AIESEC ETHIOPIA MCP APPLICANT

GURSHA 15.16

HINDEKIE AMSALU

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6PERSONAL INFORMATIONSurname: BayeFirst Name: HindekieCurrent Role: MCVP Finance, Legalities, Administration and Alumni relations.AIESEC Entity: EthiopiaContact Number:+251913600452Skype: kecho.amsaluPrimary E-Mail: hindekie.amsalu@aiesec.netSecondary E-Mail- ahindekie@yahoo.com

Studies & Work Experience

University Completed: Addis Ababa University

Bachelor Degree Awarded: Economics

Work Experience Acquired: None gained in my study area.

PRACTICAL AND PROFESSIONAL EXPERIENCE

Date Description of experience Level of responsibility Key Learning

06-10-2011 Data Analyst Intern Analytical skills

07/2013-06/2014 Finance and Projects responsible

Local EBmember

Contingency planning skills, team leader skills, stakeholder management skills

07/2014 to present Finance legalities member National EB member

Financial and Legal management skills, administrative skills.

GURSHA 15.16

PERSONAL QUESTIONS

1. What is your drive to continue in AIESEC?I can not only select one thing that drives me to continue my journey in AIESEC.

The main ones would be:The people I meet every day in AIESEC:The fact that it gives me the skill set : If not for this organization it would take meten years or more to acquire.It addresses the gap of society: The thing that gives me most drive to stay inAIESEC is the fact that it shows me all the gaps in the society and in myself and atthe same time it gives me the platform to become the solution to all those gaps Ihave identified whilst doing the same for those I lead.

2. Who are you and what are your values? How does this shape yourleadership style?I am a person that has a clear vision and path for what I want to do, Iam very understanding, analytical and driven. I am open andappreciative of new ideas and interacting in any kind of new learningplatform. I am implementation oriented and I never give up for what Ihave set out to do.

I value loyalty most of all. I also value open minded, understandingand action oriented behaviors. I value honesty, drive, passion anddrive.It influences my leadership style in a way that I like to be an actionoriented leader. The team I lead will have clear vision and the drive toachieve that vision. The way I lead for those who choose to follow mewill be for their benefit as well as mine. I am a leader that istransparent in what I do. I shape people into becoming the best ofthem in a way that benefits their society. I believe in being a leaderthat inspires people in what they do not what they say.

3. What is your purpose in life? How will your possible MCP term help you inachieving it?I would like to change education for my country. This takes being bold, patient,

persistent and strategic. I believe that being MCP will either give me or enhancethese traits that I need into becoming the person that changes Ethiopia’s education.

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64. Describe your leadership experience and give keyconclusions and learning points you have regardingleadership?

I have been a team leader in my entire AIESEC experience.This experience has thought me to be very strategic and veryflexible. It has also thought me that the same leadershipapproach does not work for all kinds of teams. I have led ateam that is too action oriented, I have led a team that hadno clarity or knowledge in the beginning, I had led a teamthat has amazing strategies but minimal action put into it. Ihave led a team that was detached from each other. And Ialso have been a team member in these kinds of teams.My key learning point is I have learned your members leadlike you do, so be the leader you want to see others become.Be flexible in your approach because everyone has their paceand their own unique contribution to the team you lead. Bevery open because every member will give you at least onething that will shape the leader you are becoming. Do not beafraid of change because it just means you are growing withyour team and not alone.

5. What are the main challenges you expect to faceduring your term regarding the following areas; and: Howdo you plan to overcome them?a. Your Team- I picture a team that is one, and that willassist each other in challenges of another portfolio. Iwould picture facing a challenge if the team becomes tooinvolved in each other’s business in the name of assistingeach other.b. Your Work- The main challenge I would face is balancingthe work and personal life.c. Your Personal Life- The main challenge I would facewould be same as my work life.My team I would make sure to track their priorities andshow them the perfect balance between assisting a teammate without affecting their autonomy.For my personal life I would need to be more structuredand plan everything personal or work in a way that theycan complement each other.

6. What role do you play in a team? What unique contribution can you make to the 2015.2016 team?(Provide one example)

I am a visionary but also the one that usually gets the team back to ground so they can put what they have dreamedin to action. I am usually the one that is very sensitive about the personal part of being a team as much as theprofessional one. I am a true believer in loyalty in a team.My unique contribution as MCP 15.16 would be that I will make sure that my team will focus on their personaldevelopment as well as their professional. I would make sure the team has a personal attachment to each other. I wouldmake sure that their dream of what they would like to do for AIESEC in Ethiopia through their portfolio is achieved bypushing them to be action oriented.For example:If elected I would like to work with group of people that are very ambitious and would share my vision of bringingradical changes to AIESEC in Ethiopia. And I would push them to become implementation oriented and achieve all theambitious plans they have set froth.

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7. Rank the 3 main areas where you have had the most experience inand you consider that are related to the position you are applying for.

LCVP iGCDP of AIESEC in AAU- : I worked in this position for the last sixmonths and it has been the most challenging yet rewarding experience. I wasin charge of formulating and implementing projects, making sure thatalready implemented projects are running smoothly, assuring that internsthat participate in projects are having a quality experience starting fromreception and accommodation. This role has thought me skills in contingencyplanning, team and stakeholder management, and thinking strategically and Ibelieve these skills are a required quality in MCP.

MCVP FINANCE of AIESEC in Ethiopia- Working as MCVP Finance andlegalities in this position has helped me work closely with every portfolio.This opportunity has helped me to understand and analyze every portfolio. Inmy position so far I have been dealing with external audits, legal registrationand the like. These activities have helped me analyze the external positioningof AIESEC in Ethiopia. Personally it has also helped me to be patient,persistent and calm under pressure.

Coach of AIESEC in EiABC – Being the coach of this entity has made me astronger leader than I was when I started my term as MCVP. I have had thechance to work with great and determined individuals with in this LC. In thestarting of this term they were facing challenges of their own and being theircoach has given me the privilege to help them overcome their challenges andstrengthen my leadership skill.

8. List the relevant conferences/meetings/trainings you have attended in the past.

Conference Roles Dates

NPC 2013 Delegate July, 2013

Pioneers 2013 Delegate October, 2013

Kickoff 2014 Delegate February, 2014

NPC 2014 Facilitator July, 2014

Pioneers 2014 Delegate October, 2014

AIESEC in Hawassa Chair November, 2014local Induction Conference

AIESEC in AAU 2013 Facilitator November, 2013local Induction Conference

AIESEC in AAU 2014 Chair November, 2014local Induction Conference

Training Camp for Finance, Facilitator November, 2014

Legal andAdministration and Alumni

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9. Analyze our current mid-term ambition (AIESEC 2015) in relation to the AIESEC Way and the BHAG. What are the successes,

challenges and key learning’s attained over the past 5 years?

AIESEC 2015 is the midterm ambition that defines where AIESEC should be in 5 years. The AIESEC way guides the way we do what we do.The BHAG is our big dream that challenges us and pushes us to progress. AIESEC Way, BHAG and AIESEC 2015 along with the programs wedeliver help us working towards fulfilling our vision, Peace and fulfillment of human kind’s potential.Successes- We have provided more experiences, different ways of doing what we do. We have come up with more innovative ways of

capitalizing on our strengths and alleviating our weaknesses. We have delivered much more experiences.Challenges- In Ethiopia it was challenging to instill the mindset of AESEC 2015 in members. In the name of achieving numbers we havefaced different quality issues regarding the experiences we gave

Key learning’s-We need to make sure quality is necessary as much as qualityWe need to upscale on our visibilityWe need to upscale the number of XPs we need to deliverWe need to upscale on our innovations.

10. What should be the direction of our next mid-term ambition?I believe the direction should be to still fulfill the three statements that was stated in AIESEC 2015 and more or less in 2010.

AIESEC 2015 was the bearer of the what, why and how of AIESEC. The next midterm ambition should revolve around a new method ofhow we deliver our objectives and also should have a great balance between talent capacity development and driving numbers.AIESEC 2020 also should identify the compromising ground between a member oriented and a number oriented entity.

11. What key learning should we take from AIESEC 2015 for our next mid-term ambition (AIESEC 2020).

Quality- Even though it was a challenge we have been taking different approaches to solve quality issues and wehave to have a strict control on quality for the coming years too.Innovation- We have been trying to create faster and simpler ways in order to give unique experiences for all of ourstakeholders. And this is something that definitely needs to continue on a larger scale.Global reach- Our reach has become more credible over the years but we need to still work on it since we havemore to do before we become the global youth voice that we can be.First Choice Partner- Regarding first choice partner also we need to take a different approach in a sense we need towork on partnerships that actually realize the vision of AIESEC and the company. We also need to capitalize onregional partners so as to ensure the growth of all regions at a similar pace. This way, regional partners lead toglobal partners and we can achieve the goal of becoming the first choice partner.Ambition and Core Purpose alignment- In the way of providing one million experiences we were somehowsidetracked from our core purpose which is Leadership. We have come back to track from being more numberoriented but our next midterm ambition needs to emphasize on our core purpose and that big number we aregoing to meet has to result in more leaders.

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12. What will be your contribution to the next mid-term Ambition?I will create a good base for the next four generations to come so AIESEC in Ethiopia will play a magnified role in fulfilling the 2020 ambitions. I will contribute by creating a talent pipeline that is aware and connected to the 2020 vision. I will contribute in aligning my goals for my term to the experiences that are supposed to be given in 2020.

13. Analyze the Leadership Development Model (LDM) in the context of

AIESEC in Ethiopia.

The Leadership development model is currently the single most importantdocument that AIESEC in Ethiopia needs to capitalize on more often. Thisis because, one of the basic problems we face as an entity is‘understanding’. We the leaders of the organization, our members andtherefore externals do not fully understand exactly what kind of‘leadership’ is AIESEC talking about? Or exactly what is the outcome weare hoping to get from our members/exchange participants? Meaning thatthe question of ‘why do we do what we do?’ has never been clearlyanswered. Hence in the current context of AIESEC Ethiopia, it is notevident that all our programs are working towards the development ofself aware leaders who are responsible for the world and have effectivemeans of communication. However, efforts are recently being made tostructure the experiences we deliver based on the model. We aredesigning an EP and TXP lead structure that is based on the threeelements and the delivery of tracked inner and outer journey. By ensuringthe implementation of this structure, AIESEC Ethiopia will soon be able toutilize and manage all participants in all 4 programs and more importantlydevelop the leaders that this country so desperately needs.

14. What is our role as an organization in Ethiopia? What in your opinion should we do to make AIESEC more relevant in Ethiopia?I believe our role in Ethiopia is to develop the youth of Ethiopia by givingthe m the practical skill set that they desperately want to acquire. I believethat AIESEC in Ethiopia is addressing one of the biggest challenges that thecountry is currently facing; the inability the youth of Ethiopia to diversifytheir skill set, discover themselves and be the best they can be. This issuearises from first the education system. We have a rigid education whichallows only to practice a single major. We have no opportunity that gives smulti range of skills. There is no platform that allows s to try new things, tryand fail, to develop our own strategies to overcome a problem. There is noorganization that helps the youth understand the corporate and noncorporate sector. There is no one or no organization that is willing to makethe youth part of the solution bearers. AIESEC in Ethiopia is the soleorganization that fills all these gaps. We have to increase the externalvisibility of AIESEC in Ethiopia. We need to focus on PR, we need toimmerse ourselves in different events that showcase volunteerism andempowering the youth. We need to showcase our impact by partneringwith different media. We need to be certain that representatives in AIESECin Ethiopia are present for any relevant event that is covered by media orhas potential partners; We need to create a good communication base withorganizations that work in empowerment so we study how to fit AIESEC inthe society very well. We should invite any relevant stakeholder to playdifferent role in AIESEC in Ethiopia. For example: We need to invite onegovernment official that is related in to our vision and what we do to bepart of the BOA of AIESEC in Ethiopia.

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615. Draw a SWOT (or any other) analysis of AIESEC in Ethiopia.a. Based on your results estimate how we can capitalize on our strengths to improve short and long term goal results.

b. What must be done to strengthen our weakest areas and how can we prevent them from affecting our operations?

STRENGTH- Implemented operational procedures in all

functional areas especially TM/LCD in allLCs

- Member education and clarity on finance andlegalities- Fast growing OGX number in the Africa- Good amount of HR and operationalknowledge in marketing portfolio--Impactful projects

THREAT•Succession in LCs•Operations run by the entity may not alignwith our legal registration•Bureaucracy in companies and visa processes•Too many focus areas in MAC portfolioQuality issues in OGX

OPPORTUNITY- A very unique and sought after product in youthtoday, that is TXP and OGX- Vast number of international companies thatcan partner up with the entity- The new simpler, smarter, faster online system ;EXPA- Quality experiences being delivered andincreased NPS in IGCDP

WEAKNESS- Member clarity- Product packaging in OGX- Lack of capable HR in BD portfolio- Lack of proper synergy know how and structurebetween Front and Back office.- Marketing in IGCDP- Finance sustainability- Team structure of our drivers within LCs- No Public awareness of AIESEC in Ethiopia

In order to convert our weakness to strength, I am implementing a new MC structure that will address eachproblem and solve it in a sustainable manner.As for our strength I am going to work on innovative ways of developing them and sustaining them for theterms to come.

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16. How can AIESEC in Ethiopia engage and utilize the global network toensure we increase our strategic development and result?International Conferences- AIESEC in Ethiopia members need to participatein these conferences and in a sense that they are visibly active and are usingthese platforms to create cooperation that can be translated in to moreexchange experiences.If elected MCP I have a plan of hosting the next east African PioneersCongress which will help immensely in utilising the global network and alsoinvesting in LC members to go on these conferences.Partnering with entities to facilitate international opportunities for members-By investing in creating different Ceedership opportunities and alsoparticipating in Ceedership opportunities AIESEC in Ethiopia members canalso utilise or network.Showcasing international opportunities (Faci, Ceedership, and differentsummits) so our members participate in these platforms and engage in theglobal network.EXPA- This new faster and simpler system helps us learn more about theentities we are interested in cooperating with. It makes our projects morevisible and facilitates our EPs in finding more opportunities. It will help trackin the focus and delivery of each entity and learn more about the network. Itgives you more room to expand our operations.Global partners- By identifying companies in our country that are workingwith AIESEC at the global level we can raise them to be sub regional partners.

17. What will AIESEC in Ethiopia be remembered for after the 15.16 term (your vision)?a) Describe the key milestones you would want during your termI envision an entity that is: LC driven. LCs with the correct and efficient talent pipeline and a clear focus.

An entity that has achieved a TIER two position through iGCDP(450+) and oGCDP(300+) with in the Global network.

That has the capacity to make GIP a national and local focus.

That is well recognized within the Ethiopia community.

That initiates innovative ways to collaborate with in East Africa(Sub-regional partnerships, creation of GCP sharing platforms, creating East Africa marketing campaigns )

That is in the capacity to be a major contributor to our next midterm ambition.

That has immensely contributed to the final push of AIESEC 2015 goals.That is comprised of majority of members with an integrated experience.

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618. Create a National Strategy to ensure AIESEC in Ethiopia grows in the framework of 15.16. What should be the role of AIESEC in Ethiopia to contribute towards the growth of the East Africa sub-region?

The national strategy that I am going to follow is going to work on up scaling oGCDP& iGCDP. There are five main strategies working towards this goal.(They also include our contribution for the East African Sub region)

MARKETING- Ensure a clear and strong brand for Projects, effective utilization of our website ,working on massive showcasing of iGCDP and oGCDP impacts and results -National Product packaging and Promotion by creating campaigns for IXP: to increase talent attraction and conversion Our contribution to the sub region would be different campaigns regarding collaboration.

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PR: By identifying and tapping into the resources that will enhance the visibility of the impact that AIESEC inEthiopia has on its stakeholders we can make sure AIESEC in Ethiopia is visible in the sectors we work in or weaspire to work in. Through the business development and public relations portfolio AIESEC in Ethiopia willorganize events and be part of events that are relevant to the core business of AIESEC in Ethiopia. This willbenefit AIESEC in Ethiopia to upscale our operations and create mutually beneficial sustainable partnerships.We will work on showcasing iGCDP and oGCDP projects and EPs to the Ethiopian community. To increase theengagement of AIESEC with media in Ethiopia.

Standard and Satisfaction:Ensuring quality through implementation of a national quality board that corresponds with a local quality assurance teams in order to ensure delivery of quality experiences for both OGX &ICXStandardize OGX and ICX processes.

Partnerships and financeInvesting in general operations Ensure entity Partnership along with creation of a clear co delivery strategy. Ensure Revenues from TN Takers Fees and Local Sponsors and focus on sub regional partnerships. Exchange fee discounts for all EPs that come from and go to East Africa

LCD: Through the portfolio LCD I will ensure that the proper structure and synergy flow is in place. There will be a growth model for each LC, that will pin point our synergy flow. LCs need to have a distinct focus area. There will be strict control on the means of funding for all local projects, through ensuring the iGCDP portfolio is lucrative enough to sustain not only the portfolio but also the local entity. By also piloting and educating this nationally we will change the perception of iGCDP’s maximum potential is to sustain itself.Providing structures for learning to support national product packaging.

GURSHA 15.16

19. Critically evaluate the national organizational evolution from 2011 through to 2014. For this consider;A The Global Directionb. The role of the MC and the national plenary (LCPs)c. Organizational alignment & performanced. Key learning's from each term.

2011/12The MC at that time was concerned withpositioning the entity. The mainstrategies were country partnerships andfree exchange.The role of the MC was also acting asLCEB, they were both strategic andoperational heads.MC was acting LCEBPoor external environment analysis,major legal impediments, PR events weresuccessfully implemented that increasedthe public image of AIESEC in Ethiopia.

Performance

TMP100 iGCDP 46 oGCDP 6TLP 45 iGIP 8 oGIP 4

2012/13a. Strong country partnerships, strongbrand within the AIESEC network.b. MC was extremely involved in mostLC’s operations, the MC was partlyoperational, one LC was fullyindependent.c. There was misalignment betweenthe operating LC and MC. All localcommittees did not formulate a clearstrategy for their respective LCs. Mostof the energy of the entity was towardsthe execution of AFROXLDs.d. LCs were not financially critical, poorevents planning and implementation.

PerformanceTMP 192 iGCDP 83 oGCDP 25TLP 82 iGIP 5 oGIP 5

2013/14a. There was no clear global direction.b. MC was a strategic head than any othertime in the past. MC was overlooking andmonitoring LC activities.C. Poor national planning conference, MCand LC vision did not align. LC was notaware of MC plan. The LC and MC goalswere not the same.d. MC and LC should have a synchronizedplan and there should be a time consciousorganization and implementation of events,the implementation Projectized model tohave focus areas and for the MC experienceto be intensive. Easier to implement plans.

Performance

TMP 951 iGCDP 36 oGCDP 22TLP 341 iGIP 6 oGIP 8

2014 to nowa. The national direction is wellaligned to the global directionb. LCs are aware of the plan ofthe MC. But there is still a gap inthe implementation of thenational strategies.c. MC and LC have morealignment in this term but still isa working progress.

d. Until now, propercommunication is key, synergy isthe main tool that is needed todevelop our national drivers andachieve our goals.Performance

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20. What will be the changes that will leverage the volume of AIESEC in Ethiopia ELD realizations during the 15.16 term? How are these connected with theexternal environment? Do capitalize on the growth and relevance to society.

The changes that will leverage the volume of ELD realizations are those related to changing the weaknesses and threats in to strengths and opportunities.The first is strengthening Public Relations through quality events that will lead to the creation of mutual beneficial partnerships and public credibility. This willin turn facilitate and increase ELD realizations by creating financial sustainability and trust in the organization. The second one is providing IXP to membersthis will increase the understanding of our core product among our members to better our retention rate. The last one is related to capacitating membersthrough education; Structured M.E.C and customized LEC. Lastly, is actively working on engagement of members through different events and campaigns, andcapitalizing on projects that are attractive to TN takers.

21. What kind of culture would you like to see in AIESEC in Ethiopia next year? What steps will you take to foster that kind of culture in our organization?For my vision to become a reality I believe there are three main cultures we need to be collaborative, innovative and implementation oriented.If AIESEC in Ethiopia is going to become a TIER 2 entity, become comprised of members with integrated experience and pilot any of our GCPs with in East Africa,we need to be build a strong collaborative culture.I envision an entity that will be a major contributor for the sub regional and global network and pioneers of initiatives for the sub region; in order to achieve thiswe have to come up with innovative ways running our operations.To be the best that we can be to realize what we planned to be the AIESEC in Ethiopia we need to be an entity that values implementation.The main step I am going to take is to take up the role model approach. I will make sure these cultures are well deep rooted in the national team and all myimmediate team members are instilling these cultures with in their portfolios.I will focus on creation of platforms where we showcase these cultures as means of working towards our goal.

22. What needs to be in place to be more of an LC driven entity? How do we implement it?• we first need to empower them with the right tools that will assist them in creating a structure that aligns with their focus

operations. I believe currently that most LCs do not struggle with identifying what their focus should be but what synergy isneeded to drive success in their focus areas.

• LCs would need assistance on visibility so that they can utilize that public image to foster connection with in their universities andpotential local partners.

• The projects with no means of funding need to be completely cancelled in order to ensure that the iGCDP portfolio can sustain itself and drive funds to the respective local entities.

• We should invest in LCs by creating an investment plan that will benefit both LCs and the MC: this investment will be assisted through the national partnerships we will form. .This investment is to make sure that LCs have a starting ground to build on their operations. This investment plan will also address the facilitation of LC members going on exchange.

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23. Define the structure of your MC team for the 15.16 term. What impact do you think it would make on the key programs?

MCP

BD&PR MAC TM ICX OGX LCD&Expansions F,L&A

As you see from my structure the main changes I have made are dividing the portfolio BD&iGIP and TM&LCD.My strategies for the term 15.16 include up scaling our OGCDP & IGCDP numbers, building the correct and relevant talent pipeline, piloting different initiatives within East Africa and building the public image of AIESEC in Ethiopia.

I believe this is the right structure that needs to be in place in order to efficiently run or operations.

The impact I see on our operations is that we will have more HR dedicated to increase our talent base and expanding AIESEC with in Ethiopia, which will gear AIESEC in Ethiopia towards delivering more quality experiences.

24. Evaluate this year’s strategic direction of AIESEC International. How successfully has it been implemented in AIESEC in Ethiopia and why?This year’s strategic direction is comprised of innovative ways of bringing fundamental changes in both back office and front office; strategies such as TXP evolution, customer flow for every portfolio and strengthening integrated experience.The global strategies were communicated to AIESEC in Ethiopia clearly through entity coaching, invitation for summits and evaluation of all plan of the entity by AI responsible.

25. In your opinion what should be the top three (3) priorities for AIESEC in Ethiopia for the 15.16 term? Why do you think these 3 are the crucial ones? oGCDP & iGCDP up scalingBuilding the correct talent pipeline with maximum capacity to run operationPiloting of different initiatives in the East Africa network.In order to increase our visibility to the external and internal network, to contribute immensely and create a strong base to drive high GIP numbers in the long run we need to upscale the experiences we are offering in our GCDP portfolios. To realize this goal we have to prioritize the two I have stated above.