eduardo chavez betancur lcd application

E D U A R D O C H Á V E Z B E T A N C U R

2011: NatCo Pereira and LDC Manizales, delegate.

LIM AIESEC EIA, facilitator.

2010: NPM Medellín, NatCo Barranquilla and OPS as delegate

.XPS Medellin, OC.

LIM AIESEC EIA, facilitator.

2009: NatCo Medellin, delegate

BAYER/AIESEC conferences, manager

LIM AIESEC EIA, OCP

2007: LDS west zone, delegate

S T U D I E S & A C A D E M I C B A C K G R O U N D

2011-2006: Environmental Engineering. Universidad de Medellin

2011: National Meeting on Environmental Sustainability for the electric sector CISLIE-CIER.

Medellin-Antioquia Colombia.

2009: V International Symposium on Energy and technological frontier in the rural sector. Ministry of

mines and energy, IPSI, Sabaneta Antioquia Colombia.

2010: Engineering Assistant. Perform characterization of industrial wastewater in several companies

of the city. Universidad de Medellin. This gave me practice on water treatment equipments.

2009: Receptionist. Support customer service in English during the Inter-American development Bank

meeting in Medellin. Mezeler restaurant http://www.mezeler.com with this I practiced English and

learn about logistics for events.

2008: Supervisor. Customer service support. Supervising and being in charge of the cash register.

Chris Restaurant. Clifton New Jersey. US. This game me practical experience on management and

employees management.

2007-2005: Cook, waiter, customer service. ABE´s Famous Pizza and Restaurant. Clifton New Jersey.

US. This gave me customer service experience, time management, learn to cook, work experience.

A I E S E C E X P E R I E N C E A I E S E C M E E T I N G S

2011: Local Committee President.

2010: Outgoing eXchange LC Vice President.

2009: BAYER young environmental meeting. Manager

for Medellín city.

2009: OCP Local Introduction Meeting 2009-I

2008-2007: exchange Team Member.

TN/EP manager

2007: PBOX ―MY ALDEA‖ member.

LCP: recovering the trust in the LC by the membership and the national network (exchange (ICX/OGX) & dual experiences

growth more than 100%, empowerment of membership, high quality experiences for members, improvement and

sustainability of the LC finances and strengthen and innovation of IT solutions for several applications in operations, logistics

and strategy for all areas plus the implementation of a KM Project for the long term. Improvement of the organizational

environment. 12 national awards for the LC during the year and 1 international recognition for OGIP.

LCP: improvement and consolidation of the external relations with organizations and universities; reports & feedback

meetings with the TN takers and Universities.

VP OGX: creating the structure of the area oriented to results (two coordination -generating and collecting the knowledge)

BEJA manager: Achieve the objective of the alliance BAYER/AIESEC in Medellin. (Advertising and organizing two conferences

and promotion of the BAYER contest in the city)

TN manager: managing two accounts (IGIP/IGCDP) matching them and keeping the relation for long term (Amichoco and

Universidad de Medellin).

Born on June 26 of 1987,

in Medellin - Colombia

Telephones:

(+574) 2384830 /

(+57) 3006605639

Skype ID: eduardocb4

[email protected]

[email protected]

MC VP LC DEVELOPMENT applicant, AIESEC in Colombia

M A I N A I E S E C A C H I E V E M E N T S

P R A C T I C A L A N D P R O F E S I O N A L E X P E R I E N C E

http://www.mezeler.com

mailto:[email protected]

mailto:[email protected]

M A I N A R E A S O F E X P E R I E N C E

Outgoing Exchange & incoming exchange:

I have experience as EP manager, in EP selection, supply and demand analysis, matching processes and international

cooperation. Also as TN manager, in TN flow, trainee selection, supply and demand analysis, matching processes and

international cooperation

Talent management:

I have experience in talent planning, selection processes, induction processes, and training and coaching by working with

my co-VP TM

During my term as LCVP and by working with my VP TM as LCP.

Leadership and team structure:

I have worked building and directing teams during my career for academic purposes but also when I worked as supervisor in

a restaurant in NJ I had to manage a team of cooks and waitresses. In AIESEC I have had to structure, lead and/or manage

several teams, as coordinator, VP and LCP. All this experience complemented by constant study to get theoretical elements,

particularly with a vision of the importance of transcendental purposes in individuals to achieve results as teams.

W H I C H S H O U L D B E T H E B E H A V I O R S F O R

A I E S E C I N C O L O M B I A I N 2 0 1 5 T O

A C H I E V E T H E G O A L S A N D O B T A I N T H E

F I R S T P L A C E I N T H E I B E R O A M E R I C A

R E G I O N A N D T H E B E S T P L A C E A T G L O B A L

L E V E L ?

W H Y H A V E I D E C I D E D T O A P P L Y F O R

C O L O M B I A ’ S M E M B E R C O M M I T T E E ?

P O S I T I O N A P P L Y I N G F O R :

M C V P O F L C D E V E L O P M E N T

“peace and fulfillment of human kind’s potential ”

Because I have learned so many things in the organization

and acquired several elements, skills and competences

that made me develop professionally and personally and I

want to give back that development for the improvement

of the members and of the organization itself. All this while

I learn so many different things that I still can learn by

experiencing the organization. I want to keep growing

along with my country.

We should behave like one national entity and not like different

entities struggling to get results. This with a close relationship

and work with ―our external environment‖, not only stakeholders

but also with our social, economic, environmental, cultural

surrounding and keeping close eye of the trends of ―global

external environment‖ for innovation, co-creation and sense of

M Y T O P 3 S T R E N G T H S A N D T O P 3 W E A K N E S S E S :

Strengths Weaknesses:

CREATIVE, I can imagine, propose and create innovative ideas

easily.

VERSATILE, I adapt very easy to several situations and I am

interested and curious about different topics and things

EMPATHETIC, I struggle to understand others´s feelings and

points of view

IMPATIENTE, often I want the things to be done immediately

since I have a lot of energy.

RESERVED, I don´t open myself too fast or too much to other

people.

DISORDERED, I hardly can keep things in order for too long

These strenghts will help me in my work as MC team member

being a support for my team colleagues thanks to the

understanding of their different positions, feelings and points of

view. Also in my MC work by understanding the diversity and

particularities from where each entity operates, also being

innovative with solutions.

These weaknesses can challenge me in my work as MC

team member by having to make sure they don´t affect

my colleagues while I work in the change of these

behaviors. In my MC work by being aware of them I can

open myself more and connect with the entities and bring

a good sense of urgency in the execution of their

strategies.

Along with all that, the steering team has defined four strategic objectives (administrative strengthen, leadership

development, strategic marketing, external connection) in those, the administrative strengthen and leadership

development compromise directly MC development proposals and a lot can be done to support and enhance such

strategies for the achievement of 2015 objectives and goals. In the administrative strengthen, LC development should

be oriented to promote self driven entities since more mature and independent LCs can respond faster to the local

needs, approach with innovative ways to a larger number of young people and reduce operative load from MC (for this

the coaching model based on non functional coaching but organizational environment enhancement in each entity will

be really useful. Besides this, the incorporation of strategic thinking in each LC, scenario analysis, and alignment and

cooperation with the national network—as proposed in this application– will strength the structure, strategy and

operations of each LC), and support and facilitate (making more flexible the expansion strategy) the generation and

consolidation of new entities (whether are entities or they begin as operational units) if we want to have more than 30

entities for 2015. In the other hand, leadership development shall be a top topic in each entity, not only among the

middle managers and executive boards but as a general conception of each member to understand that is developing

skills and competences for leadership and become a positive change agent while is participating in TM or GIP/GCDP

programs and not only in TL program, in other words leadership has to be promoted as a culture in each member

since the very beginning of his/her experience and not wait until they take a TL program to give them leadership tools,

this will increase not only results by having more proactive membership but will improve experiences of each member

in each LC by making them more professional.

All this has to happen in a collaborative environment, sharing knowledge and experiences and building /co creating

together the path to AIESEC 2015 and our BHAG and in general we shall oriented our efforts to increase programs but

filled by our essence, our AIESEC WAY (―pragmatic idealism‖ adapting quickly and progressing constantly but keeping

our essence):

―In order for an organization to face the challenges of a demanding world, has to be willing to modify all what is

concern to the corporative life, with exemption of its basic believes..The last holly caw in an organization must be its

basic philosophy‖ Collins & Porras on ―BUILT TO LAST‖.




A I E S E C I N C O L O M B I A P A T H T O 2 0 1 5 A N D T H E R O L E O F L C D :

The AIESEC 2015 process has followed these road: NATCO Launch, LCs Sensing (using U theory tools), Education in LIM/

LTMLCs Presencing (also U theory tool), RTC Focus, National Education Cycle. With this we -AIESEC Colombia- have already

set our goals for each program each year



P R I O R I T I E S

Ensure national alignment (MC-LC) for a

country strategy, growth of operations

and the improvement of the experiences

in each entity of the national network and

also as a national entity.

Ensure coordination and constant

communication between the entities (LCs

and extensions) for cooperation, GCP and

knowledge sharing.

Ensure simplicity and order with the

information and guidelines from

the MC for more efficient process and

P R O P O S A L F O R A I E S E C I N C O L O M B I A 1 1 - 1 2 P L A N

There are several external opportunities that can be capitalized

f r o m t h i s r o l e , w h e t h e r c o n s u l t i n g c o m p a n i e s

to support some of the LC in particular areas or in general to ensure

clear, objective and theoretical supported coaching from the MC or by

joining and interacting with global initiatives that focus on

organizational development (e.g. http://www.presencing.com/ and the

groups, projects and programs that join this kind of networks) applying

some of their methods to the local entities according to each entity

needs.

Developing projects with national or regional government would create a

strong sense of national entity as organization and will bring

good quantitative results.


Strengths

.

Weaknesses

Opportunities

Threats

I. High number of members

II. High professional knowledge in members

III. General good MC-LC relations

IV. Evolution and still lot of potential in IT and

knowledge and will to use IT for the improvement of

operations and experiences

V. 2015 strategy

VI. High professionalism and GCP in various LC

VII. National conferences engaging more externals

VIII. Strong national ER and development of expansion

strategy

I. poor governance and administrative procedures.

II. Low management and leadership capacity, particularly in

MM

III. Dispersion of talent, lack of focus and sense of purpose

and discouragement in the membership

IV. Information, alignment and response between MC-LC-MC

(both in strategy and operations)

V. IT are not accessible and used by all LCs at the level is

needed.

VI. Implementation of 2015 has a lot of gaps.

VII. Lack of communication between entities to share GCP

and performance disparity between them; also LC

development is poor.

I. Human resources and capacity for greater number of

operations and experiences

II. Diverse knowledge and professional tools for the

improvement of the organization

III. Social media use by Young people in Colombia

IV. Generation and strengthening of relations with IT

companies

V. Internationalization topic relevance among the country in

national and local governments as well as in universities and

Young people plus TLC agreements

I. Mishandling relations with different stakeholders

throughout the country deteriorating the organizational

image and bad reputation among some sectors

II. Situation in public universities, strikes and academic

schedules

III. Alignment of relations in all LC with the foreign affairs

ministry after DAS close

IV. Economic situation worldwide, particularly WENA

E X T E R N A L O P P O R T U N I T I E S

Please read the specific proposal in the next pages

http://www.presencing.com/



A I E S E C E X P E R I E N C E V I S I O N T O A I E S E C 2 0 1 5

By becoming a global youth voice thanks to our growing reach, we start being observed globally as a reference,

which will allow us to be a first choice partner across the sectors, and because of the development of responsible

and entrepreneurial leadership within a collaborative environment we have empowered members that are agents

of positive change generation after generation.

To begin, the strategies proposed for each stage (among many other possible) aim to structure or/and improve

each stage trough innovation and adaptation to the demand of a rapidly changing world in order to achieve the

BHAG. Standardization of several process (mostly if they deal directly with the external environment –as

presentation of the organization, selection process etc– plus innovative initiatives to show more and better what

AIESEC is and to attract more young people is essential in EwA. For ELD a sense of pragmatic idealism will let us

keep our vision and purpose (idealism) present in our daily tasks, making there filled of sense which will cause

the commitment of members to increase such vision-filled operations. Is also very important to integrate tools

(both theoretical and empirical) to structure leadership in this phase incorporating the idea of ―each member of

AIESEC is developing leadership to be a positive change agent in society‖ that means everyone who takes any

program, and if there are middle managers even more. For LLC the idea of a member who is going to become

―the product‖ of AIESEC, an ALUMNI, has to be capitalized before the person leaves the organization not only to

―prepare‖ better the person but to take advantage of his/her knowledge for the improvement and growth of the

organization, that’s why ENVOY programs or projects before leave the organization can be a great idea.


Regarding the refreshed experience there is a need

to elaborate more the ―engagement‖ stage and

standardize it; AIESEC Colombia has lot of potential

to be pioneer in that improvement. Currently I

considerer there is a lack of structure in this stage

that is leaving those who want to join the programs

without the adequate tools to exploit and contribute

efficiently to the performance of the programs,

moreover, there are lot of young people not reaching

the opportunity of AIESEC because of the static

expansion model.

-Along with the activities/programs to expose the

organization, this stage should have a national program

selection process by outsourcing in order to ensure

standardization, less operative load and strong direction to

the programs.

-―brain dump innovation program‖ can be created to

implement innovative thinking as a method from this early

stage and extending the program for the participation of

other organization-members, this can be done in

conferences, forums etc and oriented to specific challenges

or problems

The ELD stage is currently moving at the speed of the

implementation but needs to move at the speed of

the externals needs (to achieve the BHAG we need to

innovate and move fast).

-To integrate systems thinking and scenario analysis to

develop anticipatory leadership skills at middle manager

level in each program to strength and grow the programs.

-Keep constant sensitization for pragmatic idealism in every

program to increase and keep simple and efficient

Stage needs to be linked with the programs, right

now is happening slightly.

-implementation of an ENVOY plan as a program in this stage

in order to share knowledge between LCs - with the members

who have taken several programs- to share implantation of

GCP.

- Establishment of a line of projects that can be developed by

members in this stage, as a way to fulfill LLC programs and

summarize the positive impact of the experience.

C U R R E N T S T A G E O F A I E S E C

E X P E R I E N C E S T R A T E G I E S T O B E I M P L E M E N T E D

EwA

ELD

LLC



P R O P O S A L O F I M P R O V E M E N T I N L C D E V E L O P M E N T

―By LC development model is understood an approach

(objectives, methods,) that MC decides to take in order to

support the growth of LCs from one stage to another‖

IPM2011.

First phase: to organize and structure the LC development

plan to make entities growth coordinated.

Looking into growth paths of LCs in order to come up with

patterns of growth for these 2015 tools (as U process) can

be used.

Gathering the information on what are the critical factors

(structures, efficient processes, leadership, performance,

etc.) in the LC and extensions that can drive growth and

development and propose standard patterns, setting

milestones for each entity.

Use management tools to cluster/prototype each entity.

(Tools as: Greiner curve, McKinsey 7S model, BCG matrix,

product life cycle analysis, canvas model etc) .

Yet, since AIESEC Colombia is already organizing and

structuring the LC development plan (there is a new position

of LC DEVELOPMENT MCVP already operating) this has to be

just complemented and continued, adding several important

elements, for instance some already present in the proposal

of the elected MCP for 12-13 term (the ―development of

responsible and collaborative leadership‖ and the turning to

a ―self driven organization‖ are key elements to consider to

complement the present proposal which also goes clearly

aligned with the concept of ―collaborative network‖, a

concept also exposed in the elected MCP application) for

more on these please check AIESEC in Colombia PATH TO

2015 AND THE ROLE OF LCD, page 3.

Second phase: to implant country goals and strategic

direction in the organizational culture of each entity. Having

present the operational capacity of each entity its budget

and the number (growing) of LC, can be implemented a

leverage plan to support the entities with less results,

considering the distances from the MC to some LC and the

limited HR capacity of the MC, here the figure of regional

managers can be explored since could be really useful for

this ―leverage plan‖

This plan can be structured at regional or national events

and supported by a national multitask team which can unify

and align all information through:

Rewards and Recognition system

LC connection programs

LC coaching (physical and virtual)

Is important to mention that coaching has not to be

necessarily for the functional MCVPS at least some

particular issues regarding his/her specific area

are lacking the LC performance. Coaching can be

directed first to generate and keep the optimal

organizational climate where quantitative results

are an effect.

First let’s improve this:


E V O L U T I O N O F T H E S O N A B A S E D O N T H E R E F R E S H E D A I E S E C E X P E R I E N C E A N D

H O W C A N B E M E A S U R E

The stage of the national association (SONA) should evolve to more concrete, efficient and simple analysis tool. First it should

be separate to be filled by stage (three parts, one for each stage) and by programs, incorporating the minimums of each

program so a more often track can be done and results can be measure, interpreted and used better by aligned

it to tracking tools of the team leaders.

The information then is organized by the National results and the national KPIs, functional areas analysis,

MoS by LC, efficiency and clusters and expansion analysis. Every item has conclusions and topics that

need to be discuss in team (EB team and functional team and with the members and the LC coach).



National education cycle needs to be nourished with LC connection programs for the purposes mentioned in the LCD proposal

exposed before, including knowledge transfer from developed LCs to less developed LC/extensions. Along with this co

creation spaces should continue being part of the agendas. Besides this, external facilitators/expositors (coachers,

entrepreneurs, social leaders, managers etc.) in conferences, can give a wider vision and tools to the LCS and if that can be

implemented at local level in LC meetings that will bound members to the LCs by increasing interest in LC meetings, and

generate conversations and co creation spaces at local level. Retention rate can improve by adding this kind of things too.

P R O P O S A L T O M A N A G E T H E M C S E R V I C E S , M A K E T H E M M O R E E F F E C T I V E A N D

H I G H Q U A L I T Y F O R L C S , W I T H O U T A F F E C T Y O U R R E S P O N S I B I L I T Y W I T H T H E L C S

D E V E L O P M E N T A N D T H E M C O P E R A T I O N S

MC services can be worked through task force by periods or specific needs for the year in order to be efficient with time.

Administrative services, along and guided by the MCVP F&M, National Strategy mainly with MCP and MCVP LCDE, and

National Education Cycle with MCVP TM for instance, yet this is almost what is being implemented and what is needed is

to align those services with the needs of the entities and customize through LC Development the support that can be

offered to each one, so the response and flow of information can be faster.

To be more specific with the examples, in National education cycle, LC Development and Virtual coaching can be managed

with the support of what has been called in this application as ―multitask team‖ that can be (also mentioned) composed

by ―regional managers‖, and if they are LCP (ideally) can complement the idea of LC connections programs since those

can be oriented to work under these figures of regional managers, and in the same line the conferences can be

complemented with spaces for this LC connection. By doing this MC reduces the load, sharing the content of the ―MC

Services‖ and—as mention before– response and support can be faster and aligned (MC-LC-MC) due that they come from

the very entities trough this national team or regional managers.

P R O P O S A L T O D E V E L O P A N A T I O N A L E D U C A T I O N C Y C L E T H A T S U P P O R T T H E L C S

D E V E L O P M E N T


eduardo chavez betancur lcd application

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