our improvement points on the delivery of our programs. Regarding EwA and LLC are stages not well defined yet in terms of measurements, so, Its time to invent, try and Innovate, In Example EwA(# of Discussions on Interactive Channels), (# Young People Understanding Why, How and What of AIESEC) LLC (# Alumni sponsoring Alumni Activities(non GCDP-GIP))

Thinking on the measurement of our impact, in a more external environment, we must evaluate what we want to see in 2015 on our society, and how can we measure this impact through AIESEC, I.E. % of Global Youth Population engaged with/through AIESEC # of Global Leaders who would recommend their experience % of Alumni that have said "I create positive impact in Society currently“ # of Sectors represented by TN Takers % of Partners that have provided "AIESEC : The 1st Choice Partner" Endorsement

Connecting our internal operations with the Impact done on our environment we will be able to measure, analyze and improve our organisation.

Market Share

Ma

rket

Gro

wth

Our administrative services are standardized and the auditing

and reporting is very good but … how is this affecting our operations, delivery and

financial status?

German Arciniegas MCVP LCD 12-13 AIESEC in Colombia 5. Proposal to manage MC services

If in 2012 march we raise 1000 EPs… is someone going to check 3000 contracts?

Process Innovation

LC Coaching: Besides LC visits, constant tracking must be done in general to sense and be able to react on time to some bottleneck or crisis on LCs. Local Conferences: Real engagement of the new members with the organisation, Overall AIESEC understanding. Allocation based on Skills, backgrounds and competencies. Trainings: Operations calendar analysis is done in order to foresee specifically knowledge needed by the LCs to run their process. Create synergy between functions including them on the trainings. Mostly virtual and Physical if is mandatory, some financial resources must be allocated.

Solutions:

What if our online payment is available 24/7?

What if the EPs legalization is done all online?

What if a system can generate agreements and bills instantly?

What if we don´t have to send and receive contracts through physical mail?

How much money an LC or the MC would save if there was no need to send physical emails?

• IT solutions investment

•Process Simplification.

•LCs with standardized process able to run administrative process by their own.

Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May

Conferences Natco RTC NPM RDC & LDC

Local Conferences

Coaching LC Visit 1 LC Visit 2 LC Visit 3 LC Visit 4

Trainings (Virtual and physical) Constant along year.

Functional Coaching (Virtual and physical) Constant along year.

Functional coaching: Main channel for functional knowledge to LCs, can be composed of monthly chats, One2One meetings, Newsletter, Wikis, etc. and as Trainings, is always up to membership needs.

Split by LC Clusters instead of regions. The Content of the

Conf. is more aligned with LCs

Dev. Plans and LCs reality

MC coach-LC engagement, members alignment with new MC

direction, LCs Own analysis and building next steps, Functional

workshops as opportunity to deliver

clustered training.

Conferences: Key Focus MC-EB connection, Leadership skills

delivery, strategically thinking development and GCPs sharing.

RTC & RDC

Natco

Planning framework is delivered. New EB alignment with national

direction, GCP sharing and Tools are delivered for each cluster.

LDC

NPM

• LCVPs of AIESEC in India put the forms on available

Interesting facts

• In AIESEC in Brazil, the time for a form to be put on available from raise is max. 48 hours

• In AIESEC in China, a form is put in new, Available and Match in one day.

• In AIESEC in Turkey, the time for the JQ sign and the form be on available is from 1-3 days

• Members education on process standardizing

German Arciniegas LCD Application

Documents

Transcript of German Arciniegas LCD Application