E D U A R D O C H Á V E Z B E T A N C U R
2011: NatCo Pereira and LDC Manizales, delegate.
LIM AIESEC EIA, facilitator.
2010: NPM Medellín, NatCo Barranquilla and OPS as delegate
.XPS Medellin, OC.
LIM AIESEC EIA, facilitator.
2009: NatCo Medellin, delegate
BAYER/AIESEC conferences, manager
LIM AIESEC EIA, OCP
2007: LDS west zone, delegate
S T U D I E S & A C A D E M I C B A C K G R O U N D
2011-2006: Environmental Engineering. Universidad de Medellin
2011: National Meeting on Environmental Sustainability for the electric sector CISLIE-CIER.
Medellin-Antioquia Colombia.
2009: V International Symposium on Energy and technological frontier in the rural sector. Ministry of
mines and energy, IPSI, Sabaneta Antioquia Colombia.
2010: Engineering Assistant. Perform characterization of industrial wastewater in several companies
of the city. Universidad de Medellin. This gave me practice on water treatment equipments.
2009: Receptionist. Support customer service in English during the Inter-American development Bank
meeting in Medellin. Mezeler restaurant http://www.mezeler.com with this I practiced English and
learn about logistics for events.
2008: Supervisor. Customer service support. Supervising and being in charge of the cash register.
Chris Restaurant. Clifton New Jersey. US. This game me practical experience on management and
employees management.
2007-2005: Cook, waiter, customer service. ABE´s Famous Pizza and Restaurant. Clifton New Jersey.
US. This gave me customer service experience, time management, learn to cook, work experience.
A I E S E C E X P E R I E N C E A I E S E C M E E T I N G S
2011: Local Committee President.
2010: Outgoing eXchange LC Vice President.
2009: BAYER young environmental meeting. Manager
for Medellín city.
2009: OCP Local Introduction Meeting 2009-I
2008-2007: exchange Team Member.
TN/EP manager
2007: PBOX ―MY ALDEA‖ member.
LCP: recovering the trust in the LC by the membership and the national network (exchange (ICX/OGX) & dual experiences
growth more than 100%, empowerment of membership, high quality experiences for members, improvement and
sustainability of the LC finances and strengthen and innovation of IT solutions for several applications in operations, logistics
and strategy for all areas plus the implementation of a KM Project for the long term. Improvement of the organizational
environment. 12 national awards for the LC during the year and 1 international recognition for OGIP.
LCP: improvement and consolidation of the external relations with organizations and universities; reports & feedback
meetings with the TN takers and Universities.
VP OGX: creating the structure of the area oriented to results (two coordination -generating and collecting the knowledge)
BEJA manager: Achieve the objective of the alliance BAYER/AIESEC in Medellin. (Advertising and organizing two conferences
and promotion of the BAYER contest in the city)
TN manager: managing two accounts (IGIP/IGCDP) matching them and keeping the relation for long term (Amichoco and
Universidad de Medellin).
Born on June 26 of 1987,
in Medellin - Colombia
Telephones:
(+574) 2384830 /
(+57) 3006605639
Skype ID: eduardocb4
MC VP LC DEVELOPMENT applicant, AIESEC in Colombia
M A I N A I E S E C A C H I E V E M E N T S
P R A C T I C A L A N D P R O F E S I O N A L E X P E R I E N C E
M A I N A R E A S O F E X P E R I E N C E
Outgoing Exchange & incoming exchange:
I have experience as EP manager, in EP selection, supply and demand analysis, matching processes and international
cooperation. Also as TN manager, in TN flow, trainee selection, supply and demand analysis, matching processes and
international cooperation
Talent management:
I have experience in talent planning, selection processes, induction processes, and training and coaching by working with
my co-VP TM
During my term as LCVP and by working with my VP TM as LCP.
Leadership and team structure:
I have worked building and directing teams during my career for academic purposes but also when I worked as supervisor in
a restaurant in NJ I had to manage a team of cooks and waitresses. In AIESEC I have had to structure, lead and/or manage
several teams, as coordinator, VP and LCP. All this experience complemented by constant study to get theoretical elements,
particularly with a vision of the importance of transcendental purposes in individuals to achieve results as teams.
W H I C H S H O U L D B E T H E B E H A V I O R S F O R
A I E S E C I N C O L O M B I A I N 2 0 1 5 T O
A C H I E V E T H E G O A L S A N D O B T A I N T H E
F I R S T P L A C E I N T H E I B E R O A M E R I C A
R E G I O N A N D T H E B E S T P L A C E A T G L O B A L
L E V E L ?
W H Y H A V E I D E C I D E D T O A P P L Y F O R
C O L O M B I A ’ S M E M B E R C O M M I T T E E ?
P O S I T I O N A P P L Y I N G F O R :
M C V P O F L C D E V E L O P M E N T
“peace and fulfillment of human kind’s potential ”
Because I have learned so many things in the organization
and acquired several elements, skills and competences
that made me develop professionally and personally and I
want to give back that development for the improvement
of the members and of the organization itself. All this while
I learn so many different things that I still can learn by
experiencing the organization. I want to keep growing
along with my country.
We should behave like one national entity and not like different
entities struggling to get results. This with a close relationship
and work with ―our external environment‖, not only stakeholders
but also with our social, economic, environmental, cultural
surrounding and keeping close eye of the trends of ―global
external environment‖ for innovation, co-creation and sense of
M Y T O P 3 S T R E N G T H S A N D T O P 3 W E A K N E S S E S :
Strengths Weaknesses:
CREATIVE, I can imagine, propose and create innovative ideas
easily.
VERSATILE, I adapt very easy to several situations and I am
interested and curious about different topics and things
EMPATHETIC, I struggle to understand others´s feelings and
points of view
IMPATIENTE, often I want the things to be done immediately
since I have a lot of energy.
RESERVED, I don´t open myself too fast or too much to other
people.
DISORDERED, I hardly can keep things in order for too long
These strenghts will help me in my work as MC team member
being a support for my team colleagues thanks to the
understanding of their different positions, feelings and points of
view. Also in my MC work by understanding the diversity and
particularities from where each entity operates, also being
innovative with solutions.
These weaknesses can challenge me in my work as MC
team member by having to make sure they don´t affect
my colleagues while I work in the change of these
behaviors. In my MC work by being aware of them I can
open myself more and connect with the entities and bring
a good sense of urgency in the execution of their
strategies.
Along with all that, the steering team has defined four strategic objectives (administrative strengthen, leadership
development, strategic marketing, external connection) in those, the administrative strengthen and leadership
development compromise directly MC development proposals and a lot can be done to support and enhance such
strategies for the achievement of 2015 objectives and goals. In the administrative strengthen, LC development should
be oriented to promote self driven entities since more mature and independent LCs can respond faster to the local
needs, approach with innovative ways to a larger number of young people and reduce operative load from MC (for this
the coaching model based on non functional coaching but organizational environment enhancement in each entity will
be really useful. Besides this, the incorporation of strategic thinking in each LC, scenario analysis, and alignment and
cooperation with the national network—as proposed in this application– will strength the structure, strategy and
operations of each LC), and support and facilitate (making more flexible the expansion strategy) the generation and
consolidation of new entities (whether are entities or they begin as operational units) if we want to have more than 30
entities for 2015. In the other hand, leadership development shall be a top topic in each entity, not only among the
middle managers and executive boards but as a general conception of each member to understand that is developing
skills and competences for leadership and become a positive change agent while is participating in TM or GIP/GCDP
programs and not only in TL program, in other words leadership has to be promoted as a culture in each member
since the very beginning of his/her experience and not wait until they take a TL program to give them leadership tools,
this will increase not only results by having more proactive membership but will improve experiences of each member
in each LC by making them more professional.
All this has to happen in a collaborative environment, sharing knowledge and experiences and building /co creating
together the path to AIESEC 2015 and our BHAG and in general we shall oriented our efforts to increase programs but
filled by our essence, our AIESEC WAY (―pragmatic idealism‖ adapting quickly and progressing constantly but keeping
our essence):
―In order for an organization to face the challenges of a demanding world, has to be willing to modify all what is
concern to the corporative life, with exemption of its basic believes..The last holly caw in an organization must be its
basic philosophy‖ Collins & Porras on ―BUILT TO LAST‖.
P O S I T I O N A P P L Y I N G F O R :
M C V P O F L C D E V E L O P M E N T
“peace and fulfillment of human kind’s potential ”
A I E S E C I N C O L O M B I A P A T H T O 2 0 1 5 A N D T H E R O L E O F L C D :
The AIESEC 2015 process has followed these road: NATCO Launch, LCs Sensing (using U theory tools), Education in LIM/
LTMLCs Presencing (also U theory tool), RTC Focus, National Education Cycle. With this we -AIESEC Colombia- have already
set our goals for each program each year
P O S I T I O N A P P L Y I N G F O R :
M C V P O F L C D E V E L O P M E N T
P R I O R I T I E S
Ensure national alignment (MC-LC) for a
country strategy, growth of operations
and the improvement of the experiences
in each entity of the national network and
also as a national entity.
Ensure coordination and constant
communication between the entities (LCs
and extensions) for cooperation, GCP and
knowledge sharing.
Ensure simplicity and order with the
information and guidelines from
the MC for more efficient process and
P R O P O S A L F O R A I E S E C I N C O L O M B I A 1 1 - 1 2 P L A N
There are several external opportunities that can be capitalized
f r o m t h i s r o l e , w h e t h e r c o n s u l t i n g c o m p a n i e s
to support some of the LC in particular areas or in general to ensure
clear, objective and theoretical supported coaching from the MC or by
joining and interacting with global initiatives that focus on
organizational development (e.g. http://www.presencing.com/ and the
groups, projects and programs that join this kind of networks) applying
some of their methods to the local entities according to each entity
needs.
Developing projects with national or regional government would create a
strong sense of national entity as organization and will bring
good quantitative results.
“peace and fulfillment of human kind’s potential ”
Strengths
.
Weaknesses
Opportunities
Threats
I. High number of members
II. High professional knowledge in members
III. General good MC-LC relations
IV. Evolution and still lot of potential in IT and
knowledge and will to use IT for the improvement of
operations and experiences
V. 2015 strategy
VI. High professionalism and GCP in various LC
VII. National conferences engaging more externals
VIII. Strong national ER and development of expansion
strategy
I. poor governance and administrative procedures.
II. Low management and leadership capacity, particularly in
MM
III. Dispersion of talent, lack of focus and sense of purpose
and discouragement in the membership
IV. Information, alignment and response between MC-LC-MC
(both in strategy and operations)
V. IT are not accessible and used by all LCs at the level is
needed.
VI. Implementation of 2015 has a lot of gaps.
VII. Lack of communication between entities to share GCP
and performance disparity between them; also LC
development is poor.
I. Human resources and capacity for greater number of
operations and experiences
II. Diverse knowledge and professional tools for the
improvement of the organization
III. Social media use by Young people in Colombia
IV. Generation and strengthening of relations with IT
companies
V. Internationalization topic relevance among the country in
national and local governments as well as in universities and
Young people plus TLC agreements
I. Mishandling relations with different stakeholders
throughout the country deteriorating the organizational
image and bad reputation among some sectors
II. Situation in public universities, strikes and academic
schedules
III. Alignment of relations in all LC with the foreign affairs
ministry after DAS close
IV. Economic situation worldwide, particularly WENA
E X T E R N A L O P P O R T U N I T I E S
Please read the specific proposal in the next pages
P O S I T I O N A P P L Y I N G F O R :
M C V P O F L C D E V E L O P M E N T
A I E S E C E X P E R I E N C E V I S I O N T O A I E S E C 2 0 1 5
By becoming a global youth voice thanks to our growing reach, we start being observed globally as a reference,
which will allow us to be a first choice partner across the sectors, and because of the development of responsible
and entrepreneurial leadership within a collaborative environment we have empowered members that are agents
of positive change generation after generation.
To begin, the strategies proposed for each stage (among many other possible) aim to structure or/and improve
each stage trough innovation and adaptation to the demand of a rapidly changing world in order to achieve the
BHAG. Standardization of several process (mostly if they deal directly with the external environment –as
presentation of the organization, selection process etc– plus innovative initiatives to show more and better what
AIESEC is and to attract more young people is essential in EwA. For ELD a sense of pragmatic idealism will let us
keep our vision and purpose (idealism) present in our daily tasks, making there filled of sense which will cause
the commitment of members to increase such vision-filled operations. Is also very important to integrate tools
(both theoretical and empirical) to structure leadership in this phase incorporating the idea of ―each member of
AIESEC is developing leadership to be a positive change agent in society‖ that means everyone who takes any
program, and if there are middle managers even more. For LLC the idea of a member who is going to become
―the product‖ of AIESEC, an ALUMNI, has to be capitalized before the person leaves the organization not only to
―prepare‖ better the person but to take advantage of his/her knowledge for the improvement and growth of the
organization, that’s why ENVOY programs or projects before leave the organization can be a great idea.
“peace and fulfillment of human kind’s potential ”
Regarding the refreshed experience there is a need
to elaborate more the ―engagement‖ stage and
standardize it; AIESEC Colombia has lot of potential
to be pioneer in that improvement. Currently I
considerer there is a lack of structure in this stage
that is leaving those who want to join the programs
without the adequate tools to exploit and contribute
efficiently to the performance of the programs,
moreover, there are lot of young people not reaching
the opportunity of AIESEC because of the static
expansion model.
-Along with the activities/programs to expose the
organization, this stage should have a national program
selection process by outsourcing in order to ensure
standardization, less operative load and strong direction to
the programs.
-―brain dump innovation program‖ can be created to
implement innovative thinking as a method from this early
stage and extending the program for the participation of
other organization-members, this can be done in
conferences, forums etc and oriented to specific challenges
or problems
The ELD stage is currently moving at the speed of the
implementation but needs to move at the speed of
the externals needs (to achieve the BHAG we need to
innovate and move fast).
-To integrate systems thinking and scenario analysis to
develop anticipatory leadership skills at middle manager
level in each program to strength and grow the programs.
-Keep constant sensitization for pragmatic idealism in every
program to increase and keep simple and efficient
Stage needs to be linked with the programs, right
now is happening slightly.
-implementation of an ENVOY plan as a program in this stage
in order to share knowledge between LCs - with the members
who have taken several programs- to share implantation of
GCP.
- Establishment of a line of projects that can be developed by
members in this stage, as a way to fulfill LLC programs and
summarize the positive impact of the experience.
C U R R E N T S T A G E O F A I E S E C
E X P E R I E N C E S T R A T E G I E S T O B E I M P L E M E N T E D
EwA
ELD
LLC
P O S I T I O N A P P L Y I N G F O R :
M C V P O F L C D E V E L O P M E N T
P R O P O S A L O F I M P R O V E M E N T I N L C D E V E L O P M E N T
―By LC development model is understood an approach
(objectives, methods,) that MC decides to take in order to
support the growth of LCs from one stage to another‖
IPM2011.
First phase: to organize and structure the LC development
plan to make entities growth coordinated.
Looking into growth paths of LCs in order to come up with
patterns of growth for these 2015 tools (as U process) can
be used.
Gathering the information on what are the critical factors
(structures, efficient processes, leadership, performance,
etc.) in the LC and extensions that can drive growth and
development and propose standard patterns, setting
milestones for each entity.
Use management tools to cluster/prototype each entity.
(Tools as: Greiner curve, McKinsey 7S model, BCG matrix,
product life cycle analysis, canvas model etc) .
Yet, since AIESEC Colombia is already organizing and
structuring the LC development plan (there is a new position
of LC DEVELOPMENT MCVP already operating) this has to be
just complemented and continued, adding several important
elements, for instance some already present in the proposal
of the elected MCP for 12-13 term (the ―development of
responsible and collaborative leadership‖ and the turning to
a ―self driven organization‖ are key elements to consider to
complement the present proposal which also goes clearly
aligned with the concept of ―collaborative network‖, a
concept also exposed in the elected MCP application) for
more on these please check AIESEC in Colombia PATH TO
2015 AND THE ROLE OF LCD, page 3.
Second phase: to implant country goals and strategic
direction in the organizational culture of each entity. Having
present the operational capacity of each entity its budget
and the number (growing) of LC, can be implemented a
leverage plan to support the entities with less results,
considering the distances from the MC to some LC and the
limited HR capacity of the MC, here the figure of regional
managers can be explored since could be really useful for
this ―leverage plan‖
This plan can be structured at regional or national events
and supported by a national multitask team which can unify
and align all information through:
Rewards and Recognition system
LC connection programs
LC coaching (physical and virtual)
Is important to mention that coaching has not to be
necessarily for the functional MCVPS at least some
particular issues regarding his/her specific area
are lacking the LC performance. Coaching can be
directed first to generate and keep the optimal
organizational climate where quantitative results
are an effect.
First let’s improve this:
“peace and fulfillment of human kind’s potential ”
E V O L U T I O N O F T H E S O N A B A S E D O N T H E R E F R E S H E D A I E S E C E X P E R I E N C E A N D
H O W C A N B E M E A S U R E
The stage of the national association (SONA) should evolve to more concrete, efficient and simple analysis tool. First it should
be separate to be filled by stage (three parts, one for each stage) and by programs, incorporating the minimums of each
program so a more often track can be done and results can be measure, interpreted and used better by aligned
it to tracking tools of the team leaders.
The information then is organized by the National results and the national KPIs, functional areas analysis,
MoS by LC, efficiency and clusters and expansion analysis. Every item has conclusions and topics that
need to be discuss in team (EB team and functional team and with the members and the LC coach).
P O S I T I O N A P P L Y I N G F O R :
M C V P O F L C D E V E L O P M E N T
National education cycle needs to be nourished with LC connection programs for the purposes mentioned in the LCD proposal
exposed before, including knowledge transfer from developed LCs to less developed LC/extensions. Along with this co
creation spaces should continue being part of the agendas. Besides this, external facilitators/expositors (coachers,
entrepreneurs, social leaders, managers etc.) in conferences, can give a wider vision and tools to the LCS and if that can be
implemented at local level in LC meetings that will bound members to the LCs by increasing interest in LC meetings, and
generate conversations and co creation spaces at local level. Retention rate can improve by adding this kind of things too.
P R O P O S A L T O M A N A G E T H E M C S E R V I C E S , M A K E T H E M M O R E E F F E C T I V E A N D
H I G H Q U A L I T Y F O R L C S , W I T H O U T A F F E C T Y O U R R E S P O N S I B I L I T Y W I T H T H E L C S
D E V E L O P M E N T A N D T H E M C O P E R A T I O N S
MC services can be worked through task force by periods or specific needs for the year in order to be efficient with time.
Administrative services, along and guided by the MCVP F&M, National Strategy mainly with MCP and MCVP LCDE, and
National Education Cycle with MCVP TM for instance, yet this is almost what is being implemented and what is needed is
to align those services with the needs of the entities and customize through LC Development the support that can be
offered to each one, so the response and flow of information can be faster.
To be more specific with the examples, in National education cycle, LC Development and Virtual coaching can be managed
with the support of what has been called in this application as ―multitask team‖ that can be (also mentioned) composed
by ―regional managers‖, and if they are LCP (ideally) can complement the idea of LC connections programs since those
can be oriented to work under these figures of regional managers, and in the same line the conferences can be
complemented with spaces for this LC connection. By doing this MC reduces the load, sharing the content of the ―MC
Services‖ and—as mention before– response and support can be faster and aligned (MC-LC-MC) due that they come from
the very entities trough this national team or regional managers.
P R O P O S A L T O D E V E L O P A N A T I O N A L E D U C A T I O N C Y C L E T H A T S U P P O R T T H E L C S
D E V E L O P M E N T
“peace and fulfillment of human kind’s potential ”
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