EXECUTIVE SUMMARY

I’m standing for AIESEC Romania because I believe in the changes that happened in the last year, the innovation brought to the network and I know I am the right person to bring balance and simplicity to it. In the last 3 years I spent in AIESEC, I become aware about the importance of keeping up with the changes around us. We need to continue these changes, to pilot AIESEC 2015 and to make sure that we are doing this as an entire country. In the next pages you will find the way in which AIESEC Romania should be developed. We say that we are 15 different realities and we are not collectively pulling as a country. Unite the country by creating Growth Networks, and although they will have different realities at the beginning, in time they will grow together. The next logical step is to maximize the performance of each GN to the desired level, and the country will become OneAIESEC. In order to fulfill this plan, after creating GNs, we must develop Regional Centers, Regional Planning Meetings (for regional initiatives and cooperation), and a regional growth plan comprised from SOL, LC Visits, regional education cycle, etc. We say that we are the biggest student organization in the world and, still, we are not the biggest youth voice. The market doesn’t fully understand our relevance, and the few stakeholders that want to work with us, do it for the immediate and long term benefits that we promise and underdeliver. It is the time to start generating professional solutions for the needs of our clients and deliver them at the highest quality. The first steps are already made, having in our EBs market oriented vice presidents. The focuses have been divided and the accent is put on working directly with the market. We need to start capitalizing on what we did so far in order to drive this organization to be more relevant for our stakeholders.

We say that our results are increasing, but are they big enough? We are still separating the domestic programs and the international programs and although we are focusing more on TMP and TLP, we are not performing as we should on neither ones. It is time to see the programs as a whole called Experiential Leadership Development and our main focus is to develop it. Pre-preparation is vital and it should start from the Engagement phase, where activities and events should be implemented in order for the participants to understand the Why-How-What. Then focus on the induction on programs, delivering at a qualitative level, the preparation that our members need. Leadership Development Programs should be reinvented in order to be more dynamic to match the fast prototyping.

The bottom-line is transforming AIESEC Romania into a competitive organization that is relevant for the market and delivers its promises at a high quality, either it is called a Social Enterprise or an NGO, or any other form of organization. It is the challenge that lies in front of us. Is AIESEC Romania ready to take it?

EDUARD TILL

Born on 5th of July 1989, Eduard was a student at the Faculty of

Computer Science at the University of Craiova, graduating in

2011 with the theses Web application development using Java

Servlets and PHP. After his graduation he was accepted at the

Masters of Organizational Communication Paradigms in the

Faculty of Letters from the University of Craiova.

From the beginning of his studies Eduard joined the Computer

Science student association, where he was immediately named Vice President on

Communications and PR, position that he had for a period of 6 months, after his resignation.

In October 2008 he applied for the local branch in Craiova of the international youth

organization called AIESEC. His activity in AIESEC started with the project called Learn to

Change the Future, an ecology project that implies education for high school students

delivered by 7 international students. He became a junior training in the organization,

creating and delivering educational plans for the organization in conferences or local

preparation events.

After one year of activating in the organization, he applied for the position of Vice President

Talent Management, position that he was not selected for. Instead he became the Vice

President of the Outgoing Exchange department, being responsible of the international

internships provided by the organization for young students in Craiova. His results speak for

themselves. In only one year, Eduard doubled the number of internships provided by

AIESEC Craiova, winning the Core AIESEC Experience Award, for the number of leaders

that access this program.

During his experience as Vice President, he was promoted to the status of Senior Trainer,

giving Eduard the opportunity to create and deliver preparation at a higher level. Due to this

fact, he was a trainer in three national conferences, the International Cultural Preparation

Seminar in 2010, the International Train the Trainers 2010 and Romanian Core Workers

Meeting in 2010, and three international conferences in Slovakia and Bulgaria: Planet 2010,

International Train the Trainers 2010 and Highway 2010.

After his experience as Vice President, he applied for the position of President of AIESEC

Craiova, position that he is activating on since 1st of April 2011. Until now, Eduard worked

with the Executive Board of AIESEC Craiova on managing the local branch, with the middle

management team in order to push the organization in the desired direction, and also with

the Presidents team from other local branches and with the National Committee to establish

and drive the country’s growth.

Currently, Eduard holds a bachelor’s degree in software development from the University of

Craiova and is the current President of AIESEC Craiova.

Eduard Till Current Position: Local Committee President

Languages:

Romanian Native

Address: Str. 1 Decembrie 1918, bl. F8, sc. 2, ap 40, Craiova, Dolj

English Excellent

French Basic

E-mail: till.eduard@gmail.com eduard.till@aiesec.net

PC/IT Skills:

Microsoft Office Expert

Adobe Photoshop Expert

Nationality: Romanian Corel Draw Expert

Birthdate: 05 July 1989 C++ Intermediate

Sex: Male HTML Expert

Skype eduard.till PHP Intermediate

Phone Number: +40 764 776 115 Movie Maker Intermediate

Driving Licence: Cat B

AIESEC Experience

Conferences

Engagement with AIESEC

OC Content of AIESEC Magazine induction project

Conference Role

LTS Delegate

Experiential Leadership Development Team Member Programme

Member on the External Relations Department Member on the Talent Management Department OC Advertising and Logistics on Learn to Change the Furure 2009 project OC Support at International Cultural Preparation Seminar 2009 OC External Relations at the Regional Motivational Seminar 2009 Local Trainers’ Team member OC Reception at the Regional Training Seminar 2009

ICPS 2009 OC

RTS 2009 Delegate

LPM 2009 Delegate

RMS 2009 OC

ITtT 2009 Delegate

RTS 2009 Facilitator/OC

NPS 2009 Delegate

NC 2010 Delegate

Planet 2010 Slovakia Facilitator

RTS 2010 Facilitator

ICPS 2010 Facilitator

LPM 2010 Facilitator

ITtT 2010 Bulgaria Facilitator

ITtT 2010 Romania Facilitator

RockMe 2010 Facilitator

Experiential Leadership Development Team Leader Programme

OCP of Autumn Recruitment 2009 VicePresident on OutGoing Exchange 2010-2011 OGX National Support Team Member on Communications Local Committee President 2011-2012

Highway 2010 Slovakia Facilitator

LTS2010 Facilitator

RYLF 2010 Delegate

MCC 2010 Delegate

LTS 2011 Conference Manager

NC 2011 Delegate

Spark 2011 (LPM+LMS) Agenda Manager

RockMe 2011 Delegate

ELD- GCDP Not yet RTS 2011 Facilitator

ELD-GIP Not yet EuroCO 2011 Delegate

LLC Not yet RYLF 2011 Delegate

External Leadership Roles Vice President Communications and PR at ASSMI Craiova (Asociatia Studentilor

Specializati in Matematica Informatica)

03rd of February 2012

AIESEC Romania

To whom it may concern

It gives me great honor to recommend Mr. Eduard Till for the position of Vice

President Organizational Development in AIESEC Romania for 2012 – 2013 term.

I have known Eduard since he joined AIESEC Craiova in October 2008 and since

then he continuously proved to be a competent and dedicated member whose

proficiency and initiative contributed to the development of the local committee.

During his terms as Vice President Outgoing Exchange and President of AIESEC

Craiova I had the chance to see his personal and professional evolution and I

can strongly admit that he has demonstrated tact and perseverance in solving

problems and he contributed to creating a united and strong internal

environment.

He revealed himself as a great leader with a very high level of coordination, a

person dedicated, passionate and committed to all the activities he had been

involved in, creative, with good communication skills and with a continuous

desire for learning and finding new challenges.

I am sure that Mr. Eduard Till will be equally valued, he will prove his skills and devotion to you, thus contributing to the overall evolution of AIESEC Romania

for the next term.

I am looking forward to supporting his efforts and I remain at your disposal for

further information.

Sincerely,

Cristina Cojoaca

Former President of AIESESC Craiova 2008-2009

3rd February 2012

To whom it may concern,

I am hereby recommending Eduard Till for the position of Member Committee of

Vice President Organizational Development in AIESEC Romania.

As trainer, I have worked with Eduard in 2011 in three conferences – ICPS and ITTT

in Romania and DARE in Slovakia. By combinig his personal leadership

experiences, interactive methods of delivery, thorough preparation and the

connections he built to delegates, he always manged to achieve the learning

objectives of the conferences and receive positive feedback. I consider Eduard’s

ability to connect and work with such different types of people a crucial aspect

for his success as MCVP Organizational Development.

While having leadership positions in his LC, Eduard contributed to making

Romania even more known in the AIESEC training world. Not only he attended

several international conference, but he also inspired members of his LC to facilitate

abroad. I am confident that he will use his international network in order to bring

innovation and progress in AIESEC Romania.

For all the mentioned characteristics and skills, I consider that Eduard is a great

candidate for MCVP OD Romania 2012-2013

For any questions you might have, feel free to contact me:

Silvia Pătrașcu

National Trainers Team 2010-2011,AIESEC Romania

Mail: patrascu.silvia@gmail.com

Skype: silvia.patrascu

2 February 2012

To whom it may concern,

I am writing this letter to endorse Eduard Till for applying for the position of

MCVP Organizational Development of AIESEC Romania.

I met Edu in the begining of my term in 2011. I can honestly say, being able to

compare him with two generations of LCPs that he is one of the most exceptional. At

first sight he’s a very well structured and efficient person with a keen way of

transmitting just the right message for people to understand his vision. We worked

together alot and every time he proved to be an invaluable part in every task or

discussion. He’s an experienced and very creative person which grants him the

ability to bring relevant inputs and valuable ideas.

I also got to know Edu at a more personal level and have the priviledge to call

him a friend. He showed an enormous amount of passion for his work and AIESEC.

He’s fun o have around and count on to help his team through any difficulties. Also,

one of the few people who actually live by the value “Striving for Excellence”.

If not my words, or the ones of other people, his AIESEC career and

achievements alone speak for him.

I am glad to endorse and highly recommend Eduard Till for MCVP

Organizational Development as a great asset for the MC team and for AIESEC

Romania.

Sincerely,

Radu Matei – LCP of AIESEC Arad

For further inquiry:

radumatei88@gmail.com

+40723169852

Miss Alexandra Coandă Vice-President Talent Management AIESEC Craiova 2011-2012 To whom it may concern I have had the pleasure of working with Eduard Till in the two years that I’ve spent in AIESEC Craiova and the experience I’ve had so far enables me to proudly and strongly recommend him for the position of MC Vice-President Organizational Development. I have worked with Eduard since the first minute I joined AIESEC, up to the end of the Executive Board term and during this time, not once did I feel his work was anything else but perfect. Eduard is the kind of person who will strive for excellence, but who will also challenge everything, in order to find the best way for doing things. He is the person who will not be satisfied with mediocrity, who wants and is able to achieve great things and be a true inspiration for the people around him. As a President of AIESEC Craiova, he has proven to be the perfect person to assume this role. This being a year of change, Eduard was the main pillar to hold the local committee together, to challenge it to think not only locally but also nationally, to create an impact-oriented mindset and to make the LC come closer to The AIESEC Way. He was the one who best understood the structure, the need for change, the way in which we had to act according to it and he has been a constant support for the Executive Board and for the members, ensuring we have everything we needed to do our jobs. For me, personally, Eduard is, and always has been one of the most powerful reasons that have kept me in AIESEC, doing my job at its best. I’ve seen in him a role model, a person I want to become one day, and probably the best demonstration of leadership that I have ever met. His passion and dedication for AIESEC, his open-mind towards the network, his creativity and innovation, his leadership spirit and his ability to analyze situations and act accordingly are just a part of the qualities I admire in Eduard and which recommend him for the MC of AIESEC in Romania. At interpersonal level, Eduard is opened to new people, to internationalism and has the habit of surrounding himself of great, intelligent people, in order to learn the best from each and every one of them. He is also the person who will challenge you in order to grow, to push your limits forward and reach for more. He is also fun to be around, he is supportive and always makes sure the people around him are comfortable and understanding of each and every situation, in order to give their best. Eduard is, for the MC of AIESEC Romania, not just an added value, but a must-have. Firstly because of his dedication to the entire network, his involvement in this network since the beginning of the term, his ability to think from both MC and LC level and for all the qualities that recommend him for achieving great things in AIESEC. Secondly, the Organizational Development position is suited for him, because during this term he has been the one to drive change and manage processes in AIESEC Craiova and he has done it wonderfully. He is able to create and implement growth strategies and he has the ability to make people understand why and how that particular strategy needs to be implemented. I will conclude by saying that if I were to choose someone for the MC of AIESEC Romania, I would instantly choose Eduard. I’m saying that because for me, Eduard was the most valuable support in AIESEC, during my time as a member and later as a Vice-President. The best things that I know now, he taught me and he did a very good job changing a shy, quiet young girl into a true AIESECer, into a person that can push her limits forward. Taking everything into consideration, with utmost pride and certainty, I recommend Eduard Till for the position of MC Vice-President Organizational Development and I hope you will give him the chance to show you what he can do for AIESEC Romania.

GENERAL QUESTIONS

1. Why have you decided to stand for AIESEC Romania? What will be your contribution to the MC team and what do you expect to learn from the experience? I decided to stand for AIESEC Romania because I believe that this is a logical step in my AIESEC development. Halfway through my term as President I knew that this will not be my last experience in AIESEC and I was thinking about a MC experience. Because I’m more drawn to internationalism, I first pictured myself as being part of a MC abroad. This perspective changed after talking with some of the LCPs from other countries and from Romania. That was the moment I decided to run for AIESEC in Romania. Moreover, at RockME, the current MCP of Romania talked about the idea of having in the MC Presidents that worked with the changes that stand in front of the organization in the upcoming period. This will be an important advantage for all of us next year, making MCs’ transition more efficient and enabling the next MC to have a shorter storming period and immediately enter the performing part. My contribution to the MC team will be my creativity, flexibility, innovation and passion that I demonstrated in the last 3 years of my AIESEC Experience. Talking about the things that I will gain out of this, my expectations are to have the most qualitative TMP experience. This consists in working with other 9 individuals for a period of one year in a professional environment, making this experience an important step that I should take before entering the corporate world. 2. Create a proposal for AIESEC Romania 2012-2013 strategy that should cover the next points (a,b and c): a. Make a SWOT (strengths, weaknesses, opportunities, threads) of AIESEC in Romania. The points above have to be evident in the plan you create and the correlation between them too.

Strengths - functional NSTs that have supported the strategies implemented by the MC

- MCP in Steering Team

- creating a LCPs team, involvement of the LCPs team

- aligned recruitment campaigns in all the LCs

- qualitative national PBoXes (Grow, MoneySense)

- new partnerships realized at RYLF

- MC EVS accreditation and some LCs EVS accreditation

- 2 new LCs

- lot of candidates for this MCC (potential candidates for MC abroad, if not selected)

- AIESEC Romania is well positioned in the international network

- high visibility in the external environment (through Dinu Patriciu awards enhanced) - good reintegration process (members are taking more than one program)

- quality on ICX reception

- Engagement and LifeLong connection theoretically defined before AI

- MoSes on new programs implemented before IC

Weaknesses - problems regarding retention in EB teams across the country - low number of GIPs (both incoming and outgoing) - poor understanding of the changes in structure in some LCs - low GN collaboration - few LCs applying for Grants - there was no focus in preparing AIESEC Romania’s members (lack of area preparation in conferences) - unhealthy internal processes (difference between planned and achieved objectives) - MCVP TM without EB experience before, elected too late (LCVPs without direction for a while) - Incoming GCDPs that are not sustainable (this affects the quality of the internships provided) - no stable regional coaches - no investment plan for AIESEC Romania - PBoXes on OGX - expansions and IGs management - LCs with year plans that are not realistic - low external market orientation - visibility of the organization

- Alumni involvement and support for the MC - MC present in the LCs for LC visits and preparation -MC accommodation at low cost - AIESEC Ireland

Opportunities - AIESEC Romania members in MCs abroad

- the partnership with Trilulilu

- Exchange accreditation (that should be expended in all the LCs) - EuroCo organized in Romania

- many Grants providers

- no jobs for students (students choose to work abroad with AIESEC’s internships)

- partnership with School of Values and RBS in implementing external projects - one person who applies in AIESEC International -ICX and OGX partnerships - the Alumni network - EU funds for Social Enterprises

Threats - financial crisis

- no LC organizing RYLF yet

- our competitors for internships abroad (Erasmus, Work and travel etc.) - Educational system will change drastically (this will affect projects for high schools)

- elect EBs with different structure in every LC (accountability issues, problems in aligning promo campaigns) - initiatives that come from AI may be different from the initiatives we've been unfolding lately

b. The 3 main priorities for your area(s) based on the general SWOT analysis. What strategies would you propose for each one and what results would you like to see in each of those priorities at the end of your term.

Priorities Strategies Main results

NGO to Social Enterprise

Prepare the organization: Structure implementation (or at least a change management plan implemented based on the principles of the new structure) External Orientation. Implement professional market analysis tools; identify concrete benefits for the markets, promote those benefits -> attract stakeholders Quality standards for the processes implemented Fast prototyping implemented in order to generate projects that meet the needs of the market Investment plan based on the development of the members and the development of the organization. Stabilize the cash flow Legal Procedures: Consultancy from a law firm Acquiring a social mark Establish the paid structures Create a strategy of social projects Financial plan based on reinvestment Legal procedures for cost deduction

LCs have a functional structure based on the principles Increase in the quality of the ELD programs Increase in the ELD customers AIESEC gets the Social Enterprise status Increase in the ownership of our members New products

AIESEC Romania Regional Development

Growth Networks implemented with Regional Centers and Regional Planning Meeting SOL campaign Cooperation on partnerships Sharing contacts (Local spreadsheets for international contacts etc) Human resource in local events, promotion and

Functional GNs Implementation of Regional Planning Meetings Increase realizations on EVS

selection LCs capitalizing on the EVS accreditation of the country or of the other LCs Cooperation on common initiatives Sharing good case practices on exchange EB education LC Visit strategy

Increase Relevance for the External Market

Approaching specific segments of the market Market Research Identify benefits for each market Increase the number of event based projects ELD accreditation (Ministry of Work, Ministry of Education downscaled to University and City Halls) Nationally Aligned brands for ELD programs Working with Board of Advisors at local level

Market analysis campaign Segments of the market are approached individually Increase the number of stakeholders involved

c. The external opportunities you can capitalize from your position to get the vision you propose in point (b). The external opportunities that I can capitalize on are:

Multinational corporations Small number of Jobs offered to students Student NGOs (for International Programs

consumers and externalization). HR companies

International conferences Alumni Board of Advisors Ministry of Work Ministry of Education

3. What is the role of MC? What should be the role of MC? What actions can you take as an MC

team to fill the gap?

The main role of the MC is to create and deliver the direction for the country. The MC does this by downscaling information from AI to the Local Committees, information used in planning, updating and tracking. After the plan is created with the help of the EBs, the MC must ensure the support of that plan, by offering services towards the country, both general and functional ones, reacting to the new information and to the local realities. The MC, individually, works with the strategic teams, either RoST or various NSTs on areas. The MC is responsible for the national education cycle, delivering it or ensuring that it is being delivered by externals. Last, but not the least, the MC is responsible for representing the country and the LCs, outside the organization or in the international network. In what concerns the gap between what is and what should be the role of the MC, I can say that this two are not that different. This year we were led by a team who managed to meet the country’s expectations in what concerns their Job Description. Ever since the beginning, I noticed the trend to shape Romania as a united AIESEC country, where LCs work together, relying on the support from the MC. The only thing that I will do differently this year will be having more trust in the Presidents and their Vice Presidents, transmitting the correct information at the right time. 4. What strategies does AIESEC Romania need to follow to increase performance for the ELD programs? Please specify at least 3 strategies for Domestic Programs (TMP&TLP) and 3 strategies for the International Programs (GIP&GCDP).

Domestic Programs TMP&TLP

Develop engagement programs and activities By passing on the information starting with the engagement phase, involving our potential TMP and TLP consumers in projects, activities or events, we will insure that the people who will access the Domestic Programs will be better prepared and more passionate to do their designated tasks at a higher quality.

Personalized induction on programs Based on their own career plan, a member accessing TMP or TLP must receive the specific preparation needed to develop his skills for the program he accesses, and also, for his future plans. By doing this we ensure the pipeline for the experiences that the organization provides.

Leadership Development Programs Because we’re switching to a program based experience, we need to create a dynamic leadership development program, taking into consideration the fast prototyping and accountability system. The main focus is provide education for the EBs, and a low cost solution is to work with the national partners to deliver this in national conferences and to push the LCs to open to the local corporate and alumni environment. Moving forward, the EB must be capable to deliver a certain competency building program for the people in the TLP, considering the needs, the local reality and the social and geographic factors.

International Programs GIP&GCDP

Partnerships and targeted recruitments The vision of the organization is to Engage and develop every young person in the world. The most accessible international program for first year students is the GCDP. This is why we must capitalize on it and create Country to Country Partnerships in which we promote concrete opportunities, with a specific timeframe and job description. On the other hand, the GIP program is more qualitative and professional, and it is a bit harder to create a stabile partnership for it. Internships like the TTs for Tata Consultancy promoted in this year’s RYLF are that kind of internships that we must capitalize on. Moreover, we, as an MC must create an aligned brand for GIPs that all the country will promote to our stakeholders. Another strategy is creating GIP preferential partnerships with the MCs in which our GIP customers are the first to be presented to their TN Takers. GIP market expansion A thing that might help is to scan the platform for new pools on GIP. There are a lot of TNs that promote new areas that Romania, as an AIESEC country, does not capitalize upon, and this is a focus area that the MC must encourage LCs to have. With the ETs introduced as GIP we must approach private language schools that can use internationals in their work. The TT pool is now growing into something more than a IT pool, and this is a trend that the MC must offer a concrete push this year.

GCDP conversion to GIP and qualitative delivery For every young student who wants to access the GIP program, the VPs must recommend a GCDP program before. If every GIP consumer becomes a GCDP consumer as well, AIESEC Romania will have a growth in their realizations.Moreover, if a GCDP consumer qualifies to a GIP program as well, they must be strongly encouraged to take it. One way to do this is by offering them a discount in their internship fee, and simple solutions like this always do the trick. The support from the MC must come ona national campaign that rewards the top performing LCs that manage to achieve high results from Re-Raising strategies. Talking about the experiences that we provide our trainees, we must ensure that all the LCs in the country can rise to a certain standard of quality, making our projects and our reception activities the business card for Romania in the upcoming period. This way it will be easier for a person to apply for an internship offered by Romania, or to come again in our country.

5. What are the competitive advantages that AIESEC Romania has in the international network? What can we do to maintain and/or increase them? AIESEC Romania’s competitive advantages in the international network are: - We are a country which is piloting AIESEC2015. The changes we made in the structure and the processes are a proof of that. I believe we can increase this advantage by stabilizing our processes and ensuring a qualitative transition framework for the country. - The quality of the GCDP experiences that we provide to our trainees. Our reception activities and our qualitative projects are the ones that contribute to the image that Romania has in the network. The support of the MC is to create a set of recommended activities for our trainees and to track the minimum criteria of implementation. - The GCDP and GIP customers are qualitative. Being good English speakers and having a vast AIESEC XP, they become ambassadors for our country. Moreover, our leaders are more into accessing the GIP program after their EB experience or other Middle Management experiences.We should continue to have a good selection process and to capitalize on the international programs offered to our members. - Qualitative Romanian leaders. Romania was everywhere this year, and this is a trend that needs to be continued. Having Romanians in the MCs or being MCPs of other countries, or even in AI’s Steering Teamis an important asset to the image of Romania in the world, and this is one of the things that we need to maintain, by inspiring our members to continue their AIESEC experience at the MC level, inside or outside the country. A strategy to achieve this is promoting opportunities like CEED or international conferences, or creating new ones like Spend a week in the MC flat. Other things that Romania is known for are Alumni Management, our qualitative TM processes, the strong partnerships that we deliver for, and the list could go on.

SPECIFIC QUESTIONS 1. Analyze the organizational structure and outline the implementation plan for the next year and the evolution plan for the next 3 years. What do you think the organizational structure will bring as a huge change? (Name at least 3 major changes) Benefits for the organization: decisional process, separation of powers and responsibilities, planning process and recruitment process Benefits for members: issue-based AIESEC Experience, competency building throughout programs, multilateral developmentand ownership, entrepreneurial sense. Implementation plan for 2012-2013

Internal transformation Capitalizing on external market Support from the MC

Structure change management plan implementation Adapting the processes Dissolve the departments Fast prototyping implementation Project based working Career plan implementation Accreditation of Specialists

Engagement based Recruitment Develop Engagement activities Accreditation of GIP and GCDP Accreditation of TMP and TLP

Framework for ongoing recruitment Country feedback periodically BoA Alumni and BoA Corporate feedback periodically Partnership with the Ministry of Education and with the Ministry of Work Personalize development support strategies

Evolution plan for the next 3 years 2013 2014 2015

Increase in organizational capacity Increase in applicants for a Leadership position Engagement activities are developed Leadership development plans developed ELD programs are recognized by the local markets Increase in ELD realizations (mostly on GCDP and GIP)

AIESEC becomes a Social Enterprise Recognition from the Ministry of Work and Ministry of Education Projects generate revenue Programs generate revenue Auto-sustainability

Adapting to 2020 Projects bring an impact in the society Programs bring an impact in members All LCs have a big pool of people in the Engagement phase

Major changes Membership: increase in engagement and ownership. Our members will develop the strategic thinking, problem solving and project management skills.

Students are engaged and have realistic knowledge about AIESEC. Engagement development programs increase their preparation level and make the ELD customers more competitive and prepared. Members have ownership on projects, driving the growth of the organization and their personal development on one or more functional area based on a career plan. Leadership development programs make them work effectively and efficiently, directly generating results. The specialists will take the strategic role, allowing the EB to focus on identifying needs, taking important decisions and focusing on the external opportunities.

Impact through members and projects: the organization is generating a positive change in the society, and our members become competitive in the external market. Stakeholders’ involvement: the organization is becoming relevant for more types of stakeholders, offering concrete benefits of investment. 2. Outline your country management and development strategy. Based on what criteria will you cluster LCs and what will you offer to each cluster in terms of organizational development? Country management strategy LCs are planning in the transition period at macro level at the beginning of their term for the period July-June, based on a market assessment done before the transition period. The tracking and reviewing will be done quarterly with the help of SONA. According to that tracking, the MC will react with support strategies based on correction, improvement or performance. The processes will be simplified and will become user friendly. Country development strategy Expansions and new LCs AIESEC Bacău and AIESEC Baia Mare. The first steps are made from AIESEC Cluj-Napoca and AIESEC Brasov to open two new expansions. AIESEC Arad and AIESEC Suceava are new LCs which needs support from the MC and from the GNs that they are a part of. Personalized support strategies The MC will develop personalized support strategies according to local and regional needs. After evaluating the performance of an LC, together with the LCP, the MC will create a strategy of growth on a specific issue and will track its implementation. National Strategic Partners downscaled for Local Support The partnerships with the Ministry of Education and the Ministry of Work will make the LCs negotiate their own partnership at local level with different institutions to acknowledge the ELD programs. Growth Networks The Growth Networks will be made functional again. They will be formed on regional basis and on performance basis, taking into consideration the support that the members of that GN can offer to each other and the similarities in the processes. R&R Strategy LCs’ work will be rewarded in the national conferences and with the help of the alumni and our partners; the prizes will be directed towards the preparation of the members (fee discounts, preparation delivered for the LC members). LC clustering criteria The clustering criteria will be based on the potential of the student market, results set, performance and the health of the processes. According to these criteria we will have top, medium and low performers. The standards will be expressed in percentages with a certain ratio of importance and the clustering will be done automatically. This is why, an LC with 40 exchanges can be in the Low Performer Cluster if the percentage of the market covered is small, and another LC, having the same result but on a smaller market will be in the Top Performer Cluster. Support for each cluster Downscaling national and international strategies

Coaching in LC Visits adapted on local needs Customized solutions to specific issues or focus areas

Ensure communication at entire EB level Education Cycle for EBs Data analysis and recommendations

of the LC Standardized operation and procedures manual

Low Performers: EB coaching meetings Common growth plan as cluster SOL incoming program

Medium Performers: EB coaching meetings SOL program development Term development plan

Top Performers: Opportunities of developing the network (SOL program and CEEDership program). Plan of increasing realization on processes that work Regional Center Development

3. Outline your LC support strategy. Define resources that will be used and desired outcomes of your LC support strategy. EB Preparation The EBs will receive preparation on topics like Market assessment, Business Models, Change management or Situational leadership. The preparation will be delivered in the first two quarters, in national conferences (SprinCO, NC), LC Visits or via webinars. Another thing is the standardized operations and procedures manual as a form of educating the members with low costs, providing the EB members an accessible way to understand the processes in the organization and to transmit them easily. Resources: alumni, partners, physical meetings in ILP or conferences. Outcome: strategic thinking, solution orientation, focus on external market and accessible functional knowledge. General and Personalized Support Strategies The main support strategy is the LC Visit Cycle. It is a win-win interaction: the LC receives preparation and downscaled information from the MC directions and frameworks of implementation; the MC gets a realistic perspective upon the LC, beyond the numbers in SONA. Another way to support the LC activities is by creating strategic national partners that can provide added value. I’m referring to the Ministry of Education and the Ministry of Work as partners for the ELD programs. Moreover, based on the reports in SONA and the reality check in the LC Visits, the MC can identify bottlenecks in some LCs, that make them underperform. Together with the LCP, the MC will create and track specific strategies, personalized on the LC need. Resources: time, money, human resource. Outcome: connection between LCs and MC, ELD programs are recognized, increase in realizations, particular problems solved. Growth Network Strategy The LCs will start working on Regional Growth Networks, comprised by LCs from diverse clusters, but with similar processes. One LC will become the Regional Center of that GN and will be responsible for tracking the regional development strategy, the SOL campaign, and the Regional Conference Cycle. Because of fast prototyping implementation and the planning done in Q2, a LPM can be easily replaced with quarterly meetings to assess the completed projects and to review the planning for the next quarter; the Regional Planning Conference will be implemented in each GN, having the purpose of planning regional initiatives and projects and to draw the guidelines of cooperation. Resources: time, human resource, money Outcome: regional projects and initiative strategy, SOL campaign, cooperation between LCs Cluster Based National Conference Cycle The LCs will feedback the agendas for the national conferences. The conferences will deliver information on 3 levels: basic, medium and advanced, based on the need of the entire country and particularized on each cluster needs.

Resource: time, human resource Outcome: relevant preparation, sessions that answers to practical problems. Other kind of support: planning, tools, feedback 4. Define a national and local planning cycle that is adapted to the new structure. Define points of planning and evaluation on both national and local levels taking into consideration the international cycles. Specify cycles for planning activities, planning objectives and long term planning.

2012 2013

MC ChangeALinks Term 2012-2013

Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

IPM

Expro

IC

EuroCo

MC Days

Coaches plan.

MC+LCP

NC

RockME

MC confplan.

Fin. Audit

EB days

LC Visits

RPM

Succession plan

MC transition

LC transition

Cluster Eval

SONA

Quarter Eval

Quarter Plan

Monthly Eval

Monthly Eval

Mothly Plan

Montly Plan

Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

AIESEC International Members Committee Local Committee Regional Event

5. Outline your strategy of driving AIESEC in Romania into becoming a social enterprise. Taking this into consideration, specify newproducts that we should create and what external benefits do we base them on. Context: Social enterprise = impact in society, people development, profit generator. No legal procedures passed, 3 law projects proposals regarding social entrepreneurship, one rejected, two pending. We work as a social enterprise. EU launches a series of funds for social entrepreneurship (start-ups, promotion and sustaining SE) Social enterprises are developing in Romania Criteria fulfilled by AIESEC: Continuous activity Autonomy Economic Risk – revenues generated by members Paid workers Impact in society Involvement of the citizens Democratic decision making Participatory character Limited distribution of profit Risk: Members and alumni will not fully understand and embrace the idea of AIESEC becoming a Social enterprise. They might fear the fact that AIESEC is becoming a corporation, and will lose its essence. This is the reason why a communication strategy must be created and implemented, having as final result a better understanding of the benefits. Strategy Legal procedures: according to the legislation proposed, a social enterprise must be certificated through a social mark and registered at the technical office of the County Commissions of Social Entrepreneurship in the Social Enterprise Electronic Register. Personal data of the people in the vulnerable groups must be submitted, and a work contract should be created. New Products

Product Benefit on the market Educational projects (packaging the ELD programs) Members: professional competency building

AIESEC: highly qualitative ELD experiences Companies: long term preparation

Educational projects (developed for the student market)

Students: preparation on topics of interest AIESEC: Engagement pipeline Companies: Student market access

Social causes Society: focus on a social problem AIESEC: Engagement Pipeline Companies: CSR solutions

6. In your perspective, define at least 1 standard in terms of processes for each MOS. Please specify method of tracking and minimum value.

MOS Standard Tracking Method Value Members No of members matched

with ELD programs out of total no of members

Percent , monthly 70%

TMP No of active members who had a TMP of minimum 2 months

Percent, monthly 50%

TLP No of active members leading a team of minimum 3 members

Percentage, monthly 40%

ICX C No of members who had a minimum of one meeting/week

Percentage, monthly 80%

OGX C No of pool preparation for EPs

Numeric , quarterly 4

ICX NC No of ICX NC projects that receive grants

Percentage, quarterly 60%

OGX NC No of initiatives on new pools

Numeric, quarterly 2

Youth Engaged Engagement activities Numeric, monthly 1 Organizations Engaged Events for Organizations Numeric, monthly 1

Alumni Made New alumni in database Numeric, quarterly 5

Incomes Generated from projects Percentage, monthly 80% Expenses Amount of money

invested in members (Euro)

Numeric, monthly 100

How can AIESEC Romania focus on the 20% that brings 80% of the results?

The key word for the next year in AIESEC Romania should be simplify. This word should be

encountered in almost everything we do especially when it comes up to the processes that

we implement, to our way of work and the way we communicate.

There is a challenge that comes with this idea: making people aware that doing the things in

a simpler way doesn’t mean that we don’t have to think big, it means that we have to find

the simple, efficient way to achieve and overcome our results. Doing simple things must not

limit our creativity and our innovation.

Simplify our processes. We have to identify the processes that are worth keeping, eliminate

the unnecessary elements, and give the LCs the ability to customize them on their local

realities. In the same time, if needed, add new simple processes that will help the country in

its quest for achieving results.

As I was saying above the process of simplifying must not kill the innovation and creativity.

We are always searching for new and innovative solutions for our problems and most of the

times we don’t achieve the expected results because we either get lost in too many things

that we have to do or we don’t have a good timing. By doing this we make our work

unproductive and, in most cases, at a lower quality. We should start investing our focus in

doing one thing at a time and on finding the perfect timing.

There is a trend in the country to allot a large amount of time for certain things, so that we

won’t be constrained by the time limitation. The answer is shortening the deadlines. This

removes the need to double-check everything. A process started a long time ago needs

extra checking right before the deadline. Having a smaller period for implementation will

constrain us to do things right from the beginning, will build thrust in the team and will

make the team experience more qualitative.

In April, the MC will meet all the presidents for the planning meeting, where we’ll create the

strategy for the next year. That is a the key point where all of us should have in mind that it

is a period where all our processes and plans need stability and the way we’ll achieve that is

through simplifying what we do and eliminate the unnecessary. Create a simple plan that

every member in the country must understand, plan what will deliver high qualitative

results.

I will resume my response with these two principles: limit the tasks to the few important

ones in order to shorten the work time and shorten the work time in order to limit the tasks

to the few important ones.