mateusz kuśmierski lcp candidate wrocław ue in 2013 2014 term
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2013/014
Mateusz Kuśmierski Local Committee President
Candidatee
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INDIVIDUAL PERSPECTIVE
1. What does AIESEC mean to you?
AIESEC changed my life and changes me every single day. When I am going back to the past
and I see who I was, I get excited who can I be next year. Every day I wake up full of energy, ready to
act and face the new challenges, ready to do something new and get out of my comfort zone. AIESEC
gives us an opportunity to develop ourselves and it is the best way to gain professional experience
during studies. I made a lot of mistakes here but I am pretty sure that without them I wouldn’t be at
this point in my life. AIESEC changed my mindset and after one year and two months in this
organization I can tell that with willingness nothing is impossible and unreachable.
Besides that AIESEC changes people and world around us. It is a platform to make positive
and important changes. Sum of this small changes bring the big change which gives a positive impact
on society. AIESEC is a platform for young people to make the world a better place. In my opinion
one of the best facts is that people from different countries and cultures, who believe in different
thing and speak different languages can live with the same values, can go in the same direction to
realize the same vision.
I can truly tell that living the AIESEC Way made me a better person and in this organization I
feel that I am alive. AIESEC is not only a students’ organization. For me AIESEC is the way of living and
the way of thinking.
2. What is the AIESEC relevance for Wrocław society?
AIESEC may be a very relevant organizaton in our local reality. We as an organization that has
in its vision to create change agents, develop young leaders that have ambition to change our local
environment. We create conscius, ambitious young leaders who are ready to take up challenges and
act in order to see a positive change. With our ELD programs we can easily and instantly affect local
reality. Using our OG GCDP program we can built concuisness of young people and broaden their
horizons, we teach them how to act as a team player and how to take a small action that can have a
big impact. With the OG GIP program we give the opportunity to the students and graduates to work
in the international environment and maybe bring some new solutions and innovations that can
implement in the local environment so the business work better and more effective in Wrocław. The
same thing can happen with our iGCDP program when we bring our volunteers to work with young
people and show the problems that other Nations face nowadays. We as an organization have a huge
potential to be relevant in our society but I think that we don’t use it properly yet. We could be very
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impactful and powerful, we already are making a change but not as big as the change could be. I
believe that AIESEC has a potential to be the most relevant students run organization in our society.
3. “A4 Blank paper challenge” – Present your vision for Local Committee Wrocław UE term
2013/2014
“I want to see self awareness, responsible, educated leaders who are positive changes agents
and they feel aligned to AIESEC organization. They are going in one direction and united work
together to achieve our goals. By living the AIESEC way, especially enjoying participation value
work is not obligation but pleasure. We have balance between orientation on people
development and results because those two things cannot exist separately.
Our initiatives and actions change the society around us and make Wrocław better place. We are
the local youth voice which is strong and loud so the engagement with AIESEC is bigger. AIESEC
Wrocław UE brand is very strong and recognizable for potential partners and companies and we
are the first choice partner for them. Innovations and development of the market relevant
products connected with financial awareness and responsibility of our members, make us
sustainable growing and financial stable committee. In AIESEC Poland we are trendsetters and
innovators.”
4. How do you understand the role of the LCP? How will you shape LCP role in 2013/2014 in
order to maximize your term?
LCP as a leader – LCP is a person bearing a huge responsibility. LCP is a leader of the whole LC
Wroclaw UE organization who motivates and inspires members to go in the same direction and feel
the purpose of their work. She or he aims at showing this direction which is significantly connected
with his or her vision of LC which is at the same time coherent with AIESEC vision. LCP must
remember to indicate the direction in conformity with others thoughts and feelings. What is more,
LCP is a person who builds friendly environment in order to create the synergies which are needed to
achieve the goals of the LC. She or he is also responsible for the AIESEC culture and positive attitudes
in the LC. Moreover, LCP whose behaviors must be coherent with AIESEC values need to be a role
model of AIESECEr. Additionally, LCP needs to lead by example. Moving forward, she or he is
responsible for financial stability of LC and at the end of the day LCP is responsible for number and
quality of AIESEC experience. LCP is also a manager who is responsible for the management and
operations of LC, strategic decisions and tracking members of the EB team.
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LCP as a representative of the LC – LCP is a person who represents the LC externally. She or he
represents LC at local and global conferences and is responsible for creating network with other LCPs
and members of MC in order to bring improvement to the LC. She or he represents LC at functional
president meetings and with other LCPs elaborates a solutions to bring positive changes to AIESEC
Poland. Additionally, LCP is responsible for relationships with other LC’s, other students organization,
business representatives, alumnis and the authorities of University. LCP is some sort of the outside
voice of the LC.
5. What does the success of the term 2013/2014 means for you as for Local Committee
President Candidate? How are you going to measure it?
In my opinion, the success of the term 2013/2014 will depend on several factors. I think that the
most important thing for our LC right now is sustainable growth. We can achieve our goals without
big changes and revolutions that are perceived as the worst solutions these days. We can do it in a
gentle way.
In TMP the success of the next term will be retention rate on level about 80%. It is very important to
keep people to organization and it is a challenge how we are going to manage it. Next thing
connected with human resources is building leadership attitudes in members. People to develop
need apply for TLP positions. Very good situation is two people for one leaders position. By showing
them benefits of being a leader and giving high quality experience we can achieve it.
Beyond a shadow of doubt OGX is Achilles’ heel of LC Wrocław UE. Big opportunity for our LC is a
new national brand for OG GCDP Global Citizen and new national brand for OG GiP which will have a
premier launch in march 2013. One hundred and forty four thousand students in Wrocław are
describing Wrocław students market potential. For example AIESEC Poznań (one hundred and forty
thousand students) and AIESEC Kraków (one hundred and eighty thousand students) are two
committees with the best OG results in the World. Implementation of their know-how, similar
structure and similar amount of human resources in OG projects and customer service improvement
can take our LC to the top three in OG results in AIESEC Poland.
We are one of the best LCs in Poland in IC GCDP area. To continue growth in IC GCDP we need to
focus on process standardization, new financial partners of GCDP projects, NGO market in Wrocław
and expansion of kindergarten and primary school market in Opole. Additionally we need to find new
financial partnerships for iGCDP projects. In my opinion, these factors are the key to success in IC
GCDP.
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6. What will be the legacy of your term which upcoming terms could capitalize on?
Legacy in May in 2014
Wrocław UE is closer to top 10 in LC Ranking in the World
Wrocław UE is 2nd and very close to the AIESEC Kraków
Contact with Alumni and developed alumni management
OGX culture in LC
Financial stability - 12 months
Retention rate – 80%
Knowledge management
Partners relations and cooperation with LC Wrocław UT
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TEAM PERSPECTIVE
1. Present your philosophy of Leadership. Use 5 expressions describing yourself as future
Local Committee President and explain your choice.
Be a role model – Being a role model is also a key motivator that influences people in reaching their
goals. Leader should set a good example to ensure their people to grow and achieve their goals.
Leader need to be a person who sets the standards that other people follow.
Be passionate - Loving the work that we do and do it with passion are the best ways of motivation
and happiness. It brings out the best of our talents and ideas, and we can achieve the best the
results. That’s why it’s very important to be passionate about what you do and love every minute of
it.
Be courageous - In my opinion, one of the most important thing in being a good leader is to always
be strong and do the work that we believe in without any fear. Fear in our mind is the worst enemy
because we are losing our confidence, our clear vision and we are not able to give our best. We
cannot be afraid of taking risks and making mistakes because we majorly learn from the mistakes we
made.
Be calm - Being calm is really important attitude when we make important decisions of our life. We
must to give our best even under the pressure conditions and have a clear mind to choose the right
one and make the best decision.
Be responsible – Sometimes between great success and great failure is a very small distance. Leaders
need to take responsibility for the mistakes and failures without blaming others. We need to accept
our or others failures and take a lesson from them. The leader always takes the responsibility for the
final result.
2. What will be EB 2013/2014 characteristics if you are going to be elected for the LCP? How
will you build such a team?
Friendship – To cooperate and work effectively friendly environment in team is the key to success. I
want to build a team based on very strong relations between EB members. To achieve it members
need to know others very well and like to spend time together. With strong relations comes trust and
loyalty which are crucial in every team. I will do my best to learn more about my EB members and
basing on that knowledge I will create opportunities to create chemistry in my team. Personal and
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group meetings, team building activities, team days are the tools to coordinate this process and built
team culture.
Engagement – My team will be in one hundred percent engaged in work and in life of the committee.
My role in this process is very important because I need to lead by example and be full of energy,
show my positive attitude and passion in everything I do. I want to built engagement on believes and
faith that we are doing something meaningful and good for our organization. At the end of the day
our hard work will bring a lot of positive changes to the Local Committee.
Unity – Even if EB team will consist strong individuals I want to be with EB one body which is united
in one common vision, going in one direction, choosing priorities and striving to achieve our goals.
Our Team Days will be crucial moment to achieve it. We need to create goals and vision for the term
which everyone will indentify.
3. What can EB members expect from you as LCP and what will you expect from them if you
become leader of this team?
Expectations – EB from LCP Expectations – LCP from EB
LCP is in one hundred percent engaged in work
and in the life of the committee
LCP live with AIESEC values and every day show
positive attitude – LCP as a role model for
members of the LC
LCP do his work with passion and joy
LCP has internal motivation
LCP is full of positive energy which is spreading
around to people
LCP is open for EB members, they can always
come to him and talk
LCP is very close and open for members of the
LC
LCP is a coach and support for EB members
LCP is a trusted person and EB members can
always rely on him
LCP always looks for the opportunities to
develop EB members
LCP can eat humble pie if he will make a
mistake
EB members are in one hundred percent
engaged in work and in the life of the committee
EB members are honest with each other and LCP
EB members remember about financial stability
of the LC
EB members live with AIESEC values and every
day show positive attitude – they are role
models for members of the LC
EB members do their work with passion and joy
EB members are very close and open for
members of the LC
EB members are responsible for her or his duties
and tasks
EB members are the innovators of their areas
and are courage to implement changes
EB members listen and respect others opinions
and ideas
EB members are the support to each member,
area and like to help each other
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4. How could your strengths and weaknesses as a team leader affect Executive Board? Point
at least 3 on each side.
5. What is the role of Middle Management in LC Wrocław UE? How do you want to shape and
work with Middle Management in term 2013/2014?
Being a leader is making me aware how important part of LC Wrocław UE is Middle
Management and what a major role we play. The main role of coordinators and managers is to help
to realize vision and strategy of Executive Board. By leading the project or managing the area MM is
achieve goals contented in LC plans and bring realization of Ambition 2015 closer. Another MM role
is to act as a bridge between team members and Executive Board. Sometimes EB needs to stimulate
members of the LC to generate specific actions. Therefore, it is natural way to communicate it to the
leaders because of the closer relations with team members and bigger impact which they have. One
of the most important role is to build positive attitude among team members. As we all know
Strenghts
Focus on people and results: I like to develop people by delegating them ambitious tasks and look how they are changing but I am
the kind of person who give advice, helps and support them.
Empathy: I am good in understanding other people emotions. I can put myself in
somebodys place or position and adapt my attitude or behavior.
Compromise: I am not a stubborn person and when someones
arguments are convincing I can change my decission. I always look
for compromise in discussion.
Weaknesses
Multitasking: I like to take new adwantages and I am always engage in everything I do but
sometimes because of that I am loosing focus on priorities.
Perfecionism: I am trying to do everything perfectly and I am
expecting it from others. Sometimes I am focusing on details
not on the whole thing.
Unpatient: I want to get the job done and I see the results as soon as it is possible. I have a tendency
to remind and ask about the progress of task realization.
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newbies are usually the mirror of the leaders so members of the MM need to be a role models for
them. They need to have positive attitude of self- development, build friendly relations in team and
good work environment and to take part in every LC initiatives. If we want to grow as LC we need to
have over one hundred members and approximately 70-80% of them should stay a member for a
longer period of time. If we want to keep these people in our organization the leaders must be an
engine of improvement of our Wrocław “enjoying and working participation” culture.
Middle Managers as individuals and especially as a team have influence on every single thing
in the LC and that’s the reason why I want to work very close with them. I want to continue strategy
of my predecessors and put effort into building highly integrated and strong body which is leaders
commission. I want to focus on organizing personal, group meetings and Middle Management
Seminars to build a team with one vision, common goals and a team which is a bunch of great friends
who love to spend time together. By trainings, workshops, coaching and mentoring I want to
continue trend of our LC to have very well educated leaders.
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LOCAL PERSPECTIVE
1. Evaluate the performance of LC Wrocław UE in last three terms (2010/11, 2011/12,
2012/13). Point out crucial failures and successes of each term. What factors did cause
them? What are the main learning points for you?
Term Successes Factors that did cause them Learning points
2010/2011
Financial stability Good area management. Budget discipline and savings.
After the term with low financial stability budget discipline is must do.
Growth in exchange (Q3&Q4)
Good OGX area management. 158% growth in Q3 and 118% growth in Q4.
The X+X is possible and we can grow in Q4 in OGX.
Cooperation with students organization
Good relations between EB and authorities from BIT and Wiggor organization.
We need to be more open for work with other organizations because together we can achieve more.
2011/2012
High results in every area
Members of EB were performers and experts in their areas.
One person can generate huge results in area if she or he is well educated.
Growth in Exchange (especially Q3 IC GCDP)
Good area management. Good selection of projects and initiatives. Expansion on NGO market.
Leaders commission built on strong relations
Work of LCP and very integrated leaders.
Strong and united leaders commission is an engine of the LC.
2012/2013
Partnership with LC Katowice
Cooperation among LCPs. LCC with LC Katowice in Turawa after the first summer members recruitment. Autumn LCC with LC Katowice .
Partnership with LC Katowice and common LCC are worth continuing and developing.
Members recruitment in October
Members promotion well prepared. Promotion of AIESEC organization started before other organizations. Leaders were engaged in promotion. Social media usage.
We need to continue promoting recruitment to organization earlier than other organizations.
Well educated leaders and newbies
Well created PEC. “Kick off” conference and TTT track during the LCC for leaders. High quality of trainings for newbies during the LCC. Induction and Development Training Week.
Focus on high level of education in LC should be continue. LTT as a support for TM is good idea and it need to be continue as well.
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Term Crucial failures Factors that did cause them Learning points
2010/2011
Personal and Project coaching
Decision of LCVP TM Personal and Project coaching is must do to develop members and to track projects.
Reception Lack of person responsible for reception.
LC need people responsible for reception to increase quality of EP experience.
Knowledge management
Lack of archiving the knowledge.
Information Manager position is very important to take care about knowledge for next terms.
2011/2012
LCP resignation Conflict between EB and LCP.
EB pipeline Conflict between EB and LCP. Most of the MM were on the LCP side.
Synergies in EB EB members were focused on their areas. Lack of supporting each other work.
EB members need to share with their problems and cases to other’s and look for solutions.
2012/2013
LCVP ICX departure from the EB team
Personal decision of LCVP ICX.
Fall in OGX results Lack of applications in Q3. Lack of human resources in OGX area. Structure wasn’t supporting LCVP OGX.
Q3 period is crucial for OGX results. If we want to generate higher results we need different structure based on projects and more human resources in OGX.
Contact with Alumni Lack of communication between EB and Alumnis.
We need to capitalize on relations with Alumnis and put effort to rebuild it.
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2. Make SWOT analysis of LC Wrocław UE. What are the main conclusions?
Strengths Weaknesses
- Growth in IC GCDP and know-how in this area - Good plans for 2013/2014 - Positive relations with City Council - Positive relations with University of Economics - Long term partnership with Credit Suisse - Partnership with LC Katowice - Strong leadership body - Well educated committee members - Strong brand of International Kindergarten and Enjoy My Origin projects in Wrocław - Cooperation with AIESEC Poland, information flow, direction of LC is connected with direction of MC - Strong Wrocław UE organizational culture - Human resources in LC
- Low finance stability - Low results in OGX (lack of processes, bad structures) - Lack of OGX culture - Low results in IC GiP - Lack of Alumni management - Lack of diversified financial streams for IC GCDP projects - Unstructured transition - Lack of knowledge management - Small number of applications for the National Conferences - TMP Retention rate on level 35%
Opportunities Threats
- Successful implementation of the strategic projects - Growth in number of applications on TMP/TLP - National OG GCDP project Global Citizen and OG GiP Global Talents (growth in OGX) - National AIESEC Poland direction, market potential and subproducts creation (growth in IC GiP) - Expansion in the Opole market (IC GCDP & OGX growth) - NGO market in Wrocław (IC GCDP growth) - Growth in number of people in EWA (Youth To Business Forum) - Amount of sellers in LC and growth in BD area - Cooperation with LC Wrocław UT
- Unsuited infrastructure for big and growing structure (management problems) - End of the partnership with City Council - End of the partnership with Ustronianka - Lack of application on TMP positions from TMP level - Low quality of AIESEC Experience - Lack of EB focus before the end of the term - Wrocław market can be too small to continue grow in iGCDP projects
3. What are the three biggest challenges in front of LC Wrocław UE in the upcoming 3 years?
How would you like to prepare LC for them during your term?
Financial stability
One of the biggest challenge is to increase LC financial stability to minimum 12 months. Incomes in
LC Wrocław UE are on the high level but the costs are even higher so we need to continue reducing
costs and look for more savings. Very important is to create in members of the committee financial
responsibility and awareness. First step to achieve it can be more transparency of the LC budget for
Middle Managers. Additionally, LCVP Finance must create clear finance rules to cooperate with MM
and EB and budget tracking should be very systematic. Next thing is we need to outsource
accountancy to external companies. There can’t be any mistakes in finance area. According to acting
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sustainably we cannot only think about the present but we also have to keep in mind the future
AIESEC generations.
Growing LC structure
After the October recruitment our LC structure is the biggest in the history. It is very healthy situation
to continue growth in results but to successfully manage this structure we need to face up a few
challenges. We don’t have experience in managing structure over one hundred people so we need to
look for other effective management system. For better work condition infrastructure need to be
improved (number of telephones, computers etc.). The next thing is that maybe we need to expand
for Opole more aggressively.
Self financing iGCDP projects and new markets
In previous years GCDP projects were generating loses. Right now we have very good relations with
Wrocław City Council but we have to focus on finding new financial partnerships. Make it Possible
showed that we can earn money from PBOX projects. We can use it for improving brand or
promotion. Well educated and experienced sellers in iGCDP projects focused on financial
partnerships could be a recipe for it.
4. Describe and explain the main assumptions, which will be shaping the structure for the
next term. Present the optimal structure of the LC for the next term.
LCVP ER/Finance – LCVP ER/Fin will be responsible for processes supporting products selling and
development and for the LC budget. As I mentioned before it is a good combination because person
responsible for the LC profits will have better budget awareness. Just like previous BD position ER/Fin
will be the leader of Sales Team and sales education will be her or his responsibility (iGCDP and
employer branding products -> without the iGiP).
LCVP iGiP – To go straight with AIESEC Poland direction and growth in iGiP we need a person in
charge in Executive Board. LCVP iGiP will be responsible for the whole process, leaders education in
LCP
ER/Fin Marketing iGCDP
Reception
Manager
iGiP oGCDP oGiP TM
Information
Manager
Local Trainers Team
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iGiP projects, market segmentation, subproducts creation and improvement. She or he will be also
responsible for tracking iGiP projects. As a must do for LCVP iGiP is active participation in networking
events.
LCVP oGiP and oGCDP – AIESEC Poland is strongly focused on developing OGX products and to
achieve our ambitious goals our structure need to be support. Splitting OGX into two brands is
positive change because oGiP and oGCDP are different products with different characteristics and for
different group of students or graduates. Matching GiP and GCDP and visa formalities in those
programs are different so for each LCVP will be easier to focus in 100% on her or his program. It is a
step to sustainable growth in OGX.
5. What are the 3 main challenges for the LC Wrocław UE that arise with the Ambition 2015?
How are you going to manage them in order to maintain LC consistency with the
organizational direction?
In my opinion the main challenges are how to growth in oGCDP, oGiP and iGiP. Analyzing years 2011
and 2012 this programs noticed the biggest drops. We only grew in iGCDP. According to Ambition
2015 and our LC contribution we need to make 338 exchanges. It over 100 exchanges more than in
2012. The biggest challenge is how to manage the committee to achieve sustainable growth in all the
programs.
6. Please evaluate current state of each ELD programme in LC Wrocław UE adapting such
measures which in your opinion reflect programme’s performance and impact in the most
appropriate way. What are the main conclusions you can draw from this analysis for the
term 2013/2014?
Global Internship Programme:
OGX – We had small 7% drop in EP form raised but we recorded a very big drop 64% in realization of
OG GIP in 2012. We had very low realization rate in oGIP last year 22%. In 2011 it was 56%.
Contribution in whole results is 21%. We don’t have market segmentation and we don’t have
identified target groups. What is more oGiP promotion is combined with oGCDP promotion but it
can’t be. oGiP needs a different communicate and different advertisement. The next thing is to
growth in oGiP we need to create separate projects with larger human resources. Opportunity is a
new brand for oGiP just like Global Citizen for oGCDP.
ICX – Very small 3% drop in EP form raised but we recorded drop 22% in this area. Realization rate on
65%. We noticed 22% drop in realization when compare to 2011. Contribution in whole results is only
9%. We should work on product recognition among local business. We are in the top in iGiP in Poland
but it is provided only by partnership with Ustronianka and AIESEC University. We implemented
recommended iGiP subproducts IT Top Talents and Business Top Talents. To growth in iGiP we need
to do market segmentation, take care about better knowing of the product and provide education
and knowledge management in this area.
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Global Community Development Program:
OGX – In 2012 we raised 52% EP form less than in 2011. It is a huge gap. Realization rate for oGCDP is
57% but we realized 52% less than in 2011. Contribution in results is 21%. In 2011 it was 31% but
oGCDP generated the highest number of exchanges comparing to other exchange programs. Just like
in oGiP we need market segmentation, identify target groups, more effective promotion and larger
human resources allocated in oGCDP.
ICX – In 2012 we raised 57% EP form more than in 2011. 90 realized experiences is the highest
exchange result in 2012 and comparing to 2011 we noticed 14% grow. Realization rate in 2012 is on
low 35% level. The contribution in results was 49% and in my opinion it is unhealthy situation. Our
bottlenecks are wrong structure of the responsibilities and division of JD, lack of diversified financial
stream of GCDP projects (this program “ate” our revenue from the iGiP, oGiP and oGCDP) and lack of
standards and procedures in matching and delivery.
Team Member Program
In last recruitment we recruited almost 90 new members. It was the biggest recruitment in history.
But it was one of the hardest recruitments. Especially for LCVP TM which were overloaded at this
time. In this program our bottlenecks are lack of recruitment structure, weak connection of exchange
and areas plans with talent plan and lack of talent development plan.
Team Leaders Program
Team leader program is on high level. We have all the required tools to successful manage our
projects. Education is on the high level. Executive Board is organizing the middle management
seminars and development training weeks. In this area we can see lack of evaluation management
and lack of leaders image and brand. Additionally we don’t have standards in induction and transition
processes.
7. What would be the main conclusions you could draw from the term 2012/2013? Please
provide 3 good and 3 bad case practices and explain what will be the lesson learned for the
term 2013/2014.
Good Case Practices
Wrocław UE direction is in accord with direction of AIESEC Poland
Lesson: Executive Board is implementing ideas and tools from AIESEC Poland. It is very good
practice on which we can capitalize on. For example Strategic team is must do in next terms.
Members and leaders education in the committee
Lesson: We have one of the best educated members and leaders in Poland. In my opinion we
need to continue middle manager seminars, development training week and LTT.
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Summer recruitment to the organization
Lesson: In emergency situations and lack of human resources we need to use summer
recruitment. It provides us potential people for leaders recruitment in September.
Bad case practices
Sometimes lack of communication between EB and MM (for example situation with
candidate for LCVP ICX)
Lesson: There should be more transparency on the line EB – MM. The communication need to be
improved.
Lack of Managers in the Leaders Commission
Lesson: Managers are leaders just like OCP. To provide cooperation, synergy and integrity
between all of the leaders they must be a part of the leaders commission.
Situation with Alumni
Lesson: Relations with Alumni are very important. We need to rebuild this contacts and improve
Alumni management in our LC.
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NATIONAL AND GLOBAL PERSPECTIVE
1. Please describe current condition of AIESEC in Poland. List out positive and negative
changes that 2012 brought to our Organization (three each).
Current condition of AIESEC in Poland is getting better. We could see a small performance crisis in
2012 that was probably caused because of the really ambitious goals that we wanted to achieve with
the same methods and solutions as in previous years. We were not really looking for innovations and
new potential ways to achieve the Ambition 2015. The year 2012 brought a lot of changes, one of
them was change in the structures.
Positive – Subproducts in iGiP and oGCDP – focus MC on exchange
Positive – Strong cooperation between MC and LCs, big support for LCs from MC
Positive – Internationalism in AIESEC Poland – oGCDP and iGiP partnerships, MC Information
Manager Herbert Przychodny is from Columbia
Negative – Lower MC focus on employer branding projects Career Days and Youth To Business Forum
Negative – Great idea about implementation Youth To Business Forum but the role of the product
isn’t well defined.
Negative – position of LCVP Business Development is too overwhelming because of the amount of
responsibilities
2. What will be the role of LC Wrocław UE at the National Plenary and in the Global Network
in the upcoming term? How would you like to ensure that?
LC Wrocław UE is in top three best LCs in Poland and in top twenty best LCs in the World in
numbers of exchanges. My dream is to be number one in Poland and be closer to top ten in the
World and I want to show that LC Wrocław UE is back in the game and we are stronger than ever. To
achieve it we need to show other LCs our culture and image of ambitious and united LC because it is
something we can be proud of. We have balance between joy and work and we still can generate
high results according to the quote “work hard, play hard, have fun”. We need to be a role models
and by showing passion and motivation be example to others. Members of our LC must continue
active participation in national working groups and other national initiatives. Just like current EB
members next national working groups participants must be proactive and create solutions rather
than waiting for them to help AIESEC in Poland grow. Next important thing worth mentioning is high
level of education of our members. We can capitalize on it and we have to have more facilitators at
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the conferences. By sharing at the plenary sessions and being active in home groups at the National
conferences our members showed how great and powerful people we have.
LC Wrocław UE can be source of knowledge for other LCs. The main role of LC Wrocław UE as
a leader in IC GCDP is to share this knowledge and know-how to other committees. We are one of
the leaders in iGCDP and the best solutions are expected from us. To continue growth in iGCDP in
whole AIESEC Poland our LC must be trendsetter in implementation the innovations and developing
iGCDP products. In the Global Network by giving high quality exchange experience should be known
as the best place in Poland for OG GCDP. Our goals in the iGiP are high and to achieve it we need to
be a trendsetters and capitalize on AIESEC Poland ideas. Market potential in Wrocław is huge but in
previous years we didn’t use it properly.
3. How would you like you like to create and use your international network to improve LC
Wrocław UE performance?
In my opinion, first crucial moment for LCP elect in creating international network is the
EuroXPro conference. For her or him it is the best opportunity for a personal meeting with LCPs,
members of MCs and AIESEC International. Moreover, it is not only a huge chance to share
knowledge or experience with other committees or countries but also occasion to talk about good
case and bad case practices. LCP can also build together with other LCPs from committees
performing similarly some sort of partnership and work together on methods of improvement LC
performance. During the EuroXPro LCP elect can start establishing close and strong relationships with
people from global network. On the other hand EuroXpro is the best chance to meet potential
candidates for chairman of the LCC and continue our Wrocław UE amazing tradition. Other
conferences for example EuroCO are also important in building international network. During the
conferences it is required from LCP to use her or his networking skills. If LCP wants to attend
international conference, which is not obligatory, she or he must to have in mind not only personal
development but also ask herself or himself the following question “How this conference can help to
improve the LC and who will be there to help me achieve it?”.
LCP cannot forget about very useful stream of information which comes from the EPs on the
IC and OG side. EPs are the customers of LC services and they are evaluating it. Additionally, EPs
spend usually more than month being a member and living the life of the committee. LCP can
improve the services and performance of LC using opinions, ideas and knowledge based on the
experience from other committees. EPs can be a connection to open dialog between LCP Wrocław
UE and LCPs or EB members from other countries. Members of the committee are creating network
by going on the international conferences. Next opportunity is CEED for members and CEEDers from
other countries in our LC.
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