Mcp 1415 questionnaire arthur chiba

I have been used to deal with implementation of new
projects/prototypes. As examples, in my professional life, I was
the responsible to design and implement a project called USP
iFriends, whose success led, within 1 month, to 2 big media
apparitions and reached over 1,000 consumers. In AIESEC, I
can easily find correlated experiences. I was the main
responsible for redesign and rethink, besides implementing, the
new ICX Quality structure back in 2011, and, as a LCVP, I
changed the whole area mindset and structure to a projectbased one, in the first semester. As MCVP, I have started to
implement back the IXP Culture as well as another touch points,
such as the OPS and EP Induction events.

I was able to put this background in practice
during my EB and MC term, where should I not
only be responsible for my area, but for the
whole entity.

I had to deal with the most variable amount of different
stakeholders and, a lot of times, simultaneously. That
ranged from university foreigner professors to AIESEC
national partners, EBs incoming, EP's parents and etc.
This made me each day more flexible and confident to
deal with the most different kind of stakeholders as
possible.

I have always wanted to do something big, to do something good with my life. Since I was little I dreamed of changing the world and always got attracted for careers
such as being a professor, a policeman, a fire-fighter. Growing up, I became socially aware of what was going on with the world and, especially, what was going on with
my country.
When I joined university, I applied for a course in which I believed that I would be able to reach the maximum number of people that I could, in a global scale, and in that
way I would be able to translate my contribution to the world. Little by little I started forming my life mission: To be a catalyst for a positive change in the maximum
number of people's lives. All my external experiences reflected that: from being a professor, to joining the student’s movement and working in the first sector; from
studying economics and being paid for that to studying my first academic passion (Human Rights) in one of the top countries in which it is applied. I had my Clarity of
Why and kind-of had my Clarity of What. But I needed to discover my Clarity of How. And then I did: if I wanted to be a catalyst and reach this number of people, I
needed first to be able to handle them. I needed to know how to work with high volume and how to be strategically able to multiply my impact.
I am applying for MCP of AIESEC in Brazil because I want that. I want that experience. I want to be the final responsible for the organisation, the one that deals with all
of our stakeholders and with a high performing team. Also, I want to be MCP 14-15 for two main simple reasons: 1) I believe. I believe in AIESEC 2015 and everything
it stands for. And I know that we still have a lot of work to do about it. 2) I want to deliver it. I have always been considered an implementer, and I don’t see myself
having any bigger challenges right now than to deliver what we promised 5 years ago.

My team should be described by its implementing power, fast responding culture and purpose-driven
characteristics. There isn’t any time to spare if we are to delivery 2015. Previous MCs have worked with a number
of innovative attempts to maximize efficiency, yet time has come when what we need is simple – focus and heavy
implementation.
Most urgently, we need to become a fast responding supporting system to the network, which will ensure a great
number of strategies homogeneously implemented throughout local level, on short notice and according to its own
needs. It must be an all times priority to the MC.
Purpose-driven is a characteristic I have strived for in all members, of any of my teams. Knowing why we do what
we do allows us to do anything easier and better. A purpose-driven team is, by principle, limitless.
And so, in light of all that’s been aforementioned, my leadership will lie upon intensive tracking and fueling the team
through a hardcore rhythm of work, that embodies the demands of the network, facing whatever needs to be done in
order to achieve the purpose we are driven for.
I want to be an open source of energy and motivation to my MC, just so they can multiply it throughout the network
and make their own experiences worth.

For me, it has always been clear that youth plays an essential role in any society,
and recent events such as the protests for a better public transport system, better
education, less corruption and all other claims that we are all so used to complain
about were finally getting out of the sofa. Not only in the protest way, which is very
relevant, but youth as a whole is also getting out of other sofas. We never had so
many entrepreneurs before the age of 30 as right now, so many researchers,
professors, corporate leaders. Brazilian Youth is spreading its reach like never
did before, and if our generation has the right kind of behaviours and is truly
prepare to become the leaders that we need us to be, we are in the right hands.
And for them to become the leaders that Brazil needs them to be, AIESEC can play
a very important role on it.

On June 2012, I went as a delegate to YouthBlast, one of the parallel events of the
Rio+20 official agenda, organised by the United Nations organ responsible for
Children and Youth. The event got over 800 delegates from over 70 countries, all of
them young leaders who were trying to actively make a positive impact on their
societies, or at least were trying to be everyday a little bit more aware of how to
contribute, and then doing so. There, I got to see the power of youth together.
The power of everyday-life responsible and entrepreneurial leaders. By the time, I
was an LCVP, and I had 3 biggest questions on the back of my mind:

1. Why did I need to wait to be together with some of the top youth
responsible leaders in the world to finally see something happening?
2. Why were so few representatives of Brazilian youth like that?
3. How could AIESEC contribute for a real positive change in Brazil?

A taxa de desemprego jovem é cada vez menor.
De 12,4% em 2003 para 5,6% em 2013.
Fonte: goo.gl/0VTAsC

I just got the final version of my third answer now, after being through the MC
experience. The process-thinking that I have is a 3-steps simple process:

and
.

We will only be known as the ‘youth
leadership provider of the world’ if we:
a) deliver the right kind of experiences
and b) deliver enough experiences. We
have to face it: we are almost insignificant
for Brazil right now.
Our volume of operations reaches less
than 0,001% of Brazilian youth. The key
point for being relevant and known for
providing youth leadership is, and you all
have heard this before, to grow our
operations and to care about their delivery
and importance like never before.

Most MCs struggle with legalization and a lot of them do not have financial sustainability.
We are not able to measure the leadership impact that our customers in the ELD programmes
have. Both regarding leadership development and direct impact in the companies/NGOs
through our EPs work, which delays us on selling AIESEC to our stakeholders
We provided more experiences in 5 years than in the first 60 years or the organisation
The programme, created in 2008, was able to quickly adapt to our customers and has
been consistently growing ever since.
We are always able to evolve. Our structure based on short-term leadership positions
and on midterm ambitions also force us to be able to do so

We know that we must be a customer-oriented organisation, but we are still not there.
Not only we do not have an ideal NPS, but also we do not know how to work with our
different types of customers (Detractors/Passives/Promoters)

We are still not recognised for being a youth leadership provider to the countries societies.
Besides volume of operations, this also has a lot to do with the lack of presence, at the MC
level mostly, in relevant events

Reconnect with older alumni and develop a LCC portfolio in order to increase ELD
Programmes delivery, especially GIP products

We are still not able to customize all products to specific consumers. This might deal with a
deeper issue, that AIESEC does not know how to have a market plan. Most of the times our
actions are random and short-time focused
This social-economic class is stepping out of the country, and it is a big opportunity for us to
capitalize over, due to its huge relevance and representativeness in the Brazilian scenario
(Source: http://goo.gl/PTqodt)
Companies are often complaining about the lack of preparation of Brazilian youth for the
corporate market, especially regarding soft skills. “Os valores de liderança, que não são
ensinados na escolar e na faculdade, é que ficam carentes de maior desenvolvimento”
(Source: http://goo.gl/IRZYGd).

To capitalize over social media in a smart way, being more attractive to our public,
especially focusing on e-mobile and IT solutions for our promotion
(Source: http://goo.gl/gsKtNY)

Listen to them.. “…Young people are sceptical about companies. They expect dialogue,
including in the companies’ spaces, such a website. They want, for example, to go
directly to the companies’ blog and shame them, but they are also willing to hear their
defense…”(Source: http://goo.gl/TiBAaP)

Globally, the programme is stuck. We still did not find the magic formula to make GIP
happen, and our strategies are long-term focused and we do not have an upscale model.
Our strategies do not reach all members that it should
We are over 80,000 members and we realized around 30,000 GCDP and GIP experiences. We
have a very low global exchange/members rate.
The majority of entities is still struggling in how to deal with the high volume of realizations in
GCDP, often stopping in the quantity vs quality paradigm. Also, we cannot manage a high
volume of members in our LCs

Sporadically, we depend on luck to not be sued or anything like it. We take a lot of
time to solve our complaints and frequently our solutions are not good enough.

Recent events have shown that young people are everyday more socially aware of not only
their countries’ issues, but about the world as a whole.

Nowadays we lose a lot of customers due to our lack of professionalism and security in
comparison with more consolidated competitors in the market.

The economic growth of country partners is a great opportunity of scalability of operations,
especially Latin America that has some of our biggest partners in all operations

We are still dealing, especially in Europe, with the effects of the 2008 crisis. More than
that, emerging countries are no longer in the economical growth speed that were few
years ago (Brazil included).

We do not use our alumni at all for enhancing our operations. More than that, we can
capitalize over them to Learning and Development activities.

It stops a lot of our operations, especially in GIP, and every day there are more restrictions
being created

We need to translate AIESEC 2015 and its actions in concrete
. AIESEC 2015 is not just about Global Youth Voice, First-Choice
Partner and Positive Impact through the Quality of Experiences. Rather, these are
the so-called Images of the Future that are should be read through the real MoS.
Here is an analysis of the key achievements so far:

Our growing physical and virtual reach

Increase of entities, GIP subproducts
implementation, GCDP issues
implementation, CLS and CLO pilots

ELD

Our ability to develop responsible and
entrepreneurial leadership

LEAD pilots, Talent Capacity strategies

AIESEC gives to the world young people that, through our ELD experiences, have the
opportunity to
And by leader AIESEC defines a
person that seeks for the world peace and fulfilment of humankind potential, acts for a
positive impact in society by sharing values such as activating leadership, striving for the
excellence, acting with sustainability, living diversity, demonstrating integrity and enjoying
participation.
.
In addition, AIESEC programmes put our ELD participants in contact with other
stakeholders (NGOs, Companies, Communities, families and students), that can be
impacted not only by our EPs work, but also by our beliefs and values too.
That is also what AIESEC in Brazil gives to Brazil:
. We give to our country
leaders who not only are based in the abovementioned values, but also leaders who are
internationally connected at the same time that we push them to be country oriented. In
the end of the day, we develop people with the purpose for them to use their leadership
efforts and possibility of impact to strive for dealing with Brazil’s biggest needs and issues.

ELD

Our collaborative environment
High Quality Experience

Entity Development Framework,
Growth Model, Network Building,
Conferences Model
NPS implementation, CEM strategies

ELD
NPS

So basically we have two big goals:

Making sure to develop leadership in every of their experiences.

We need to rethink our way of doing GIP and start having more short-term solutions and
upscaling mindset.
We need to be able to deliver all of these over 25000 experiences with high quality and based
on security, standard and satisfaction minimums
For Organisations, we need to focus on Re-RA strategies to less our dependency on new
partners. For Students, we need to focus on conversion rate and customized sales. Overall, we
must treat our customers better and listen to the them.
We need to package our LEAD programmes and implement them in all of our ELD. For
packaging, we recently had the Talent Capacity Summit. The biggest challenge is going to be
the implementation that must be inserted in the processes of every operation.

AIESEC in Brazil will remember the 2014-15 term by its implementation characteristic. The macro strategies will not change, but rather will be evolved and, mostly
important, implemented. The network is confused and we have to put them up to speed with what we want to deliver and, at the same time, we have to educate and
support the network on that. We have a lot of strategies to deliver, but we have not found simple ways to focus, prioritize and implement.

LEAD programmes
in all operations
Impact Assessment
Model being
implemented

Mapping of what kind
of leadership we
deliver in each product

Customer Loyalty for
Organisations (CLO):
grow our Re-RA rate and
NPS score
Customer Loyalty for
Students (CLS): grow our
conversion rate and NPS
score
Showcasing: To
create and implement
strategies to capitalize
with our promoters

IXP Culture implemented
in all LCs. Focus on
alumni for GIPo and
members for GCDPo

To start to have government
relations, especially focusing
on visa solving issues (MC
Level)

GIP boom: purposedriven and solutionsoriented. Creation of
pilots of high scale of
operations with country
partners and sales culture
being implemented and
valued. BD responsible
for 200 GIPi realisations

Social Sustainability: to be
able to position ourselves also
through national selling of
iGCDP projects. Evolve and
implement the existing PR SP
strategies (MC Level)

GCDP: learn how to
manage high volume
and upscale.

From NSTs to LC Coaches, we,
nowadays, are not able to fully and
efficiently
support
the
network.
Rethinking the use of these national
support bodies is a must-do. One idea is
to have Regional or Cluster Coordinators
(like AI has) as MC part-times, which will
be involved in the MC Planning and
would be responsible for that LC
throughout the whole year.

The expansion entities grew a lot in
number and volume of operations in
the last years. Our focus right now
must not be to grow in number of
entities, but to grow in their efficiency
and representativeness with the
network

Brand Management: we are
good at promoting products,
but we know must start to be
reference on content
generation as well (MC Level)

Keep it customized by publics.
Evolution must be centred around
how to reach more members and
have a higher level of discussions,
being able to co-build strategies with
the delegates, like it is done at
strategic summits.

For both GCDP, we must
keep
growing
and
accelerate it for the 2015
goals achievement. GIP is
the one who must have the
biggest push towards over
100% growth if we want to
reach 2015.

The new growth model proposed by the
OD team gives a smaller EB structure
focused on the front office. The next
steps are to implement and develop
this new synergy proposed in the front
office and bacl office of the LCs, always
keeping the focus on operations

TMP, TLP

TMP, TLP

All
operations

Efficiency

To customize the learning and development of our
talents and catalyse their learning curve inside the
area. To have a local structure focused on operations

Team Minimums
To implement the Team Minimums culture in every
Culture
leadership body of the organisation: from MCP to OCPs

To be properly trained and to be
inserted in a proper structure that
enables maximum efficiency

To show that our members are
well trained and efficient.

To increase ELD
experiences

To really have a team experience

To be able to truly state that we
really have team experiences
inside the organization

To have less detractors of
the AIESEC Experience in
TMP and TLP

Business
Intelligence

ORS, PODIO, Opportunity Portal, LiveBrazil and
national CRMs implementation.

Faster and more organized work,
increasing our conversion rates

AIESEC as an organisation
according to its time.

Bigger conversion rates. IM
improved.

All
operations

Front Office Back
Office Work

To be clear that the focus is to generate operations
growth. Final responsibilities crucial for the exchange
area to work should be kept inside the area (less
bureaucracy)

The MoS of both sides must be the
same: realisations of exchanges. But
the KPI and responsibilities of everyone
must be clearer and directly related with
exchanges.

To have a more clear
organisational view

Less bureaucracy inside the
LC.

All
Operations

Showcasing
Strategies

To have clear showcasing strategies in all operations

To see the AIESEC impact

To see the AIESEC impact

Increase our number of
operations

GCDPo,
GIPi, GCDPi

Financial Local
Model

To invest our capital in increasing operations.
Examples: a)GCDPi: financed by OGX b) GCDPo
having an accessilibity project to Class C. c) GIPi
evolving about the pricing of the RA fee (India GCP)

To have more exchange experiences
happening and focus on them

To see that the fees that we
charge are being invested in
more operations

Increase our number of
operations

GIPo, GIPi

Alumni

To strengthen the relationship with the alumni by
bringing them back to the LC and to offer them ELD or
stakeholder experiences

To get in touch with previous AIESEC
members and see the impact that the
organisation had on them

To show that our alumni are
engaged with the organisation

Increase our operations and
get in touch with AIESEC’s
final product

To clear that GIP is one of the
programmes as well, not only
GCDP

Increase our operations in
GIP

To have more security and
direction

Increase our operations

To see the impact of GCDP

Increase our attractiviness
through concrete data

1) GIP Purpose: to clear it up with the network. 2) GIP
changes based on short-term strategies focusing on To have clear the purpose of GIP and to
upscale (sales culture, customized S&D with specific
make it happen.
countries, financial model)
To only sell our partner MCs/LCs, and focus all of our
promotion on their closed projects/TNs. To be able to To be more focused and only sell what
customize our subproducts and issues to the right
we guarantee that we have
publics

GIPo, GIPi

GIP Mindset

GIPo,
GCDPo

Marketing for
Conversion

GCDPi,
GCDPo

Impact
Assessment

To have clear standards and measuramentes in the
GCDP programme, being able to assess the impact of
every trainee

IXP Culture and
Implementation

To develop and implement a career plan for members
focusing on exchange. To implement Reintegration
Events and strategies for our EPs

GIPo,
GCDPo,
TMP, TLP

To be able to see the impact of our
trainees and have better salesarguments

To be able to develop leadership in
different experiences

To see that our members buy our
core-work and to see that our
Increase our operations and
EPs want to develop themselves
our TMP and TLP
in other experiences inside the
organisation

Capacity: “Good to Great” growth model.
We must implement and evolve it. LCs must
strive to grow what they are good at.
Learning & Development: customized and
independent education. We need to be able to
train our members based on their daily job. More
than that, nowadays education is extremely
dependent on the leaders. We need to have an
independent education system, guaranteeing the
education of all members (i.e. AIESEC University
initiative)

Capacity: Front Office and Back
Office work focused on operations

Learning & Development: LEAD implementation.
We need to guarantee leadership development in all
of our experiences.

Supply and Demand: we must have a very
strong S&D lock-down. Especially for oGIP, we
must know which 5 countries we will work with
and create upscaling projects with them.
Financial Model: we need to have a more suitable
financial model for iGIP to enable it to upscale. For
example, few companies would pay what is
necessary to have more than 10 EPs of GIP in their
organisations due to expenses that this would bring

We need to use our resources
smartly and fulfil our potential as
AIESEC in Brazil. The main
micro strategies are

Alumni: we must keep and evolve our current
alumni strategies, focusing first on oGIP and then
on iGIP

We need to change our mindset
and the way we see and do GIP.
The microstrategies are:

Team Minimums Culture: our retention rate is
very low, and lot has to deal with the lack of
real teams inside AIESEC.

Visa: we must be smart and have a range of
different strategies: local and regional options, plus
somebody working part-time in the MC for that.

National Behaviours Culture: now, more than
ever, we must be fast-responding, professional
and focused. This will take place in every action
that we make.

We need more loyal customer for both
short term and long term growth,
organisational image and reputation and
operational sustainability. The micro
strategies are:

Marketing for Conversion (M4C): We must only sell
closed projects for oGIP, or at least closed countries. In
oGCDP we must also close in fewer country partners.
This will guarantee a more accurate marketing strategy,
guaranteeing a bigger conversion rate.

Business Intelligence: our future does not rely on emails. We must keep up to speed with our public and
make our tools faster, more attractable and more
convertible. Opportunity Portal, Global ORS and the
new my@ will start to be implemented in the next
generation. The key is to centralize all these
informations in one simple tool.

Why of GIP: our membership nowadays does not
have a very clear mindset about GIP, neither about
its purpose nor about its value proposition.

CEM: We must keep our NCB strategies and deepen it, with the
NCB Ambassadors and other strategies focusing on making it
an LC daily process, increasing our NPS

Customer Loyalty for Students
(CLS): To implement the SSS
Model
(Safety,
Standards,
Satisfaction)
to
guarantee
minimum standards of safety and
project realisation to guarantee a
bigger satisfaction and number of
promoters and Re-RAs

Showcasing: We need to
showcase more our
experiences. But first, we
need to accurately assess
them. We shall implement
an impact assessment
model inside our
processes, to assure that
we are able to measure
our EPs impact (especially
GCDP)

Customer Loyalty for Organisations (CLO):
To implement the CEPT Model (Conversation,
Engagement, Product Packaging and Talent
Capacity) to guarantee Re-RAs of our TN Takers

If elected MCP, not only should I keep the
national council updated of basic national
matters, such as MC plan achievement,
financial
health,
main
strategies
implementation, operation growth and etc, but
it would be a must-do duty of mine as MCP
elected. To be accountable for the
MC
actions as its leader is the basis of working
together with the national council. More than
that, as MCP, I must be open for feedback
from the CSN to the MC work, and always
thinking about the different LC realities in
Brazil.

As MCP, I would be in touch with all entities of
AIESEC globally, being able to absorb GCPs
of the global network, filter the best and most
adaptable ones to the Brazilian reality, and
communicate them to the national council.

Not only should the MCP co-work with the
CSN through the Steering Team and
Subcommittees, but also should him/her work
closer with the CSN. One example is the MCCSN-TNA flow of work, that everyday should
be closer in order for us to have the best
auditing processes as possible. It is important
for both MC and CSN always remember that
neither of them represent the leadership body
of AIESEC in Brazil alone, and only together
can we strive for the best AIESEC in Brazil
that we can develop and deliver.

Mcp 1415 questionnaire arthur chiba

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