SUE GACIKUAIESEC KENYA

MCP 16/17APPLICATION

GENERAL INFORMATIONNAME SUSAN GACIKU KIARIE

DATE OF BIRTH 4th November

MEMBER/LOCAL COMMITTEE AIESEC KENYA/AIESEC IN UoN

CURRENT ROLE IN AIESEC MCVP IGIP

NATIONALITY KENYAN

PASSPORT NUMBER A2245945

PHONE NUMBER/EMAIL/SKYPE/TWITTER/FACEBOOK 0729383832/sue.gashiku@aiesec.net/@sue.gaciku1/@SueGaciku/SueGaciku

DATE YOUR ROLE MEASURABLE RESULTS SPECIAL MENTIONS/AWARDS

2015-2016 MCVP IGIP Reformed immigration logistics with the director of immigrationIntroduced reception of iGIP interns and buddy system.Growth of 40% in the last 6 monthsEnhanced partner servicing of TN takers

2014-2015 BD Manager Re-raised Standard Chartered Bank, Media Majique and Kenya Airways as national partnersOrganizing WACS conference in the short span of a month with a budget of only delegates feesEngaging about 32 companies at the AIESEC Ghana Business Breakfast and Career FairRaised Emirates as a new national exchange partnerRaised 2 IGIP TNs and 1 IGCDP TN with USAID-YALI program

Raising funds and in-kind sponsorships for the entity

First East African CCP for WACS and doubled as Conference Manager

Most synergized sub-team BD/IGIP of AIESEC Ghana 14.15

2012-2013 NST BD/Reception Manager

Pioneered Spread the cheer projectOrganized LC buddy hangoutsOrganized AIESEC week and the National Career fair.

AIESEC EXPERIENCE

CONFERENCES ATTENDEDDATE NAME OF CONFERENCE/COUNTRY YOUR ROLE

AUGUST 2015 INTERNATIONAL CONGRESS,INDIA DELEGATE

APRIL 2015 AFRICAN EXCHANGE AND LEADERSHIP SEMINAR, KENYA

DELEGATE

MARCH 2015 NATIONAL LEADERSHIP AND DEVELOPMENT SEMINAR, GHANA

FACILITATOR

DECEMBER 2014 NATIONAL EXCHANGE AND LEADERSHIP DEVELOPMENT SEMINAR,NIGERIA

FACILITATOR

OCTOBER 2014 WEST AFRICAN CONNECTING SEMINAR, GHANA CONFERENCE MANAGER/ CONGRESS COMMITTEE PRESIDENT

SEPTEMBER 2014 NATIONAL LEADERSHIP AND DEVELOPMENT SEMINAR,GHANA

FACILITATOR

NOVEMBER 2013 PIONEERS, KENYA DELEGATE

JUNE 2013 LOCAL TRAINING AND MOTIVATIONAL SEMINAR,KENYA DELEGATE

AUGUST 2012 LOCAL CHAPTER TRAINING AND MOTIVATIONAL SEMINAR, KENYA

DELEGATE

ABOUT ME

I am resilient, ambitious and strong willed. I may appear as impatient and impulsive, but a strong motivator and always willing to challenge others at crucial times. I am a daughter, sister, grand daughter ,best friend, student and more importantly a volunteer. My name is SUSAN GACIKU KIARIE.

The reason am applying for MCP 16/17 is because I would like to give my all to AIESEC Kenya. To crown my AIESEC experience, it is a dream from the east of my capabilities and the west of my future. What makes me right person is my motives and ambition to ensure AIESEC Kenya, leads in the growth of its products exponentially. Also, I am leader that has

the vision and conviction that a dream can be achieved, thus inspiring the power and energy to get it done.

My motivation comes from the ocean, it is mysterious, powerful, calm ,turbulent and huge. When I think of possibilities and the things I feel am not capable of doing. The ocean comes to mind, it has so much will power. Never overflows, even after the strongest tides it still remains to be. I want to be an ocean, humble, in charge, a world of endless

opportunities and even better with the strongest will power.

Q4

Q1

BIGGEST FAILURE

My biggest failure in life, is growing up in a dysfunctional family and being expected to be normal like any young girl/teenager. This has

shaped the person I am to be different, assertive and wholesomely, a better person. It inspired me to do more for people, that’s one of the

reasons am in AIESEC. It suppressed the sense of entitlement that kids from most good families have, I know the flipside of things that go

wrong. It exposed me to different influences, as a society kid everyone teaches and takes care you. It gave me the chance to learn to be

comfortable with the uncomfortable at a very tender age. I found a brave heart and purpose within me, as I overcame the peer pressure to be all

the things that am not. Always believe in the light at the end of the tunnel.

STRENGTHS & WEAKNESSESQ5

WillpowerBraveLiberal-mindedHonestAmbitiousIndependentStrong-mindedHilariousAssertiveResilient

AggressiveBluntSensitiveFriendlyStrictEmotionalRebelliousDemandingChoosyDetailed

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Q2

How my strengths and weaknesses will influence me as a leader and affect me as AN MCP.

• The strengths that influence my leadership the most are my will power, bravery, ambition, assertiveness and aggression. My will power causes me to get the clarity of why and find the way to do what’s necessary. My bravery allows me to take up things like it’s the last thing before my last breath, giving it intensity and priority till its completed. My ambition is everything to me, I believe and get immersed so hard that I push for the impossible. My assertiveness helps me find purpose by putting the unit am leading first and without compromise making decisions independent of my emotions and hearsay. My resilience is the reason I don’t stop pushing for more, like a soldier keep moving, with aggression and momentum till you close the deal.

• This will affect me as MCP for everyday will be a test of my character rather than my strategies. Will I stay level headed inthose trying times, when my back is against the wall? These virtues will define the legacy I’ll leave as AIESEC Kenya 16/17, they will be measures of success of what will be left of me. These virtues will be reason I keep going and reluctantly not give up my ambition for anything.

• The weaknesses that influence my leadership the most are my aggression, eye for detail, demanding, strict and blunt. My aggression maybe misinterpreted for rebellion and disregard for the law. I do not stop pushing till I move the wall. My knack for detail makes me obsessive with something until it is done right, this may consume more time than required. My demanding nature is because I believe in only get better than the me of yesterday. As a leader and a work in progress I don’t stop learning from my mistakes and so do I expect from the people I lead. Am quite strict and this makes me seem like a slave driver, if something needs to be done it will be done. My bluntness influences my leadership as in my honesty I say things that people are not ready to hear and hurt. Yet from my end I mean no harm.

• When these weaknesses affect me as MCP as I’ll take it upon myself work on them to make me a better leader. AIESEC being a people organization, the stakes are high, though a very firm leader who insists on excellence in all things I know when to back down. Also, it shows that am human and not exactly flawless but as I understand the uniqueness of this organization I will go the extra mile seek guidance and consult when necessary.

OUR CURRENT STATETheintroduction oftheyouthministryTheoncoming election year

POLITICAL

GlobalentrepreneursSilicon valleyinNairobi

Increasedreturns ofthetourism sector

ECONOMIC

SOCIAlIncreased useofsmartphonesSocialmediaengagementi.e Facebook

TECHNOLOGICALGrowth inICT

Significantgrowth inOGCDPFinancial sustainabilitySolidalumninetworkInfluentialBOAClearnational direction

STRENGTHS

Current exchangeexperiences ofourmembers

More growthofotherentitiesInsecurityissuesi.e.terrorism

Centralized LCsinNairobiWEAKNESSES

WEAKNESSESLeadership pipeliningUnstableentitiesInadequate alumniengagementLackofsalescultureNolong-term sustainabilityplanLowconversion rates

OPPORTUNITIESAIESECAcademy

Global entrepreneursNewLCEBteams

Conferences i.e.NatConf, LEADRiseinentrepreneurship

StrategicalliancesNewuniversities

SWOT ANALYSIS OF AIESEC KENYA

• With the trending factors in politics, it would be a fair chance to position AIESEC with the government for collaboration.

• Economic factors of new start ups will encourage 16/17 to adopt new operations to ensure growth in exchange programs. This is through creating new projects in the IGCDP such as working with the Wildlife Society to fight poaching and protect animals. Adopting global entrepreneurs for the start ups and small medium enterprises.

• 16/17 will adopt social media to increase visibility and accessibility, therefore , reach to engage more young people with our products. Through PR campaigns being the first to report on the happenings/ crisis in the country and give clarity of the situations.

• The continued growth in ICT for technological factors, will be adopted to increase conversion rates for the exchange products. We will create an application to be the intermediate of EXPA and our offline matching activities to attract more numbers, therefore increasing more numbers.

PEST ANALYSIS OF AIESEC KENYA

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Q2

Clear national direction=new LCEB teamsGrowth in GCDP=new universitiesFinancial sustainability=better conferencesBOA + alumni=strategic alliancesFinancial sustainability +BOA +alumni =AIESEC Academy

STRENGTHS OPPORTUNITIES STRATEGIES

Growth in OGCDP=current exchange experiencesClear national direction=growth in other entities

Growth in IGCDP=insecurity issuesSeek guidance from BOA + alumni=centralized LCs in

NairobiFinancial sustainability=helps invest in other LCs and

manage current exchange experiencesSTRENGTH THREATS STRATEGIES

WEAKNESS OPPORTUNITY STRATEGIESLow alumni engagement & leadership pipelining=AIESEC academyLow conversion rates=global entrepreneursUnstable entities=new LCEB teamsNo long-term sustainability=conferences i,e NatConf & LEADInadequate sales skills=increased entrepreneurship rates + AIESEC Academy

WEAKNESS THREAT STRATEGIESLeadership pipelining =current exchange experiences

Unstable entities=centralized LCs in NairobiAlumni engagement =centralized LCs in Nairobi

No sales culture=insecurity issuesNo long-term sustainability plan=insecurity issues

TOWS Matrix on how AIESEC Kenya, could strategize and capitalize on the strengths ,weaknesses, opportunities and threats.

ENTITY PARTNERS ANALYSIS AND INSIGHTS ON IMPROVEMENT

AIESEC in Kenya, has entity partners in the region and global network to ensure smooth running of operations. These partners are for collaboration and co-delivery , exploring avenues to work

together and exhaust potential.Some of the entity partnerships are with Tanzania, Uganda , Rwanda, Nigeria, Ghana, Morocco, China, Germany, Italy and Brazil. However, to improve these partnerships we need to invest in

ceederships for preparations of logistics. Also to ensure S&S and LEAD are met during the exchange experiences. Therefore, send a ceeder to any entity receiving more than 10 exchange

participants. To track and conduct assessments of the exchange experiences of the AIESEC Kenya following all the sixteen standards of the operational flows.

Q3

OUR RELEVANCEWHAT IS AIESEC• AIESEC is a youth-led movement without any discrimination or prejudices that aims to

pacify and fulfill human kind’s potential, through cross-cultural exchanges and leadership development. The organization believes in youth leadership as a fundamental solution and it can be activated in anyone through practical learning in challenging environments.

• To a Kenyan student, AIESEC is a platform that equips you with practical and soft skills, enhancing your work experience that helps you prepare for the job market.

• To a company, AIESEC is a hub of global talent and young entrepreneurial minds usually called global entrepreneurs. The organization helps develop four elements of the leadership development model that is, world citizen, self-aware, solution oriented and able to empower others.

• To a parent, AIESEC is an international group of students and recent graduates who come together to go on exchange to get a work experience abroad, giving them advantage to penetrate the job market.

• To a professor, AIESEC is an organization built on the ideals of peace and fulfillment of human kind’s potential. Therefore, observing metaphysical and epistemological doctrines, its members cherish pursuit of high/noble principles, purposes and goals.

• To a 5-year-old, AIESEC is a group of young kids all over the world, who are kind and do not lie. They like playing and sharing their candy/toys with others who don’t have to make them smile. They make a lot of friends too.

MY UNDERSTANDING OF THE REFRESHED AIESEC WAY• The AIESEC way is a descriptor of the AIESEC history, vision and the operations’

why, how and what towards the ambition. AIESEC was started after the second world war by a group of young people that wanted to prevent similar conflict through cross-cultural understanding. The aim was to achieve peace and fulfillment of human kind’s potential. Therefore, they intended to place their confidence in the youth to secure a better future whom believed that leadership is a fundamental solution and can be developed in anyone. To ensure that these young people developed their leadership, they would be exposed to practical experiences in challenging environments. These are the cross-cultural exchanges and creating these opportunities. It enables the participants of the cross cultural exchanges be world citizens, self-aware, solution oriented and able to empower others. Also, inculcating values of the organization which are demonstrating integrity, living in diversity, enjoying participation, acting sustainably and striving for excellence.

• Its significance to AIESEC Kenya is connecting the entity to the clarity of why. Ensuring we remain true to our essence and give enough contribution to the achievement of each mid-term ambition. Also, making AIESEC in Kenya align to the country’s realities to the programs of AIESEC.Thus, AIESEC for Kenya.

MY UNDERSTANDING OF AIESEC 2020 AND ITS RELEVANCEAIESEC 2020 is the mid-term ambition created in International Congress 2015 in India. It aims to change the organization to a youth leadership movement. The movement will focus on shaping what we do, around what the world needs. Growing disruptively and being accessible to everyone, everywhere. The mid-term ambition is relevant to AIESEC Kenya as it transforms the operations to be aligned to the needs of the country. To grow disruptively by connecting to all young people through social trends like social media engagements and go viral. To be accessible to everyone, everywhere. Through , availing our programs to all our customers, companies that need global talent, start ups/SMEs that need global entrepreneurs, students in universities that want to go on exchange and societies that need social welfare from global citizens.

Q1 Q2

Q3

OUR RELEVANCE• To increase the market share of IGCDP-OGCDP will be a strategy. Through the

ambassadors campaign whereby we send members on exchange and ensuring they raise a TN while on exchange. Thus, intensifying the integrated experiences of AIESEC members.

• Adopting PR campaigns when insecurity issues such as acts of terrorism ,global events such as Global Entrepreneurs Summit, WTO forum happen we update the world alongside.

• Sending CEEDers to every entity we supply large amounts of exchange participants, to access quality and standards of the projects/ experiences.

• Adopting a new expansions strategy by partnering with alumni to help resurrect the entities-with the bring back your LC campaign.

• To increase the IGIP-OGIP market share , by training entrepreneurship skills in the AIESEC Academy. These will increase the marketability of the local talent to attract opportunities abroad .Entity partners will also co-deliver via barter trade, for all the global talent we recieved they will reserve opportunities for our talent.

PROGRAMS MARKETS

OGCDP Students ,those joining universities

IGCDP Companies, NGOs, societies

IGIP Companies, start ups, SMEs

OGIP Recent graduates

Program Sub-region Region Global Network

OGCDP 200 400 600

IGCDP 100 300 700

OGIP 20 50 70

IGIP 25 50 80

The role of AIESEC Kenya is to influence leadership of the growth of programs as the biggest entity in East Africa, strong-holder of the Africa region and representative of Africa to the global network.

Q4

OUR RELEVANCEQ6

PROGRAMS ENTITY PARTNERS

OGCDP Tanzania, Uganda, Morocco, Nigeria, Ghana, Rwanda

IGCDP Nigeria, Columbia, UK, Ghana, Tanzania

OGIP China, Nigeria, India, Germany

IGIP Brazil, Germany, Egypt, China, Norway, India, Lithuania

I would like to partner with these entities for they’re growing entities that will have as much zeal as we do or stable entities that will inspire us to do more. These entities also share

realities enabling us to foster growth by sharing strategies. The implementation will also be less constrained as the factors and resources accessible are similar.

MY PLAN & DIRECTION

AIESE in Kenya, 2020 –I dream of a bigger, better and stronger entity. The more reason I would like to adopt the vision of 15/16 as a midterm ambition for the movement. This is because what the current direction has done is prepare the entity for greatness. It was a season of planting the right seed.

For a seed to achieve its greatest C expression , it must be completely undone. The shell cracks, its insides come out and everything changes. To someone who doesn't’t understand growth, it would look like complete destruction. Therefore, this was the time to explode. To ensure the seed

does not die , it needs to watered and provided with a conducive environment to flourish. Which is essentially the foundation, in this case the

roots and sprouting. The term 16/17 will ensure the foundation is firm by investing in the organization's health. Which is comprised of the leadership,

structures, stakeholders , local committees and the OD model.

My vision for 16/17 is to turn passion into right actions.I will focus on the organization’s health as the base of this vision. The strategies to enforce the focus will be organizational culture, leadership, co-ordination of programs and external orientation. Organizational culture will be at the core, and it is built with consideration and conscious intent or by contrast to let the culture come together as it does, giving it little thought in the process. Elements of the organizational culture are living with organizational values, building working habits and following specific rules through constant communication.

Leadership and its structures to ensure productivity and capacity building of our AIESEC members.Ensuring we are seasoning and pipelining leadership as it is part of our essence. Thus, we cannot afford to have irresponsible leadership yet that is, we believe is a fundamental solution.External orientation is enabling AIESEC in Kenya to evolve to become AIESEC for Kenya. This promotes our relationship and connectivity with our external environment , boosting our relevance and enhancing our public image, as a youth-led organization.Co-ordination of programs is synergizing operations in a way that enables fulfillment of my vision and goals. This is by calling upon all our stakeholders to co-operate to do more and achieve more, at an efficient rate. The stakeholders being our alumni, BOA, corporate partners ,entity partners, government agencies and AIESEC members. This will ensure we form strategic alliances because we understand if we want to go fast we can alone, but if we want to go far we must join forces.

VALUES

HABITS

RULES

BEHAVIOUR

Q1

Q2

MC TEAM ACHIEVEMENTS

MC F1Kuleana project was born | Hosted IC | Held major successful events like the innovation café’ and golf day | Won the alumni engagement award and inducted in the hall of fameDid a successful career fair with 25 companies

MC ALL STARS I am regional citizen campaign | They won an UBS award | Adopted expansions strategyOrganizational development was adopted | Launched the Amplified conference

MC PANDA Hosted pioneers conference | Highest numbers of IGCDP and IGIPThe financial model was reviewed for revenue sharing

MC BOLT Hosted Afrox | Significant growth in OGCDP | Won the Electrolux IGIP award | Revised membership criteria | Highest number of Amplified delegates

MC CANNONGrowth of OGCDP by 62% in 6 months | Won the Microsoft Upgrade Your World competitionLaunched the East Africa bus campaign | All MC members attended IC in IndiaAmplified was evolved to a sub-regional exchange conference

Q4

IGCDP

700OGCDP

600

OGIP

50IGIP

50

My vision and focus to build on these contributions aims to invest in the foundation of the entity to ensure long term sustainability. Organizational health is directly linked or proportionate to a performing entity , to ensure that regardless of the bottlenecks the bottom line of the entity always met. It will help us avoid the zigzag growth curve and instead adopt an exponential growth curve. A house is only as firm as its foundation, if we lack a strong foundation its only a matter of time and luck will run out.….

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Q3

External orientation is one of my main strategies to achieve my vision of , turning passion into the right actions. Therefore, I will involve key players of the entity to ensure positioning in the external environment. This is through focusing on making AIESEC in Kenya for Kenya. Youth Speak is an amazing strategy to engage the youth through surveys, collect insights and create concrete output to act on the issues. Collaborate with our stakeholders that is, BOA , government by having a representative in the youth ministry, having a link to the office of the president through the digital communicator , taking up PR campaigns that increase our visibility and accessibility.

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Q6

OPERATION START STOP CONTINUE

ICX Notifications when applicationsare madeDirect link of applicants to EP managers.

The marking of opportunities as open should be default.

OGX Marking at the open at the approved stageReceiving notifications when an EP signs up on opportunity portal.

The many approvals by either TN manager or EP manager after signing acceptance note.The realization takes longer than expected.The profile sign ups on opportunity portal.

Notifications for EP acceptanceor matching

OPEN MATCHED COMPLETED

IN-PROGRESS REALIZED

The customer flow has the following stages

To grow the oGCDP program, we will need to adopt new expansions project. Where we partner with alumni of the entities under the campaign “Bring back our LC”. This is due to the realization that alumni of disbanded or downgraded entities could play a role in bring back the entities. It will enable expansions to contribute 30% to the OCGDP numbers as it is also a requirement. In the term, 16/17 four of the exchange centers i.e. Chuka, MMU, CUEA, Maasai Mara will upgrade to specialized units and the specialized unit ,Moi to an expansion. With additional focus on the organizational development strategy the entities will comfortably sustain the growth curve.To grow iGCDP program, we will reform and create new SMART projects. This simply means that they will be specific, measurable, achievable, realistic and time specific. We will run projects that can be assessed/evaluated, it will ease selling the value proposition of these projects. It will ensure we get implementation partners for execution and who share the ambition. We will therefore, create projects around the SDGs that will increase AIESEC’ relevance for Kenya and on emerging trends like wildlife conservation. Also, adopting PR campaigns that enhance the entity’s public image in the myriads of insecurity To grow the iGIP program, we will focus on training entrepreneurship to members in the AIESEC Academy. This will essentially cultivate a sales culture in the entity that will cause us to have young talents with entrepreneurial minds. We will encourage local incubations and start ups from members/alumni to create demand of global talent and global entrepreneurs. This will be promoting global talent from a practical point of view. To grow the oGIP program, we will review entity partnerships to ensure that we barter trade in talent. Investing in the quality of the potential interns by engaging them in the AIESEC Academy , away from EP curriculum and reviews. By accrediting them to the AIESEC Academy to add on their qualifications and marketability.

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Q4continuation

KIND OF LEADERSHIP AIESEC KENYA NEEDS IN 2016/2017In the term, 16/17 AIESEC Kenya needs leadership that has foresight to recognize the dedication and passion of members is what to we need to firm the foundation. The leadership needs to understand that it currently sits where it stood in its youth. Thus, needs to look at where we slipped rather than fell, and correct it. Through harnessing the passion of the members and turning it into productivity, to create a concrete foundation for the entity. My leadership style is democratic, however, I maintain that respect is earned, honesty is appreciated, trust is gained and loyalty is returned.

TEAM STRUCTURE

MCVPOGX

MCVPTM

MCVPMAC/PR

MCVPIGIP

MCVPIGCDP

MCVPFLA

MCVPOD/

EXPANSIONS

ERMANAGER

MCP

Q8

Q7

BLANK PAPER CHALLENGE

AIESEC Kenya’s biggest opportunity is our membership. Having done a bus campaign in 15/16 to encourage AIESEC members to go and experience exchange. The practical environment in a challenging environment is very conducive to find purpose. It’s the best gift to learn all the lessons through the inner and outer journey in a young person’s life. Thus, a mission that the world needs providing life changing experiences. That will leave the members in love, increasing their passion and skills to continue delivering great experiences. They will love what they do, and their belief in the organisation will be their motivation. The idea is to give back to society by showing by EXAMPLE, PASSION AND LEGACY .