Jasmin Torres MCP Application AIESEC in Colombia 12.13

AIESEC ROLES DATE LOCAL COMMITTE PRESIDENT

– AIESEC TOLIMA 2010

LOGISTIC AND EXTERNAL

RELATIONS NATIONAL

DIRECTOR

JANUARY-FEBRUARY

2011

NATIONAL PROJECT

MANAGER EJE CAFETERO-

AIESEC IN COLOMBIA

MARCH 2011-

CURRENT

MEMBER COMMITTEE

VICEPRESIDENT OUT GOING

EXCHANGE AIESEC KENYA 2011- 2012

MAIN AREAS OF EXPERIENCE

LC DEVELOPMENT To be founder member of my LC , AIESEC Tolima in 2007, gave me the opportunity to understand how an AIESEC entity have to work, in order to increase de number of experience delivered and the quality in the internal processes

PROJECTS MANAGEMENTE AND EXTERNAL RELATIONS As LCP of AIESEC Tolima in 2010 and National Project Director in EJE CAFETERO 2011, I had the opportunity to work and to understand the corporate sector in different regions in Colombia, and to identify clear opportunities for Project implementation and Expansion (e.g Ibague on a Global Scale 2010, other projects in Manizales, Pereira and Armenia

EXCHANGE MANAGEMENT As MCVP OGX in Kenya 11.12 , I have the opportunity to understand and develop the new Exchange Programmes (GIP and GCDP), in a country where traditionally OGX operations are not the strong point. To develop OGX areas in a local level and increase the performance in more than 200% in raising, 100% matching and 150% in realizations in Q3 and Q4.

ROLE STRATEGY IMPLEMENTED NUMERICAL RESULTS

MCVP OGX

Kenya

Regional OGX Supply Tool

(Kenzania and Bus

Campaign - 2011)

Raising : 200% Growth

Matching: 100% Growth

Realizing : 150% Growth (30)

LCP Ibague on A Global

Scale(2010)

Project With the Government

• USD $10,000 Grant

• 10 OGX Brazilombia Realizations

LCP OGX Explorers campaign

(internal 2010)

In the first Year as Official LC of

AIESEC in Colombia, to

achieved the Top 2 in OGX

performance with 450% growth

in relation with 2009 (43

exchange)

OCP First International Meeting

of Young People in Ibague

(2009)

Recruitment Applicants : 350

(increasing 175% )

Retention rate: 80% (increasing

30% than first semester )

VP OGX Discovering Brazil

Campaign (2008)

In the first year as Extension

Group, to start OGX operations

with 5 OGX Realizations to

Brazil (The beginning of LC

Development Strategy)

WORK XP

YAHAN Inc. Fort Lauderdale – USA, Ibagué –Colombia. General Manager. March 2010- January 2011.

COACHING COORDINATOR, Ibagué – Colombia, Luz Ofelia Franco Consultants. August 2009- March 2010

PERSONAL TEACHING, Ibagué – Colombia, English Teacher, January 2007- Today

AIESEC- IBAGUE MAYORALTY, Ibagué –Colombia, Project Director: First International Meeting of

Young People in Ibagué, July-October 2009 THE AMERICAS COMMUNITY CENTER, Ibagué – Colombia, Colombia Office

Manager, July 2008 – March 2009. UNIVERSIDAD DEL TOLIMA, Ibagué – Tolima, Accounting and Finance

Monitor, July 2007- December 2007.

Nationality: Colombian Date of Birth: March 30th 1988

Place : Ibagué Address: UoN PBOX 00-200 Nairobi – Kenya

Telephone: + 254 7 88 720 279 MSN ID: alejalmendra_17 Skype ID: jasmin.torres1

Personal E-Mail: [email protected]

STUDIES Presentation High School 2004 International Business and Foreign Languages/Tolima University 2010 Project Formulation, Public, Policies and Democracy/ Ibague University 2010

LANGUAGES SKILLS SPANISH: Native

ENGLISH: Excellent FRENCH: Basic

EVENTS SDL CALI 2007-Deg NATS Mani 2007- Deg LDC Med 2007- Deg NPM Iba 2007 – OC LDC Bog 2008 – Deg AIESEC 50 Years Event NatCo Cart 2008- Deg NPM Villeta 2008- Deg LDC Mani 2009- Deg RTC Iba 2009- Deg NPM Bog 2009- Deg LDC Buca 2010- Deg NatCo Barq 2010- Deg NPM Med 2010- Deg IC KENYA 2011. Deg PIONEERS 2011 FACI

5. Why have you decided to apply for Colombia’s Member Committee?

Dinamic thinking and proposal Execution and evolution in results Visionary Engagement and passion Learship skills Organizational knowledge Personal and profesional development Making things happen Effectiveness Never say WE can´t do it Thinking out of the box … EVOLUTION!

CONTRIBUTION

6.Which should be the behaviors for AIESEC in Colombia in 2015 to achieve the goals and obtain the first place in the Iberoamerica region and

the best place at global level?

1. Balance between centralization and independence in the MC-LCs Relationship LCs and Extensions have to be proactive in day by day operations and synergy . No more misunderstanding about MC role and support. 2. High Membership Productivity and Development To maximize membership productivity based on the relationship between time invested in AIESEC and AIESEC core work done. 3. High Exchange Culture & Efficiency There are not huge gaps between LCs, we have at least 12 LCs with high exchange standards in the country, in that way 60% of the LCs are responsible 80% of exchange performance 4. Product Diversification based on Programmes Portfolio development according with the New Programs to guarantee positioning and sustainability (Prices Policies and services) 5. Financial Sustainability based on Business Model for Programmes

7. Please list your top 3 Strengths and top 3 Weaknesses with brief explanation.

STRENGTHS How will they help you in your work as MC Team member? To be in continuous movement and improvement, in order to bring new strategies and ideas ensuring the sustainability and evolution for the organization How will they help you in your MC Work? Go outside of the comfort zone in the current processes and carry the organization to the next level

Commitment I have a strong responsibility sense for all things I want to work with. For that reason, I always focus on giving my best in any single moment in my life

Passion I make any project and activity my priority a part of me. As a result, I never stop to do what I have and I want to do, till see the impact and result I was looking for.

Results Orientation

I am one of those persons than that making things happen with innovation, strategy and results

WEAKNESSES How can they challenge you in your work as MC Team member? To make longer the decision making process, and as a result the execution time for projects How will they help you in your MC Work? To improve the quality in the delivery of the tasks and work done.

Personal effectiveness

Sometimes managing process at the same time is a challenge for me, cause I don´t have clear difference between urgent and important, I always put everything in the same level of priority.

Perfectionist I pay so much attention to the details in every project, and something that could make processes lower

Follow up Usually, I just trust on the task delegation I make with my team, and wait for the deadline to review results. It is missing to implement tracking and follow up with more frequency.

8. How will be AIESEC in Colombia in 2015?, please tell us a story having in mind all the stakeholders of

AIESEC in Colombia.

9. Create a proposal for AIESEC in Colombia11-12 plan

STRENGHTS: 1.Membership potential.

2.Commitment and passion for AIESEC 3.ELD programmes Execution (TMP, TLP,

GIP and GCDP) 4.Internal Governance and their connection

between entities 5.Leadership development based on TM

processes execution, education and training (Education Cycle)

6. Exchange Performance, mainly in O GCDP and GIP

7. Connection and Positioning in the AIESEC Network

WEAKNESSES: 1. Extreme centralization of processes and

decision making processes 2-Engagement with AIESEC Strategy

3.Connection with the state (Executive, Legislative)

4. Capitalizing opportunities in the external environment

5.Alumni engagement (Long Life Connection Strategy)

6.Exchange Efficiency (ICX Flow and performance)7

7.Legal coherency in some action in a framework as NGO

OPPORTUNITIES : 1. Colombia needs to increase the productivity and Competitive advantage in order to be ready for different TLCs (Colombian productivity is an issue in our economy- Exchange Knowledge).

2. Government opportunities Colombia drivers for next four years (Las 5 Locomotoras de Santos)* we will choose 3

Innovation: The investments in this sector from the national budget will increase in 1 point PIB (GDP)=COLCIENCIAS a strategically.

Mining: The country will enter in a bonanza in this point, especially with the products associated with energy.

Agriculture: The country needs to wake up in this point after the conflict affected us for too many years, this is not only key for the economic but also relevant to attack social problems 3.Product Development and Positioning based on Programmes: AIESEC 2015 implementation.

THREADS:

Youth unemployment rate (28,9%) 2. Despite of global economic growth persists the fear about a new economic crisis (Ireland

case) 3. Legal framework for NGOs in Colombia is poor 4. Network trends: Low supply for GIP

Brand Reputation : Stakeholders that had a bad experience with AIESEC 5. Changes in the immigration, migration rules for ICX and OGX

It is December of 2015, after 5 year of hard work in order to delivery high quality experiences in TMP, TLP GIP and GCDP programmes, AIESEC in Colombia have achieved : To delivery 2.500 GCDP experiences (engagement current stackholders like Accion social) To delivery 1.000 GIP Experiences To delivery 5.000 TMP Experiences To Delivery 3.000 TLP Experiences Presence in 23 Cities , with 25 entities (20 LCs, 5 Extensions) Be recognized for Colombia Jóven Program as the most important youth organization in the Country (National Youth Voice – engagement of current partners like Colombia es passion) Be recognized across the Information technology , Mining and Agriculture Sectors for our Experiential Leadership Programmes, as main youth talented leadership provider for PYMES and Companies (First Choice Partner – engagement of current partners like ANDI, Revista Dinero, Argos, etc) Be recognized for our leadership development in the youth, having the most important Leadership Award in the Country for youth and Companies ( Positive Impact)

WHEEL:

Global Youth Voice :

Driver:

Delivering High Quality Experiential Leadership Development

External Strategy:

Leadership and entrepreneurship school in partnership

with Colombia joven

Reference:http://www.colombiajoven.gov.co/ES/EJESTEM

ATICOSMISIONALES/Paginas/EmprendimientoyProductivi

dadJuvenil.aspxc

External Result

1. Be recognize for our ability to develop responsible and

entrepreneurial young leaders.

2. Every year we deliver at least 2000 experiences in TMP or TLP

programmes

Internal Strategy:

Engagement with AIESEC focus on projects and not in

process (Mauritius GCP- UBS Award 2011 Africa)

Internal: Result

1. Induction process focus on projects not in process

2. Maximize the Volunteer time membership invest in AIESEC.

3. All members are living experiences in at least 2 programs at the same

time

WHEEL:

Fisrt choise partner:

Driver:

External Relevance through

Positioning GIP program as

International Cooperation /

Productivity Development

Tool across sectors

External Strategy:

Project Formulation (Grant application ) into the programs for PYMES

development in SELA (sistema economico latinoamericano) and

“Programas de fomento a PYMES” from the Commerce, Industry and

Tourism Ministery.

Reference:

http://www.fundses.org.ar/pderarrollojuvenilparalainnovacion.html

http://www.fundses.org.ar/pderarrollojuvenilparalainnovacion.html

External Result

External Positioning across sectors

200 GIP Experiences delivered in IGN

50 TLP Experiences

150 TMP Experiences

Internal Strategy:

1. Programmes Portfolio Development focus on sectors. According with

the “ 5 locomotoras de Santos”, mainly in innovation, mining and

agriculture.

2. Product leadership Strategy focus on selling according with sector

needs and trends.

Internal: Result

1. Induction process focus on projects not in process

2. Maximize the Volunteer time membership invest in

AIESEC.

3. All members are living experiences in at least 2

programs at the same time

WHEEL:

Positive Impact Driver:

Driver: Developing

sustainability processes

through promoting

social responsibility

impact

External & Internal:

National Branding for GCDP

(Kuleana Program- Kenya

model GCP)

External Result

Be recognized as the most credible CSR Program for

Companies in Colombia

More than 1000 GCDP Experience per year

Internal: Result

Positioning GCDP Experience in Colombia as the most

powerful and diverse in AIESEC Network

10. According to the 3 wheels of 2015 vision and the refresh AIESEC Experience:

a. Describe the connection within them.

The statements of AIESEC 2015 tell us

what AIESEC will look like in 2015, the

first step to achieving our BHAG. It is

through these statements that AIESEC is

able to design the activities it will deliver

in 2015. So in order to understand and

summarized the AIESEC 2015 statement,

we have the 3 wheels: Global Youth

Voice, First-Choice Partner and Creating

a Positive Impact.

These 3 wheels introduce to us the why

(objective), HOW we deliver and WHAT

type of impact we are looking as

organization achieving our BHAG

b. Give a brief description of the current state of the AIESEC Experience (3 stages) for AIESEC in COLOMBIA. c. Propose two strategies to be implemented for each of the 3 stages of the AIESEC Experience, which allow to reach the 3 wheels.(Specify the connection).

STAGE Current State Strategies according with

the 3 wheels

Engagemen

t with

AIESEC

1. Not clear expectation in recruitment processes.

(ST&LT)

2. Misunderstanding about self driven experience

and volunteer role.

3. Strong position across universities as international

and leadership program, but not across sectors as

organization for developing of leadership and

entrepreneurial youth.

First- choice Partner:

Youth to business forum

AIESEC LEADERSHIP

DEVELOPMENT AWARDS (for

youth and organizations)

Annual AIESEC LEADERSHIP

HALL OF FAME (AIESEC

Leaders portfolio for

companies as HHRR selection

tool)

ELD

1. Execution of minimums per program, prioritizing

Competencies. (quality policies)

2. Benefits to members are not provided totally.

(BRAND EXPERIENCE)

3. Education cycle is mainly based in AIESEC

knowledge and XP, but it is not focus on

preparation to next step (leadership skills in my life

Project)

4.Challenge about Short term @XP quality and

preparation for living full GIP and GCDP

experiences,

5. Challenge in quality measurement of the

experiences

Global Youth Voice:

Expansion Strategy focus on

Delivering High Quality ELD,

than the potential of running

AIESEC operations.

Learning and training strategy

focus on virtual environments,

as tool for brand experience

delivery.

BRAND Reputation based on

WEB 2.0 and quality of

experiences measurement.

LLC

1. It is not clear and useful as strategically

support for the organization growth.

2. We are working on the development on

engagement strategies as ABF and events in

order to make strong the connection and

contribution across Colombia AIESECers

generations.

3. We want to provide at local level structures

to support Alumni engagement to local

activities

Positive Impact : (across-

generations)

1. To improve mentorship

strategy through the

engagement of alumni with

current AIESECers

2. To improve the connection

between ELD and LLC

through the development of a

LLC seminar for former LR ( it

could be in parallel with NPM)

1.What are your strategies to guarantee the vision, the wheels and the goals of AIESEC in Colombia 2015 in your term and also for the next years after your term as a MCP?

1. PERSONAL COMMITMENT

2. TO INSPIRE COMMITMENT

3.ACTIVING SUSTAINABILITY

1. COMMITMENT TO SUPPORT

2. PROACTIVE TRACKING ADN FOLLOW UP

3. SERVICE EVALUATION

1. PERSONAL CHANGE

2. COLLABORATORS CHANGES (TEAM SYNERGY AND FEEDBACK)

3. TO GENERATE NEW LEADERS

STRATEGY 1.

COMMITMENT

STRATEGY 2

COOPERATION

STRATEGY 3

CHANGE

LEADERSHIP FOCUS ON MISSION

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2. It is the middle of your term and due to financial restrictions you need to do a cost cutting exercise. The largest costs in the current MC budget are driven by administrative costs (salaries,etc.). What will be your approach? Please, argument your answer.

If we consider the approach or methodology

ACTIVITY BASED COSTING, from the perspective of

AIESEC Subsystem, the first thing to consider, it is to

eliminate outcomes from all those activities in the

support areas of each subsystem. E.g innovation

projects, M&C budget and other incomes with return

of investment to long term: We need to generate fast

results so is necessary to focus the expenses in the

areas and subsystems who generate them. Focus

expenses on Exchange and Financial Management

Subsystem, mainly in ER and Xs areas without

investments in international cooperation, raising

must be focus and I would lead the LCs to increase

the efforts into doing so.

Scenario 1: Use the LCs to try to get quickly financial

support, in case that our LCs have the capacity to

make some loans to the MC, we ask them while we

expect incomes from raising and ER products.

Scenario 2: Financial sector tools. If Our LCs don’t

have the capacity (even alumni can’t give us

support), we ask to the financial sector for a loan

ensuring the negotiation to be good and sustainable

for AIESEC and with a timeline that let us have

support while expecting recruitment results. The last

tool that I will use: factoring, if we have the potential

to do it.

If anything else from above fails, I will start to

analyze MC salaries and structure, focus in keep the

core work and in avoiding repeat positions.

3.Identify 3 key trends in Colombia that are shaping the network and explain in a few words how those trends are opportunities or threats and how could influence AIESEC’s contribution, structures and processes at national level.

TREND AIESEC CONTRIBUTION STRUCTURES PROCESS

Local Governments

Changes (ICX

opportunity)

1. To support the execution of local

Development plans, through

providing international human

talented to sustain growth process

across sectors. E.g., PYMES, IT,

Mining Agriculture.

1, Incoming Exchanges (GIP and

GCDP)

2. BD agents to create

connections with the

government (LLC & GRM)

3. IM & Comm as support for

project and program

formulation

1. Engagement with AIESEC Stage.

2. . ER focus with the effective

approach to the government

3. Marking Research in order to

understand and capitalize external

opportunities

Colombia Jóven

Programs (OGX and

TMP/TLP opportunity)

1. Leaders formation to give an added

value to the youth and to the

organization where they will be

1. TMP and TLP

implementation from

Government institution

2. Comm in order to position

TMP. TLP, GIP and GCDP as

platform for Leadership

development in the country.

1. ELD (4

programs)

1. Personal development through TM

process implementation

2. Product development focus in TMP

and TLP program.

Youth unemployment

28,9 %

1. International experience to make rich

they curriculum and more attractive

when they come back to the

organizational market

2. To aware young people about having

Global Mindset and entrepreneurship

skills as plus in the professional profile

3. To improve professionals’ profiles of

Colombia bachelor because of the

international experience and global

vision they have.

1. Personal development

through TMP and TLP.

2. Outgoing Exchanges (GIP and

GCDP)

1. ELD, mainly through TMP and TLP

become more important to deliver

the needed impact to our member

and indirectly to our society.

2. Exchange programs (GIP and GCDP)

4.What is that personal contribution that will make you the right MCP for AIESEC in Colombia at this moment of time?

During the last year, I have had the opportunity to

life a different reality of AIESEC in a new country in

a new continent, having learning, exploring

opportunities and mainly developing a new vision

of how to innovate in the way AIESEC contribute

with a positive impact to the world.

For that reason, after having the experience of

being MCVP OGX in Kenya, managing more than 5

different OGX calendars in the country for

realizations, creating 2 new exchanges peaks in the

region (March and October), to facilitate in 4

different countries (Kenya, Uganda, Egypt and

Colombia) and having the experience of delivery an

international event like IC Kenya 2011, I strongly

believe I have the knowledge, the

experience, the vision, but mainly the

commitment and passion to make a

revolution in AIESEC in Colombia, and inspire

others to continue thinking out of the box, and

believing we can do Hugh things than generate

positive impact in Colombia society.

5.Critically evaluate the past 6 years in Colombia according to the organizational change processes, AIESEC 2010 vision and

the first part of AIESEC 2015. Include evaluation of the successes and failures from the MC's perspective and

initiatives. Based on this evaluation, what would be your START, STOP and CONTINUE, STOP?

START STOP CONTINUE

1. Having and

investment plan

focus on

increasing

productivity,

capacity and

effectiveness

2. External

Relations based

mainly in

programs.

3. Financial

sustainability

based on

Business model

for

programmes,

more than ER

operations.

1. MC decides

structure of

incoming MCs.

It should be up

to the MCP e

2. Education Cycle

focus on

AIESEC

understanding.

It should be

focus on

maximize

productivity

through smart

time

management in

the

organization

and Life project

connection.

1. Thinking out of

the box

2.Having

ambition

1. Expansion as

Goal

achievement

strategy

2. Positioning

3. Relevant

Connection

with external

environment

Finally, I just want to say that after living 5 year totally PASSIONATE about AIESEC , the change I could see in my city after create my Local Committee Tolima and the positive Impact we generated in Ibague Youth, makes feel so proud of being and AIESECer. For that reason, now I want to share my experiences with others, I want to inspire people to do their best, I want to see people PASIONATE about what the love and believe, I want to show the best we have in our country, I want to take AIESEC in Colombia to the next level and have a positive impact across generations. I really , really want that….

AIESEC EN COLOMBIA MUESTRA TU PASION!!!!!!!!!!