MCVP AIESEC in Portugal 12.13 Application

Ricardo Vitorino AIESEC in Portugal MCVP 12.13 Applicant

1. What is your motivation to stand for MC of AIESEC in Portugal 2012/13? What do you expect

to learn from the experience?

I want to be part of the leading team of AIESEC in Portugal. I want to make change happen. I

believe that our organization has an amazing leadership potencial which I want to explore and

develop. This is the reality that I know best and I feel I can be relevant next year.

From this experience I expect to come out a better professional and person. The full time

AIESEC experience is something that I never experienced before and I expect to learn from having a

full time job. I, also, expect to become more strategic person because at the MC you must change

things without being in the field and thats amazingly challenging. I expect to develop the national

overview.

I expect that dealing with so many adversities during my term I can become a more

comprehensive, humble, constant and mature person.

2. Please list three most important experiences in your AIESEC experience. What were your

achievements? How will they contribute to your role as MC?

Local Committee President at AIESEC in ISCTE

Achievements

26 Exchanges realized (30% Growth)

26 TLP realized (13% Growth)

80 TMP (-20% Growth)

6 X+LR (50% Growth)

3,07 Efficiency

Best Results LC at NatCo 2011

2 Candidates for LCP

Plan & Re-Plan Weekends with all Leadership Body

Long term planning

BoA re-creation

LC Culture changed (We are Leaders of Excellence)

Team creation and management

MC contribution

LCP perspective will contribute to a better coaching as MC Coach

Strategic long term vision and planning creation

Culture creation and implementation in order to achieve results growth

Facilitating and managing big plenaries


Local Committee Vice-President of Finance at AIESEC in ISCTE

Outgoing Exchange Team Leader at AIESEC in ISCTE

3. Identify your key strengths and weaknesses. How will your (1) strengths and (2) weaknesses

affect your performance as MC?

Strengths

Striving for Excellence: I strive for excellence in everything that I do. This will affect positively the

MC performance because you can expect that I will run the extra mile, if it’s needed, to achieve a

better output from our work. This also means that will demand more from my team mates and all

the MC performance will increase.

Results Oriented: I always start with my goal in mind. Facing problems or conflicts focused on the

solutions. As team member I’m very cooperative and competitive. I’m the one who always

remembers why we are doing something because I never forget what the goals are. I believe this

Achievements

Financial report done and approved with positive opinion from Fiscal Council

5000€ of debts recovered

2500€ Guarantee Fund increase

100% projects with Report

1 Direct successor

Financial Sustainability Award of AIESEC in Portugal 10.11

MC contribution

LCVPF perspective will contribute to a better understanding of how strategic and

support areas should work in order to increase results

Understanding of what means being part of an EB and all its responsibilities

Functional Area strategies, planning, tracking and management creation

Achievements

3 EPs raised

3 EPs realized (2 by members)

Team management and coaching members – 1 member Applied to go on Exchange; the

other 2 applied for LR positions

Activating Leadership Award of AIESEC in ISCTE 09.10

MC contribution

TL perspective will contribute to a better understanding of how we should capitalize on

second line management in order to achieve great AIESEC experiences and results

growth

Balance between results and quality experience orientation


will leverage all the MC performance because I will influence all the MC in being practical leaders

and concentrates on achieving goals rather than being distracted by irrelevant matters.

Weaknesses

Unpredictability: During LCP term this has been becoming better, still I think is something I want

to keep working on. My instability can bring inconstant work production to me and to other MC

members. Different reactions bring different feelings and motivations to people you are working

with and I want to communicate better and more constantly with people around me.

Arrogance: Although this obviously isn’t intentional, I tend to be arrogant in the way I talk or act

with people. This can bring some problems when it comes LCs-MC relation. Mostly, after the MCP

election process I have been receiving feedback and working on small things that I have been doing

that wasn’t recognized by me as arrogance but were by others. I really don’t want this to affect my

MC performance and I really want to work on this really hard.

4. What will be your unique contribution because who you are?

Innovation: I’m a very creative and innovative person. I believe that this is a unique contribution

because I empower all AIESEC in Portugal to be innovative at everything that we do. This will

enable AIESEC in Portugal to explore and develop new possibilities and things that we didn’t even

thought were possible. Innovation is aligned with my vision “Talent is everywhere” because I want

to explore and develop our human resources leadership potential through innovative tools and

programs.

Passion: Because I’m very passionate about AIESEC I believe that I will give a very positive

contribution to all my MC members and all the AIESEC in Portugal at national plenaries.

Excellence: I really believe on Leadership by Excellence, I don’t want to give up on that. I won’t be

the only one contributing to that. I believe that all of us will contribute to that. But there will

someone more focus on that due its beliefs and that one will be me.


5. Which (1) trends do you see shaping the world in the following years and (2) what op-

portunities and threats do they represent for AIESEC?

6. Explain to a 10-years-old kid (1) what AIESEC is and (2) what its value proposition is. Do it

with a maximum of 70 words.

What a better way to explain to a

10-years-old kid what AIESEC is

than with a 10-years-old kid

painting? With 0 words:

AIESEC in

Portugal

Unemployment & Financial Crisis

•New market players are emerging, this requires a serious and strategic marketing analysis to companies and students

•We have to be skillfull and smart when selling our product package.

Social Networks

•AIESEC in Portugal can be faster and louder to widespread its messages through social networks;

•We should have a strategic online presence to gain influence between students;

•We have to adapt fast to this change to look modern.

Entrepreneur Mindset

•We should take smart approaches towards students needs;

•Opportunity to promote our brand;

•GCDP+TLP is a solution for social entrepreneurs!

•Creation of the entrepreneurs that companies want.


7. What do we have to do in our term to contribute and implement AIESEC 2015 in Portugal?

Long term plan: We should create a 3 year long term vision with a strategic plan in order to

achieve it and the numerical goals to measure our impact. At this long term plan we should engage

the LCs. To support it we must create a very strong leadership pipeline with more strategic and

goal oriented leaders. With this we will be able to adapt our structures in order to have product

managers caring about the AIESEC 2015 programs.

Product Packaging: Next term we should give high importance in improving the quality of

our programs on the ELD. I believe that working by projects or local pboxes will work on ICX,

making new recruitment seasons will work on OGX, implementing Talent Energizer on TMP or On

TOP Energizer on TLP.

Sustainability: We need to consolidate the financial model in order to achieve financial

sustainability and improve our transition to ensure continuous growth to ensure results

sustainability. This way we will be able to engage and develop even more people.

Engagement with AIESEC by improving GCDP: We need to invest on Engagement with

AIESEC capitalizing our projects and ICX PBoXs in order to position our brand in students market

and motivate more people to join AIESEC for TLP, TLP or eXchange.

8. What is missing in AIESEC in Portugal to realize 1000 exchanges per year?

Working by product managers: Mostly, having local functional areas focused in exchange

working by projects. I mean, we can’t continue having Exchange doing ICX and OGX, ER doing

sales and ICX or Projects doing External Relevance projects and ICX GCDP. I believe that we need

to split the work in order to have more specialized areas working, mostly, by local projects in order

to become more efficient.

International CEED: We need also more international knowledge at local level; we need more

CEEDs coming from more developed countries regarding AIESEC sharing their knowledge with us

and also enabling LC-LC partnerships.

Transition: We need better Transition process at local level, especially regarding the

leadership body. At long term, by improving the transition that we are giving to our leaders we will

realize more exchanges.

Strategic planning: Another very important thing that I see changing for the best in AIESEC

is long term planning. Now, we are planning longer, doing a better tracking and re-planning. Still,

we don’t exactly how to do it because there’s no knowledge at the organization how do it. That

knowledge is missing. For example, when EBs plan they tend to plan until June or July and that’s

when the new EBs are planning. At that time it’s almost impossible to plan realizations for August

or September. It’s important that at January and February the former EB had planned already for

those months and even until the end of the year. This way, even with realizations peaks, we won’t

have breaks.


The right mindset: And, for the last, but not the least, we need to change our mentality!

People still are avoiding doing more exchanges excusing in quality issues. We are missing a much

more demanding culture. All of this will makes more efficient which is the main issue at our

organization right now.

9. What would be your 2 preferred positions to work within the MC of AIESEC in Portugal? For

each one defines your (1) results, (2) priorities and (3) strategies.

Talent Management

Changing the culture

National Training Team + TTTs

Education & Trainings (Pipeline Management, Efficiency, Transition, Structure; quarterly

aligned with local trainings from Talent Energizer and ONTOP Energizer)

800 TMP 1 Efficiency 250 TLP

100% JDs 95% Retention Rate

High Satisfaction rate with TLP and TMP

Allocation & Induction

New Allocation System

New minimum criteria for induction (aligned

with Talent and ONTOP Energizers)

TMP & TLP

Product Development

Creation and Implementation of

Talent Energizer and ONTOP Energizer at

National Level

LEAD for EBs

Incoming Exchange

GCDP Improvement

2 National & bi-anual PBoXs

Local PBoXs

100 ICX GIP 400 GCDP ICX

>80% Satisfaction Companies/trainees

3000 Students engaged with ICX National Projects

Raise GIP

Product Packaging

Servicing & Re-Raise Campain

International CEED

National Competition

Operations Development

Trainings

Coaching

Tools Development


1. Present three (3) competitors for (1) TMP and three (3) competitors for (2) TLP. For each

program, present the advantages of our programs compared with each competitor and vice-versa.

Academic Students Associations

Junior Consulting

Scouts

Advantages

TMP – Direct support from

the university; Much more flexibility

to create your own project or

develop your work; higher

development in operational work.

TLP – Development of

strong networking with the

university professors; representing

all the students.

AIESEC Advantages

TMP – Structured and more clear JD with

clearer goals; Individual goal setting and an

organization with a common goal for everybody;

Induction & trainings.

TLP – Higher responsibility given to Team

Leaders makes them grow faster; Mentoring program;

More democracy regarding the possibility to achieve

this experience; clear structure and functional teams;

higher development in strategic thinking

Advantages

TMP – Practical application of

theory learned at classes; knowledge

in consulting projects.

TLP – Development of good

network at corporate sector; support

from teachers in all projects

AIESEC Advantages

TMP – Development of broader soft and

hard skills than just consultancy; Availability to

explore different projects.

TLP – More democratic succession system;

Trainings at leadership; In AIESEC people become

team leaders more by leadership potential than

functional knowledge

Advantages

TMP – Making something

with few resources; more relevant

role at decision making process;

stronger induction.

TLP – Higher development of

soft skills since young; higher

development by practical experience.

AIESEC Advantages

TMP – Dealing with corporate

reality; Development of hard skills

through trainings.

TLP – Goal setting and results

oriented; higher sense of

responsibility; higher development in

strategic thinking.


2. What are your main strategies for (1) TMP and (2) TLP in order to ensure that the value

proposition is delivered to our customers (members and leaders).

Value proposition for TMP:

for young people - practical team experience – new and national aligned allocation system.

for young people - access to global network – international CEED at national level.

for young people - practical hard-skills development – ensure 100% relevant JDs and formation

cycles by Talent Energizer.

for organizations - targeted access to a diverse group of young people – implementation of Talent

Energizer (engagement of companies and other organizations for mentoring, trainings and goal-

setting sessions)

Value proposition for TLP:

for young people - personal professional development through team leader experience – creation

and implementation of ONTOP Energizer (Leadership Program) (the trainings and clear JD)

for organizations - access to young leaders – creation and implementation of ONTOP Energizer

(engagement of companies and other organizations for mentoring and trainings)

for other organizations - leadership development program – creation and implementation of

ONTOP Energizer (engagement of other organizations which can participate at our mentoring, our

trainings or our goal-setting sessions)

3. As MCVP TM you are responsible for the experience of 400 individuals and the HR supply of

the different AIESEC activities. How would you manage the HR of AIESEC in Portugal in order

to provide the right number of people, with the right profile, at the right place, at the right time

for a given AIESEC activity?

Education, Education, Education: I dislike the way TM has been seen over the last years. At

local level the LCVP TMs have little power to adapt structures and allocate people according the LC

needs in order to become more efficient. In this way the most important thing to do in order to

manage the human resources in a better way is to educate mostly LCVPs TM and LCPs.

First, we must educate LCVPs TM that they have the power to change the structure and

allocate the right people at the right time at the right place in order to make AIESEC in Portugal

more efficient. For that, we need to educate on how a TMer thinks and present some tools that

support that way of thinking. If efficiency is the main measure of success of a LCVP TM, why can’t

he/she be able to change structures from other LCVPs?

Secondly, we educate the LCPs and LCVPs TM which is the real JD of TM at local level. We

need to teach the LCPs because its very common the LCPs accumulate parts of TM JD by lack of

trust on the new VPs knowledge. And aligning the LCPs it will be easier because they have the

power to influence all the EB.

Third, regarding the allocation, we need to set clearer the profile that we want to recruit for

each position, mainly based on the functional and hard work developed by the member at its

experience in AIESEC. That means, I want to see a national aligned way to allocate people. At


AIESEC capabilities

External Environment

Needs

Corporate sector

Constança’s term it was mainly worked the recruitment, at Catarina’s the selection and next term

should be the allocation. I believe at the end of RIMT all the members should be allocated at one

functional area, mainly ICX and OGX. This means that at long term all people will get to know the

exchange process. I believe that new members shouldn’t join Talent Management because I see

more mature people (regarding AIESEC and organizational knowledge).

1. What is your strategy to make the ICX GCDP profitable?

Should be ICX GCDP profitable? I mean, shouldn’t be question: What is your strategy to make

the ICX GCDP self-sustainable? If we are having profit it means that aren’t we having maximum

exchange realized possible? In my opinion, in order to have the highest efficiency rate and exchange

realized possible, ICX GCDP projects should have 0€ profit or loss.

Mindset Orientation: Every Project in AIESEC should be implemented with a mindset to

make them sustainable. It is about knowing how to find the necessary funding sources for your

projects and managing the project in a sustainable manner.

Different realities = different approaches: There are several different approaches which can

be taken. In my opinion we should have a customized approached instead of standard. It means, we

should go LC by LC and adjust the strategy to its reality. For example: In cities with high

population, universities with high reputation and projects with high personal/professional interest

for students we should use a Participant Fee-Based model

which collects fees from the external participants or

program attendees. If you consider a project with 100

participants at a 25€ participation fee you raise 2500€

which are more than enough to run a small local PBoX.

This is also a way to engage more people with AIESEC

and promote our products.

Selling CSR: Other very important part is education

to VPs and OCPs on how to approach companies in order

to tap into their CSR budgets. In order to make ICX GCDP

sustainable we need to know how to sell CSR to companies. It will be one of my strategies to teach

the local responsible how to do that.

Market Segmentation: The national or local ICX GCDP projects should be relevant issues

oriented. I mean, we should evaluate different stakeholders and markets instead of creating the first

social project that comes to your mind. The MC should be the responsible to guide the LCs teaching

them how do it as well giving the correct planning tools and planning and management projects

knowledge.

This is

where our

project

issue

should be

found


2. As you may know, our ICX GIP raising is weak. The companies are investing on our projects

but they don’t see an added value on getting our main product. (1) Why? (2) Define at least three

(3) strategies to increase our sales on ICX GIP at local level.

Thank you for reading!

Oh no! We don't want TNs

Return on Investment

•We are selling in a way that companies do not see the return on investing in one AIESEC intern

•Are we selling it wrong? Are we selling to the companies that we can add me higher value?

Slow process

•Companies want people for yesterday.

•We are taking in average more than 3 months to deliver the international talent.

Random Raise

• Not counting with Export Today, we are not targeting or making product packaging when approaching companies. We aren't being able to identify or satisfy their needs.

Oh yeah! We want

TNs!

i2u

• Target the small and medium companies in rising industries to raise short Technological TNs shorter than 6 months.

Tuga-BRIC

•Raise exporting TNs at companies and outsourcing companies whose customers are BRIC countries.

Boosting Exchange

•Incoming International CEEDs from Brazil to work from December until February;

•They will work and mantain the contacts at the time that we have less members selling and bring international environment to the LC

MCVP AIESEC in Portugal 12.13 Application

Documents

mc of aiesec

mc performance

leading team of aiesec

time aiesec experience

portugal mcvp

results growth facilitating

team mates

iscte achievements