5. general questions

MCVP TD 2013 – 2014

General Questions

Ungureanu Madalina

Ungureanu Madalina. MCVP TD 2013-2014

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1. What is your inner motivation to apply in the MC of AIESEC Romania 2013 – 2014?

2. What is the leadership that the World & Romania is expecting from AIESEC?

3. Having in mind a SWOT analysis for AIESEC in Romania, what is the role of

AIESEC in Romania? Based on that, how can AIESEC in Romania be more

relevant?

Being an LCVP TM and in the NST of AIESEC Romania at the same time, I believe that I can

have a relevant impact in the country. Given that for all these months I have had a double

perspective, I think that this step comes naturally.

Regarding my personal motivation, I do want to help AIESEC Romania strive to fully reach it’s

potential and develop a performers’ culture.

Considering what differentiates us by definition, I believe that we should stand back a bit

and re-evaluate ourselves; and this is because, although we promote ourselves as an

organisation that develops leaders, in practice we often forget about what really drives us

and keeps us going no matter what, having a much more managerial attitude. And most of

the times our motivation does not lie in the ardent wish to fulfill our vision but out of guilt at

the thought of not fulfilling the responsibilities we have. In strategies visions are written

because people have to and they apply for positions more for the sake of the position rather

that for the passion the project arises in them. We have an approach that is rather didactic

and not that much personal, by hearing theories and trying to put them into practice (all at

once if possible).

Considering the current situation, I believe that our approach should shift between that of a

pacesetter (through an attitude of leading by example, through really demonstrating our

values, principles and ways of working) and a coach (helping people in their journey

towards self-development and having a more personal/one-on-one approach for the people

that are interested in the things we promote – becoming change agents, having an impact,

getting involved in societal issues)

In order to deliver the promises we’re making as an organisation and having a fluency in

what we’re trying to transmit and what we actually do, we must assess and become aware

of the level of development regarding the competencies any successful leader should have:

self-awareness, self-regulation, motivation,

empathy, and social skill. Once we realize what is the actual level, we should compare it to

the desired level and after this take into consideration education regarding the leadership

theories and styles, but not before we make sure that we have a minimum development for

each of the above stated competencies.


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Str

en

gth

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Implementing the GIP subproducts Growth in TMP, TLP Growth in oGCDP, iGIP 2 new national AIESEC projects (

Academy and Rebranders) Pilot country for the implementation of

NPS Positive cash flow in the MC Sales done by MC for international

conferences – Iashington, EuroCo Preparations for EB wanna be delivered

by the MC National CRM system Nationally aligned recruitments

(members) VP AD or Alumni responsibles in many

LCs National raising campaign on alumni

development Functional NST on each area

Almost all LCs missed the realization peak for oGCDP

Only 15-20% of our incomes come from exchange programs

Most of the objectives realized by a small number of LCs (78% of oGCDP by 3 LCs; 50% of iGIP by 2 LCs)

Low members efficiency on exchange programs

Low matching realization rate for oGIP & oGCDP

NCD projects are not self-sustainable Lower results than the previous year in

iGCDP and oGIP 5 LCs without membership 1 LC closed CRM – low percentage of usage Small percentage or no implementation of

the NPS in all the areas Few alumni directly involved in exchange

We

ak

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es

Op

po

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Partnerships with universities Large coverage of AIESEC in Romania Low living costs in Romania Youth interested more and more about

traveling Tendency in corporate environment for

developing CSR projects Low percentage of high school graduates

with the Bacalaureat exam passed Romania is currently a country of interest

for outsourcing

Most of the big companies have partnerships directly to the universities

Work & Travel, ERASMUS other recruitment companies

GIP legality Many companies don’t necessarily see the

relevance of iGIP Students who are interested in joining an

organisation just for the CV

Th

rea

ts

Currently, our role seems to be to strive for the organisation’s survival or trying to fix the problems

and issues that arise. Still, there are quite a few external factors that have barely been explored.

So, in order to become more relevant, we should, firstly, better assess what is relevant externally, for

our main stakeholders. In this regard, we should work on a natural flow for the external events and

conferences for students (not an education cycle per se, but a flow so that each event/conference

has a specific differentiator that convinces people it’s going to be worthwhile without being repetitive

in subjects approached). Also, long term thinking regarding corporate and non-corporate

partnerships will help us become more relevant to these markets – companies and NGOs won’t

affiliate with us simply thanks to a project, but thanks to a deeper understanding of what we do as an

organisation.

Furthermore, considering that our core product is exchange, we should rethink a bit the strategies

regarding the projects for students. As such, we might want to have a bigger number of PBoXes

oriented towards our tatger group rather than other types of conferences or projects that bring no

organizational objectives other that TMP & TLP.


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4. AIESEC Romania is halfway towards our 2015 midterm ambition. Evaluate our key

achievements from 2010 and key things that should happen in the next 3 years.

5. What will be the changes that will increase the volume of AIESEC in Romania ELD

realizations for 2013 – 2014 term (have in mind the connection between our

products and external environment).

Regarding the local level, I do not believe that currently we’re standing very well in any area in the

whole country. Still, I do believe that we have LCs which excel with some objectives. For example,

Timisoara is doing really well in the corporate sector, with partnerships signed both for

sponsorships and for iGIP. Cluj and Bucharest are GCPs regarding oGCDP and AIESEC Iasi is 1st

at the number of realisations in oGIP.

As for what concerns the MC, there have been significant improvements regarding the financial

status – we’ve both paid our debts and managed to leave a legacy for the next term. Also, another

achievement is the fact that the relationship and way of working with the LCs has improved, which

is a really important stepping stone if we’re planning to reach our full potential.

For the next years, I believe that we should focus on 3 things:

- continue working on the communication with and between the LCs – our objectives cannot be

achieved if the entities that form AIESEC Romania do not have an aligned direction

- increase the conversion rate for our programmes to 100% (from raising to matching and, even

more importantly considering the small rate, from matching to realisation)

- accord greater attention to the development of EwA, so that by the end of 2015 all our

recruitments for ELD programmes are done from people in EwA

First of all, as I stated above, I think that the number of PBoXes existing in the country designed for

our target group (17-30 years old) is terribly small. Instead, we have many projects aimed at

kindergartners, primary school pupils and middle school students. Still, just because they seem to be

more accessible for trainees doesn’t mean that this is what we should do. That’s just the easy way

out for accomplishing some numbers, realistically speaking.

The strategy we should apply should be to have most of the projects directed at our target group and

they should be PBoXes. Why? Because we promote ourselves as an international organisation. And

the best promoters are the internationals themselves. This way, we could attract more people in ELD

that will later on apply for one of our four programs.

Secondly, I believe that we should focus again on an upsales strategy: GCDP to TMP, TMP to TLP,

TLP to TLP and TLP to GIP. With this, we will also increase the quality of the experiences,

encouraging our members to take more than one program, thus experiencing more diverse

environments and developing a larger set of skills.


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6. What will AIESEC in Romania remember about 2013 – 2014 term? Describe which

will be the key milestones you commit to strive for during next term.

One and a half years from now, AIESEC Romania will say about this term that it has taken the

country a huge leap forward towards achieving its true potential. In order for this to be possible, I

believe that it is essential for us to meet these milestones:

1. 100% realization rate on all programmes until the end of the term. This will make us strive

to meet our promises and deliver qualitative experiences, from the 1st contact of the

organisation until the end.

2. 100% implementation in the country of EwA standards. If we truly want to raise the quality

of our programmes, a 1st step would be to increase the quality of the people that apply for

them. And while a good selection might be a good step, a good preparation beforehand

represents a step further, for the candidates will be able to get familiarized with AIESEC

before applying for ELD.

3. 100% implementation rate of NPS score for all of our programmes. Last step in quality is

actually testing it. And even if we are one of the countries piloting this system, this is not

enough – we need to put it better in practice.

4. More than 50% of our members work directly for exchange. Considering that this is our

core product, it only common sense to have the majority f=of our members working for this

and not for other support activities.


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7. In 2014, AIESEC in Romania is the winner of the Global Excellence UBS award.

Explain why.

First of all, from the planning we can observe great increases in the planned numbers for all of

the four ELD programmes:

- for TMP the planned increase between 2012 and 2014 is of around 60% (1800+ TMPs)

- for TLP - ~80% (400+ TLPs compared to 2012)

- for GCDPi – over 75% (300+)

- for GDCPo, we can see a 65% increase, from 206 to 335

- for GIPo, an 87% increase (200+ exchanges in this field compared to 2012)

- for GIPi, an almost 50% increase.

If it is to relate to this planning, our role for this term is to raise the standards of implementation

and create a culture of performers throughout the country, especially if we analyse a bit the

current situation in comparison to what we want to achieve.

If we will focus on an up sales strategy, then we will be able with the help of promotion and

incentives, to raise the conversion rate between GCDP – TMP/TLP and TMP/TLP – GIP

By becoming more relevant in the network through our projects, collaborations and activities,

we will be able to increase our visibility throughout the network, thus enabling ourselves to be

recognized as a 1st choice partner across sectors. This way, through being there in the

external environment, the impact we are striving to have will grow and reach a larger number

of individuals.

Through developing long term partnerships and self-sustainable projects, we will be able to

also stabilize our cash flow, thus making it possible to increase our savings, as well as our

investment budgets

Finally, if we achieve all this, we will be perceived by our main stakeholders as an organisation

that delivers qualitative programmes and activities; this way, the Net Promoter Score across

our activities will increase visibly.

5. general questions

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