Make a diagnosis of the region you want to have (EAST) using the OD Model for entieties.What are the main challenges you will face as regional director?1.

For the entities outside Bogotá the main challenge is built the leadership team that allow the operation start and keep tracking being close, with regular visit and short accomplish route that allow team consolidation.For the entities in Bogotá the main challenge is change the organizational dynamic to establish leadership pipeline, and grant sustainability in talent capacity that long last EB terms and end the gap of leadership development in this entities.

The challenge here is focus over the consolidation of team structures, specially in the programmes that allow growth, in the case of Rosario, specifically in IGCDP, that is needed to start becoming independent, so the EB focus turns over OGX programmes. For ECI and EAN that probably get this stage in a short time, is necessary to consolidate the strategy to consolidate OGX programmes in their segmentations. It is also crucial to growth in Middle Managers empowerment.

The challenge here is get a deep analysis of the IGIP programme and dynamics and rethink the strategy to accomplish goals, the problem is not only in sales but also in the value proposition we offer. As the structures are growing the second challenge is about Middle Managers Leadership dynamics and EB tracking methodologies to balance independence with focus in operations. Volume management in IGCDP is the key learning and service design in OGX programmes is needed.

Empathy, systematic thinking, human-centered service focus, framed by curiosity, creativity and innovation to create value for business and clients are the basis of Design Thinking, using methods to understand the enviroment like ethnographics, visualization, prototyping, sketching, storytelling, brainstorming, and so on.

"Design thinking can be described as a discipline that uses the designer's sensibility and methods to match people's needs with what is technologically feasible and what a viable business strategy can convert into customer value and market opportunity." Tim Brown, IDEO CEO

Start-Ups: Tunja - Villavicencio - UGC - Central - ECI - EAN

Low Growth LCs: Rosario

Specialized LCs: Andes - Javeriana

One of the most important challenges that AIESEC has is consolidate their leadership teams to achieve high performance results. This in the East Zone is needed in EB level for StartUps, where is difficult to consolidate EB teams, get a proper entity development and have EB pipeline. For more advanced entities, the issue regards the implementation of proper middle manager teams that get the direction of the operations while the EB tracks the strategy and solve bottlenecks.

Leadership: EBs and Middle Managers.

This is an idea in the environment. We need to arrange the distribution of the universities according to our geographical and mobility reality in Bogotá, especially in locations over the city center and Chapinero. We must accomplish a smart approach that allows our members easily attack the market reducing the logistic requirements. Rearranging the segmentation we start working by zones and catching more people in short distances. This is the basis for City Operations.

Segmentation: Universities location and smart distribution.

The gaps over IGIP and its low growth and development as programme is a main concern globaly. In Bogotá the LCs really work as islands and the segmentation issues over sales contacts, talent capacity for effective sales, and logistics for accomplishing sales are one of our big issues; generally we can’t cover our volume of appointments with quality sellers that grant effectiveness. We are wasting the potential that the Capital offers.

IGIP

As the Region grant a close relation with the national entity, it is quite particular that it doesn’t have the most strengthen entities in the country. Only three of seven entities have a mid development level and a important growth over operations, this is particulary interesting because even when we have easy access to direction, strategy, support and tracking, the region is not capturing all the benefits of this.advantage, even more when they are located in the city capital.

LC growth is lagged and unbalanced.

In universities we have flooded our channels and students are tired of the spam and also we have not properly manage our detractors and bad experiences, and in some cases we are getting negative perceptions of the market to our brand. In the other hand, our coorporate brand image keeps being short and by non proper customer relation management we are not getting the Re-Raise volume we expect. Recovering accounts is hard and we lose two much resources getting them back.

Poor brand awareness both in students and coorporations.

The accomplishment of housing that grants quality in the GCDP is a main worry of every EB, however is one of the main bottlenecks of the projects, and that spend a lot of humand and financial resources inside the LCs. Lack of efficiency and effective showcasing initiatives in the Familias Globales product is making quality of the IGCDP experiences is compromised because this is a main part of our value proposition in the GCDP programme.

Delivery: Housing and Quality issues.

Even when different MCs have propose several initiatives for cooperations (mainly in national events). This agreements are not sustained by rules, compendium regulations, or goals. So we work together in the events, but is not our priority to implement this ideas in our entity terms. Despite that, we know that for achieving massive projects with the goverment the participation of different entities to have a proper talent capacity that support these operations.

Unexistant LC cooperation.

We rearrange the segmentation by zones in the city, opening three new LCs to capture market potential that is by now in a low level of development. The intervention is developed by preparing the LCs in 2014 to redistribute and open the new entities in 2015. This includes the legislation of this proposal (June - July), the change management strategy to adapt the new dynamic (Sept - Oct), the support over the election process of the LCPs, EBs and new entities (Nov - Dec) and the close tracking of the new EBs in 2015 planning and dynamics (Jan - Feb - Mar). The zones will be: (See next page) Norte, Usaquén, Chico, Chapinero Norte, Chapinero Centro, Chapinero Sur, Teusaquillo, Las Aguas, Circunvalar y Candelaria.

Smart universities segmentation.

To empower IGIP RA, we create the IGIP sales team that can support any sale over the city, this implies the support of experienced and high qualified sellers for any LC that need it. This also implies the creation of a special team that support sales with old TN takers, so the LCs don’t lose focus with this old accounts but be sure we as a network are working to get them back, by innovation processes in sales. The team is driven by a special NST position in the IGIP team and tracked by the Regional Director for support, communications and budget. The members are star sellers and former VPs and LCPs that want to keep working with us and the working dynamic fits the sales necesities when membership is reduced.

IGIP Driven by projects: IGIP specialized Sales Team Bogotá + IGIP get back Team

Based on the previous diagnosis, develop an intervention plan including initiatives andspecific timelines (on a monthly basis) to deliver each initiative.2.

Target Initiative

LCPs Smart universities segmentation

LCPs &EB Members

Leadership for growing together

IGIP Members Bogotá ProjectDriven IGIP

LC events LC growth evolution

I&O GCDP members

GCDP powered by AIESEC Bogotá

Bogotá Middle Managers

AIESEC Bogotá: The seed of a reality.

ICX Corner RololandiaDelivery Project

DECEMBER JANUARY FEBRUARY MARCH APRIL MAYJUNE JULY AUGUST SEPTEMBER OCTOBER NOVEMBER

To empower cooperation over the Region the MC will provide support in Events and Meetings for the whole region. This includes initiatives like EBlito, and the “area - week” events monthly according to the MC strategy in each month.This also includes a specialized LEAD programme for the EBs to develop proper skills over organizational performance, health and leadership. This aim to empower the national focus áreas for a better alignment with the local realities towards the consecution of 2015 promise. This initiative also look for innovation spaces constantly, so we can detect bottlenecks over the execution and work as a network to solve them. So we growth together as a Region.

Leadership for Growing Together.

To overcome the struggles of Bogotá as a Big City, there are 2 main things with the usage of AIESEC Bogotá as a Brand; the idea of being together, of accepting that we are united in our differences as a city. In OGX for both programmes this mean a new dynamic for the service to our EPs (RA & MA peaks). Regional EPICs, support in sales of a OGX product in any part of the city with a OGX Bogotá sales team (events - parents) and the will to growth together as a city. In IGCDP this means the launch of Bogotá as a destiny, so matching manias, LC cooperations and the promotion of our GCDP experiences are united achieving a proper growth and take advantage of our experienced LCs to support the small ones. (MA peak)

AIESEC Bogotá Brand.

Connected with the AIESEC Bogotá Brand initiative, and to grant quality in every incoming experience in Bogotá, we will work as a whole city to accomplish housing, pick-ups, and delivery. We change our individual mindset and act as a network allowing us to invest in agreements with hostels, Bogotá Trainee houses, large trainee service events, larger positioning global villages; just think it for a second and you’ll see the possibilities to offer quality and grant impact to the whole network. This team will allow us to support one of the big bottlenecks of the LCs, move them quickly to cooperate and grant an efficient communication dynamic with the whole City. The final result is Bogotá positioned as a top destiny in AIESEC.

Rololandia Delivery Project.

One of the main issues with cooperation is that is not regulated, so easy talk but no real results. By building and establishing a cooperation policy we work in projects by quarters or semesters that can be validated in their results in the president meetings and give “extra” points in the IMDs and the awards campaigns in NATCO and NPM. This also implies that the execution of these initiatives must be developed not only by the EBs but with their Middle Managers, and that’s why after the EB monthly meetings we will have a Middle Manager meeting with several areas to communicate the strategy and go into action, allowing us to develop a LEAD plan for MMs in the whole city and the strengthen of these positions for pipeline.

AIESEC Bogotá Cooperation: Agreements and Compendium Legal Basis.

As one of the main functions of this role points to the proper execution of the MC strategies and the constant tracking of the organizational performance and health, the daily work points to be close to the LCs. So every week we must take part over LC meetings, corner meetings, assemblies, LC days, LC events, Zonalitos, Induction days, you name it.This in it essence is just be close enough to your local realities so we as MC can understand what is going on with execution and how we can improve the strategies from planning, to communicating, to execution, to replanning. This is the best way to accomplish innovation and seek for better value generation for both the entities and our clients.

LC growth evolution: Close on every step of organizational life moment.

Considering that your role’s purpose is to ensure the implementation of MC’s strategies in local entities and that you will be living in Bogotá, tell us what should be the most effective work dynamics to execute your role (where is it better to work from, what should be the best working schedule, etc.), and what is the best way to keep a constant communication with the MC.

3.

For this is important to recall that the main necessity over working as Regional Director is working close with the LCs. As my ideas recall over the Bogotá Dynamics, is needed to understand some factors: 1. At the East Zone seven of nine entities are in Bogotá. 2. Tunja and Villavicencio by now are initiatives that require a different approach than the Bogotá entities, this is to reopen/consolidate the first generation of AIESEC members so we can ensure a local development plan and achieve results as Operational Units they are.3. As Bogotá is the largest city of the country and host so much entities, is needed to go deep in these dynamics and that is why my ideas goes over the perspective of AIESEC Bogotá.

Then, the work dynamic with the entities outside Bogotá will include a double monthly visit during the weekends and the usage of Bogotá support for coaching, sales and organizational development with Nomads or Area Coaches sent from Bogotá. This means that two weekends a month my team or me won’t be in Bogotá. This allows a detailed tracking of operations every 15 days of both entities. However if support during the weekend is needed, and as traveling these cities is easy, it will be easy to support them.

In Bogotá, during the weeks and free weekends, the dynamic will be attending different LC events during the months, sometimes requested by the same LCs, sometimes required by the MC. The importance of this is track different implementation of strategies not only with the EBs but also with the membership; observe the dynamics, analyze the implementation, detect GCPs and bottlenecks and offer solutions when needed. This will be aligned according the focus area of the LC and the priorities of executions given by their planning process. Here the position works as a consultant sometimes and some others as an actual player.

At the same time as my privileged position in Bogotá allows direct work with the MC, I can take part over meetings in the MC office, as required by the MCVPs and take part with both the OD team to feedback the actual ones and develop new ones, and also with the other teams adding insights about the LC realities when it is needed. So mostly when I am not with the LCs I will be in the MC office, so the communication is almost direct and constant.

Mixed spaces is something desirable and the implementation of “area weekends”, the delivery of success regional Events in TPS and RDC that consolidate the cooperation projects, and delivery of constant live training and education allow us to deliver key content, strategies and orientation for the consecution of MC strategies and the accomplishment of the development plan towards 2015 promise.

http://youtu.be/RjTVeL4zr2k

Segmentation Bogotá

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