MCVP oGIP APPLICATIONNGUYEN HA GIANG

Inspired by MindValley’s idea, I believed the three

most important questions in life are: Experience,

Growth and Contribution. One year in AIESEC

has provided me a sense of fulfillment, mixedwith wisdom, realizations and hopes in all these

three areas. That’s why I decided to continue

living my AIESEC journey.

Recently, I’ve been reading a book called“Secrets of a Millionaire Mind”. As stated by the

author T. Harv Eker, people in general fall into

three levels of so-called wanting. Some stays at

the first one, saying “I want to”; some proceeds

to the next level, which is “I choose to”. For

AIESEC, I believe my status would be “I committo”, meaning I’m giving it 100% of everything

I’ve got to achieve what the organization expects

from me and more.

The essence of our products and values havenever been of doubts to me, however the delivery

way leaves me in questions sometimes. Are our

products nice to have or really necessary to

have? Up to now, I believe my ability,

experiences, and commitment make me an ideal

profile to lead our generation in finding answersto that question.FO

REW

OR

DS

MOTIVATION TO APPLYQUESTION #1

Most of you got to know me through mycandidacy for MCVPTM 1516. At thattime, I centered my motivation andexpectations for an MC experiencearound personal development needs,which are:

Self-improvement

Intensive team experience

Mastery in TM field

Clarity of future

Today, those needs remain, but bridged with my strong desire to make

positive changes to our entity.

Many are shocked by my decision to apply for MCVP oGIP. True, that I

have little experience either in exchange operation or oGIP particularly.

However, with natural fast-learning ability, the KSA gaps wouldn’t be

major challenges. Instead, seeing the blur line between the relevance

and irrelevance of our product towards Vietnam society becomes a push

for me to play big and start taking responsibity in reshaping our value

proposition.

“We can only develop ourselves when we develop the organization.”

CAMILA SERPA SOARES, PAI CANDIDATE 1516.

FIND

ING

CER

TAIN

TY

IN THE

UN

CER

TAIN

TIES

MY AIESEC JOURNEY IN A NUTSHELLQUESTION #2

ST ART ED AS GCDP EP IN INDONESIA

W ORKED FOR T M T EAM

ELECT ED AS LCVPT M, T ERM 1415

Jun, 2013

Oct , 2013

Dec, 2013

KN

OW

LED

GE

AN

D S

KIL

LS

TM strategic roles & operations

Recruitment management

Succession planning

Conference management

Facilitation and public speaking

Information management

HR business intelligence

WO

RK

ING

STY

LE

Detailed oriented

Organized

Strategic and

critical thinking

Solution-oriented

ATT

ITU

DE

Take responsibility for my life,

stop the blame and complain

game

Appreciate effort of others

Open-minded, value different

perspectives, accept that I’m

living in diversity

FIND

ING

CER

TAIN

TY

IN THE

UN

CER

TAIN

TIES

WHAT ARE MY VALUES?QUESTION #3

It confuses me sometimes todistinguish between strengthsand values. Currently in thisdocument, I define strengthas a particular way ofbehaving, thinking, or feeling,which bring a sense ofauthenticity ("this is the realme"), and a feeling ofexcitement while displayingthem. On the other hand, Iwould demonstrate values asmy “chosen life direction”.

HO

W I

CH

OO

SE

TO L

IVE

MY

LFE

STRIVING FOR EXCELLENCE

PURPOSEFUL IN EVERY DECISION

LVING WITH COMPASSION,

MINDFULNESS AND APPRECIATION

MAINTAINING LIFE BALANCE

PERSONAL DEVELOPMENT IN ALIGNMENT

WITH CONTRIBUTION TO THE SOCIETY

STRENGTHS AND WEAKNESSESQUESTION #4

BELIEVING IN MY AND OTHERS’ POTENTIALS

When it comes to values, every one of us was born with a uniquepurpose in life, I suppose. The work of defining your values must answerto these questions: “What’s your mission? How do you help?”. For mycase, I’d love to use my natural gifts at understanding people to spreadgood parenting practices around the world.

Fast-learner, great willingness to learn.

Self-motivated. Extremely patient.

Independent. Positive thinking.

Good with defining step-by-step solutions

to a problem. Big-picture thinking.

Good with arranging information, making

things systematic.

Innovative. Naturally artistic. Easily

attracted by ideas.

Can be very detailed when working

Private living. Quite reserved. Takes time

to allow others to step into my world.

Perfectionist. It’s basically a strength, but

sometimes it slows me down in decision

making.

STR

EN

GTH

ESW

EA

KN

ES

SES

FIND

ING

CER

TAIN

TY

IN THE

UN

CER

TAIN

TIES

CONTRIBUTION TO TEAMSQUESTION #5

I played different roles based on the team dynamics as well as how my

experiences fit the team purpose.

The visionary characteristic sets me

to be ambitious, hard-working, and

productive in realizing team visions;

which remains the same in every

team experience I had. I am most

often recognized as a headlight and

a wheel of the team “car”.

THE CONTRIBUTOR THE PLANNER - THE DOER THE GUIDER

Completed assigned

national projects.Shared with LCVPTM

colleagues GCPs onHRBI.

Foresaw and voiced uppossible synergies. Tookfull responsibilities of TM

functional operations thatinvolve EB Team. Lead

good discussions.

Role-modeling. Capitalized on members’ strengths.

Clear communication of expected results.

Constant tracking and support.

TM Commision EB 1415 TM Team

BUILDING CONNECTION WITH TEAMMATESQUESTION #6

Simply saying, I can easily get on well with most people, possibly

from my harmonious character and from my perception growth during

engagement with Active Citizen, BC. Enjoying the diversity of the team

dynamics, I can be a joyous, helpful and active individual in team

building. However, to be deeply connected with someone is a

different story, as I need to feel a common sense of values. It takes

years of history together sometimes, or it may only takes a few

significant days.

MY

WA

Y I listen to them and stay sympathetic.

I encourage and give advice.I learn from them.We push through challenges together.

PO

SS

IBLE

CH

ALL

EN

GE

S The list hardly ends if welists out all factors thatthreat team connection.

However, to me thecommon ground would be

the most important. Theteam built with commonvision, purposes and values

would surpass anyconnection storm.

FIND

ING

CER

TAIN

TY

IN THE

UN

CER

TAIN

TIES

ME AND LEADERSHIPQUESTION #7

I actually don’t hold tight to any fixed philosophy of leadership. Eachthought gives ways to some aspects of the popular concept. Asthroughout my life, I have witnessed or been directly lead by numerousprofound leaders. The experiences prove me that each has their ownstrengths and styles, meanwhile they share some commondemonstrations, which are:

DEDICATION WISDOMCLEAR DIRECTION TEAM

MANAGEMENT

APPRECIATION

MCP ROLES AND MY SUPPORTQUESTION #8

STRATEGIES AND DIRECT ION

LEGALITY

TEAM MANAGEMENT

REPRESENTATIVE OF THE ORGANIZATION

1516 would be a pretty challengingterm as we’re running our final sprint toachieve AIESEC 2015 goals. It wouldrequire the astounding mutual effort ofevery single Mc member to keep thechanges going. So as to say, the way Icould support MCP would be:

FULFILLING MY ROLES

AND RESPONSIBILITIES

BE A GOOD TEAM PLAYER.

STAY SUPPORTIVE TO THE

TEAMS

CAPITALIZE ON M Y

STRENGTH TO WORK

INDEPENDENTLU

Lead by example . Strong

sense of why . I constantly ask

“Why are you doing this?”“What does it means to you?”

For me, we should be crystal

clear of why we do what wedo, not just about our visions,

but also about defining

strategies, collaboration and

everyday decision making.

Productivity is my focus.

It’s very important that we

actually get results .Behaviors with my

followers: coach, train,

track, sometimesinvolved myself directly in

the working process to

move them towards

results.

I get connected to people

by involved personally with

them. I enjoy being afriend, a sister. I don’t

want to lead by the

position but more aboutletting the leadership sink

in through guidance and

direction giving.

“Leaders create leaders.”

FIND

ING

CER

TAIN

TY

IN THE

UN

CER

TAIN

TIES

SUSTAINABILITY OF AIESEC IN VIETNAMQUESTION #9

Do things in present without affecting future generation. Be able to think and act on long-term outcomes.W

HA

T IS

SU

STA

INA

BIL

ITY

WH

AT

SH

OU

LGD

BE

DO

N

Improve Financial management

Ensure Legality status

Product development

AIESEC VIETNAM STRENGTHS AND WEAKNESSESQUESTION #10

STRENGTHS WEAKNESSES

CAPITALIZE OUR STRENGTHS

Strong growth in recent years.

Preparation for cluster jump is

being well implemented: New

OD model, Refreshed

Education Cycle, new

planning framework, MC-LC

connection

Branding with external

(students and business)

Strong workforce. Our

members are proactive and

entrepreneurial.

Relevance of our

products toward

Vietnamese society

Satisfaction of our

members. Team

experience is not well-

ensured across

regions. Low retention

rate.

Legality and financial

problem. Stop us from

sustainable growth

Ensure change management process to boost operation

Enhance collaboration between LC-LC. Generally people have a

good mindset of collaborating. They need to be provided with

more knowledge.

Every AIESECer must be a youth ambassador to raise awareness

of Vietnamese about the need for leadership development.

That’s the way we persuade our customers to believe in our

products.

FIND

ING

CER

TAIN

TY

IN THE

UN

CER

TAIN

TIES

RELEVANCE OF OGIPTOWARDS VIETNAM SOCIETY

QUESTION #11

COMPANY AIESECSTUDENT

Practical skillsCultural understandingForeign market understanding

Vietnam labour market understanding

Fulfillment of our visionDevelopment of our members (professional working ethics, job marketing understanding)

The question of oGIP relevance towards Vietnam society at the end

boils down to what problems in Vietnam that our product actually

contributes to solving. Apparently youth development, the area oGIP is

directly related to, is one of the biggest problems our country is

struggling with. How, to build a strong workforce of young people, who

are able to build on our Asian rooted culture, at the same time equipped

with global mindset and solution-oriented thinking to bring the country

forward?

“Entrepreneurs are those who

solve problems at a profit.”

Ideally, I think entrepreneurial andresponsible leadership should be themost valuable impact of GIP,alongside with good perspectives onlife and maturity in personality.

However, a question burns in my mind. Will GIP returnees be able tomake impacts afterwards, in 1 year, 5 years, 10 years? Is the leadershipblueprint we leave on themstrong enough to get them to start things, dothings, change things? That’s what we need to answer to ensure oGIPbeing not only relevant but more and more relevant towards Vietnamsociety.

FIND

ING

CER

TAIN

TY

IN THE

UN

CER

TAIN

TIES

AN INSPIRING STORY OF AN OGIP EPQUESTION #12

Quite funny to say, but this girl is the only oGIPEP I’ve known personally so far. Mi Na’s storymay not be the common inspiration about newperspectives, personal development or touchingrelationship with local people. But in a uniqueway, how she decided through challenges alongthe journey did move me personally.

Two things about Mi Na impress me the most.First she was rejected by the custom-houseduring her transit in Hong Kong as for the factthat she didn’t buy round-ticket back toVietnam. The girl rushed to buy tickets fromborrowed money in the limited time she had

and made it to India. Second, from the veryfirst weeks of the internship, Mi Na quitted her

job and looked for other opportunities herself.The case was reported that she was under-supported by the host LC and was not satisfiedwith the job itself. Now she found a new jobalready, but shared that she doesn’t want torelate to AIESEC in any way. In fact, what she’sdoing is against the visa and immigrant law ofIndia.

Mi Na’s story leaves me in mixedthinkings. It always amazes me tohear about the experiences,obstacles and unexpected thingsthat happen to shape a strongerand tougher us during exchange.However, the fact that we didn’tdeliver our promise and providequality services to our EP is worthexamining and working on.

SYNERGY BETWEEN OGIP AND BACK-OFFICEQUESTION #13

OGIP

MAR TM

BD F

Most significant synergies area in1415. Results include: productdevelopment (define & packagesub-products), inbound marketing.

Continue: market segmentation, product development

Start: market research for university relation and business engagement

As most LC has split oGIPfunction out of OGX, aclear oGIP structure plusoGIP Talent profile needsto be worked on.

Improve: Standardize EP LEAD.

A lot happened in TM commission

over the past 12 months. TM projects that benefits oGIP include: M EC, LEAD, team minimums.

Looking at the program 18-monthplanning, most synergy betweenoGIP-BD will happen in 1516, whichare university relations and businessengagement.

Keep: fee collection process in

alignment with new customerflow.

FIND

ING

CER

TAIN

TY

IN THE

UN

CER

TAIN

TIES

EVALUATE OGIP1415 NATIONAL STRATEGIESQUESTION #14

STRATEGIES GOOD IMPROVEMENT POINT

PRODUCT

DEVELOPMENT

Define sub-product with

promotion package (ava,

cover, posters)

Insightful internal and

external analysis

Create co-deliver

framework

Create buyer persona

Product packaging

INBOUND

MARKETING

New national website

National content map

Continue to build on the

new infrastructure (learn

from GCP of AIESEC

Canada)

National key message

Blog content on website

MATCHING

IMPROVEMENT

TN promotion booklet for

EPs, national EP CV

poster, TN research for

available EPs, EP check-

form and OPS template.

EP selection process

(interview coordination)

Entity to Entity Partnership

follow-up

OGIP NATIONAL SWOTQUESTION #15

OGIP

S W

O T

National website

Content marketing

Market research

(understand our customer)

Talent capacity

Commission knowledge

management

EP Selection process

Matching

Service quality

Partnership follow-up

GIP revolution

Regional collaboration

GYS capitalization

New Customer Flow

Exchange competitors

EP Quality

Host LC service and TN quality

FIND

ING

CER

TAIN

TY

IN THE

UN

CER

TAIN

TIES

LEADERSHIP DEVELOPMENT FOR OGIP EPQUESTION #17

EP LEAD OGIP TTTBUSINESS

ENGAGEMENT

CO-DELIVERY

REINTEGRATION

What is challenging in oGIP is how

to facilitate inner-outer journey for

EP while the experience is mostly

spent with externals (companies).

At the same time, most EPs are

graduates or employed, they are

more demanding and judging of

our LEAD delivery. In term 1516, I

propose that alongside with

standardizing EP LEAD delivery, we

implement Train the Trainers for

oGIP members to ensure

facilitation capacity. Engaging

learning partners is a possible

option to increase credibility of

trainings delivered.

NEED ANALYSIS

AMBITIONS AND STRATEGIES FOR OGIP 1516QUESTION #16

JUL-DEC 2015 JAN-JUN 201660 RE, NPS 70 70 RE, NPS 70

1 mature sub-product (>40 Re)1 standard sub-product (>30 Re)1 pilot sub-product (>10 Re)

2 mature sub-product (>40 Re)1 standard sub-product (>30 Re)1 pilot sub-product (>10 Re)

PRODUCT

DEVELOPMENT

INBOUND

MARKETING

PARTNERSHIPQUALITY

IMPROVEMENT

INS

IDE

TH

E

CO

MM

ISS

ION oGIP MEC resource hub and delivery tracking

oGIP Team Minimums delivery

Commission knowledge management.

MCVP oGIP APPLICATIONNGUYEN HA GIANG

FINDING CERTAINTY

IN TH

E UNCERTAINTIES