mcvp aiesec in portugal 12.13 application
DESCRIPTION
Ricardo VitorinoTRANSCRIPT
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
Ricardo Vitorino AIESEC in Portugal MCVP 12.13 Applicant
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
Ricardo Vitorino AIESEC in Portugal MCVP 12.13 Applicant
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.
Ricardo Vitorino AIESEC in Portugal MCVP 12.13 Applicant
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.
Ricardo Vitorino AIESEC in Portugal MCVP 12.13 Applicant
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.
Ricardo Vitorino AIESEC in Portugal MCVP 12.13 Applicant
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
Ricardo Vitorino AIESEC in Portugal MCVP 12.13 Applicant
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.
Ricardo Vitorino AIESEC in Portugal MCVP 12.13 Applicant
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
Ricardo Vitorino AIESEC in Portugal MCVP 12.13 Applicant
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
Ricardo Vitorino AIESEC in Portugal MCVP 12.13 Applicant
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