1. 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).
I believe the organizational structure has many functions, but its main one is to simplify how we
work so we can increase numbers, aswell as performance. Given correct implementation it fixes issues
related to: ownership and engagement, decisional processes, separation of powers and responsibilities,
planning process and recruitment process.
So far every LC has implemented at least 80% of this structure, but the results will only start to show after
a few more quarters. The important thing here is to make sure we respect its principles and the rest
can be adapted however differently by each LC, depending on its reality.
Implementation in 2012 – this will be the year of storming for ways to adapt to the structure and
forming the processes and activities that will define our organization for the next years. I believe the final
stage for this is to obtain recognition from the Ministry of Work for our “Young Specialists” Program by
firstly being recognized by our local market.
• structure and its principles are part of the transition
• all forms of departments are excluded and education processes are implemented
• have a pipeline ready for the spring recruitment members including on engagement
Q1 • evaluation on the progress so far and give it to BOA and Alumni for feedback
• the evaluation and feedback results are presented in NC, based on which we work on fixing what went wrong
and capitalising on what went well + the network shares good case practices
• we define national processes
Q2 • EBs plan according to results
• start innitiative to gain a "young specialist" accreditation from the external market
• apply and regulate planning set in Q2
• work with ongoing recruitment
• finalize accreditation for "Young Specialist" from the external market
Q3 • R&R based on the structure aswell
• autumn recruitment
• evaluating the progress so far
• R&R
Q4 • procedures for "Young Specialists" recognition from Ministry of Work
Young Specialist = term used to explain to the external market the function. It takes years
of practice on an area in order to become a true specialist. It’s easier to obtain accreditation and
recommendation this way.
Radu Matei – for MCVP Organizational Development of AIESEC Romania
“Impossible is just another realized objective!”

2. 2014 -> performing stage
- @ RO has doubled its capacity
- working effectively with new
pools (medicine, construction...)
- the structure is being
implemented in other countries
- recognition from the Work and 2015 -> redefining stage
Education Ministry of Romania
- adapting to AIESEC 2020
- Working with Guvernment
support
2013-> norming stage - More relevant impact in
- increased LC capacity limit society
- higher ownership and
engagement of members towards
their development and @ ELDP
- "Young Specialists" recognized
by the local market
The huge changes I see the structure bringing are:
- Members – more engaged with the organization and will have a higher ownership on activities and
processes. They will generate new initiatives and find solutions on their own. A direct result of this will be
more time for EBs to use strategic thinking and work with the external market.
- Bigger impact – by having an increased capacity, we will be able to support a larger number of members
without worrying about loss in quality of AIESEC experience.
- More attractive to stakeholders – this structure model significantly increases the number of benefits they
have, by relating the two realities to each other.
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?
1. Research – I want to make sure, that from now on AIESEC Romania takes action being fully informed
about the reality of its market. I will launch a national marketing research campaign which will be
implemented once every year. Ideally it should happen in November, so we can use December and January
to develop products and plan based on the results of the research and in February start selling the products,
taking into consideration that in this month companies usually finish restructuring their budget for the year.
I will work on implementing this campaign regardless the result of MCC.
2. Planning – I see planning done quarterly regarding activities and initiatives and a year-long planning of
objectives, by using a safe model (what can be delivered in reality).
3. Tracking and evaluating – tracking of MOSes proposed and agreed upon by the entire network done
monthly in SONA and evaluating the country by using an improved Clustering System.
4. Measures of correcting, improving or performing – after each evaluation period we will be able to see
what kind of support the MC can provide LCs and what further action to take as a country given the
situations.
5. Simplify and improve the efficiency of processes - by applying business solutions like “Pareto 80-20
rule” and “Pareto efficiency” we can save a lot of time and resources we lose by improperly managing
them.
6. Expansion – support the expansion in Bacau and Baia Mare
Radu Matei – for MCVP Organizational Development of AIESEC Romania
“Impossible is just another realized objective!”

3. 7. Financial sustainability and stakeholder focus - Investment in members and projects has never been
more important. We are a project based organization, whose finality is developing young people and our
main resource is the members.
It’s a paradox, because for us to make revenue, we first have to invest some.
Finding how we can be more relevant for our stakeholders and creating more impactful projects is the
way to attract that revenue.
Clustering criteria
Clustering based on LC’s market reality:
 Has the role to see what issues do LCs face and determine in what directions of improvement we invest.
 Gives standards based on LCs true potential taking into consideration its market (by number of companies,
students, profiles...). This way you no longer have one standard for all LCs, but customized ones, for a
better evaluation.
 The market defines LCs as small, medium and big and the clustering system defines the low (under the
standards), medium (meets the standards) and top performers (over the standards), taking into consideration
their market.
 Measure health of processes, goal realization (ability to plan) + sustainability. If we want to grow as a
country, we need to make sure that our processes are useful and bring results that we plan according to our
realities + we realize our objectives and that our actions can be sustained long-term.
What I offer as OD to each cluster (performer):
 All will receive a proper downscaling of national and international strategies
 Make sure everyone has the same perspective (include VPs also on the LCP/MC Google Group)
 Establish a common desired way of work
 All will receive training as LCP(EB) on organizational management and leadership
 To low performers:
- Coaching strategy integrated in the LC Visits (unique coach from the MC Team)
- Customized solutions/strategies specific to actual issues
- Contacts and directions from where to get preparation on basic needs
 To medium performers:
- Coaching strategy only on request
- Customized solutions/strategies specific to actual issues
- Contacts and directions from where to get preparation on intermediate needs
 To top performers:
- Coaching strategy only on request
- Customized solutions/strategies to increase performance and growth
- Contacts and directions from where to get preparation on advanced needs
- Make sure advanced trainings are available for them in national conferences
- Rewards and Recognition
3. Outline you LC support strategy. Define resources that will be used and desired outcomes of
your LC support strategy.
The role and final outcome of this strategy is to help LCs grow and achieve a bigger impact by learning how
to use all the resources available, especially the external market.
1. Educating EBs on: strategic thinking, change management, market research and evaluation, situational
leadership, business models, how to access and work with the external market. All these should be
delivered in Q1 and Q2 together with functional.
Radu Matei – for MCVP Organizational Development of AIESEC Romania
“Impossible is just another realized objective!”

4. Resources: professional trainers, time during national conferences (SprinCo & NC), time during Presidents
Meeting.
Desired outcomes: EBs capable of more strategic thinking and of applying professional leadership tools, LCs
generating solutions on their own and finding help in the external market.
2. LC visits :
- Quarterly LC Visits from MC
- Role = Update the MC on the LC reality, downscaling international/national directions and help on implementing them,
preparation and education on national processes, coaching (if needed) .
- Introducing Coaching and Mentoring for LCs from the MC (customized depending on performance and needs by the
clustering model)
- Unique coach/mentor for each LC (MC member)
- Tracking and evaluating will be mandatory from one LC to the next
- Implemented if agreed upon by the LCs
Resources: MC members time, finance for transport fees.
Desired outcome: MC more connected to each LCs reality and vice-versa, visible signs of improvement and
performance.
3. Growth Networks
The strategy I propose for helping LCs collaborate with each other and also diminish the threat of an LC
being non-responsive to others ones’ requests is to create Regional Growth Networks with one Regional
Center (an LC) as a responsible for each of them. Any LC could apply and a regional center’s responsibilities
would be to see the needs of each LC in his region and create a strategy together with the other LCs to cover
those needs, depending on what resources they all have available internally or on the market. A good case
practice = Timisoara-Arad-Craiova-Oradea.
Resources: an extra tracking focus, travel fees (if necessary), LCs time.
Desired outcome: improved collaboration between LCs, regional projects/initiatives, LCs relying more on each
other, faster solutions for problem-solving.
4. Relevant national conference cycle and sessions
- Ensure all LCs are involved in deciding the cycle and how it’s thought
- The first priority when designing a conference sessions plan should be the needs of the country extracted
from the clustering system and the needs of our top performers (the needs of the low and middle performers
can be met by other LCs or the local market – advanced trainings benefit them too)
Resources: time to plan and evaluate national inputs
Desired outcome: conferences which respect the general reality of LCs, always delivering top tier sessions.
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.
Q1 Q2 Q3 Q4
International:
 February -Week3-4 = IPM
 March – Week 2-3 = Euro Xpro
 August – Week 3-4 = IC
Radu Matei – for MCVP Organizational Development of AIESEC Romania
“Impossible is just another realized objective!”

5.  October – Week 2-3 = EuroCo
National :
 January – Week 3 = MC Days (planning LC visits for taking inputs for MC Plan)
 February–Week 1=Coaches Meeting(planning LC Visit #3 for current EB with inputs from LCs)
 February – Week 4 ->April –Week 1 = Gathering and evaluating inputs from LCs for MC Plan
 April – Week 4 -> May - Week 1 = MC Planning Week with LCPs (Vision, MoSes, ND)
 May – Week 2 = National Congress
 May – Week 4 = Coaches Meeting (Planning LC Visit #1)
 August – Week 2 = National conference dates Planning
 September – Week 2 = MC-LCP replanning day
 November – Week 1 = Succession Planning
 December – Week 2 = Financial Audit
Local :
 January – Week 3 = EB Days (planning directives for Q2 using information from market research done in
Q4)
 February - Week4 -> April - Week 1 = LC Visit #3 (planning the next term)
 July - Week 1 ->August - Week 1 = Replanning for an entire year (not necessarily LPM)
 November - Week 2 = Succession planning
Every Quarter:
National :
- Clustering Evaluation
- SONA Auditing
Local:
- Evaluating the Quarter
- Planning activities focus for next Quarter (replaces the need for LPM)
- Plan initiatives (replaces the need for LPM)
Every Month
National :
- Evaluating the previous month
- Planning focus on activities and objectives for next month
Local:
- Evaluating the previous month (MBO)
- Planning next month’s objectives
5. Outline your strategy of driving AIESEC in Romania into becoming a social enterprise. Taking
this into consideration, specify new products that we should create and what external benefits do
we base them on.
Description: A social enterprise’s main reason of existence is to create balance between positive impact and
generating profit through its activity, where as a business enterprise has the main reason to create profit and an
NGO to create social impact.
In AIESEC the concept was introduced at Euroco 2011, but it only remained as a promoted concept and it
is unsure if it will ever be more than that, however it comes with some very big advantages.
In Romania, a clear legal definition hasn’t yet been placed and a law hasn’t passed until now. There were
3 proposals made in Romania in 2011 for creating a social enterprise law: the first by our Senate (was rejected), the
second by the Ministry of Work based on feedback from NGOs (pending) and a third by a group of NGOS similar to
the second one (pending). So the legal future of a social enterprise in Romania is unsure, but there are
organizations which work using its principles.
Connection to AIESEC Romania:
Radu Matei – for MCVP Organizational Development of AIESEC Romania
“Impossible is just another realized objective!”

6. I fully support driving our network into becoming a S.E., not by structure or legislation status, but by principles
(mentality). We, as an organization, work basically on the same principles as a social enterprise, so the change is
just in how we focus our efforts.
WHY:
- Volunteering year is over and a significant decrease of available funds will be registered in 2012
- The European Union has declared social enterprises as “the only viable economic model for the future” and
starting from 2010 has launched a series of funds to support this activity long-term.
- In 2012 The European Union will launch substantial funds for Romania aswell on these 3 lines: social
enterprise start-ups, promoting the concept and sustaining a social enterprise – all these 3 lines describe
- Projects made by AIESEC Romania, which means we can obtain funds to sustain most of our projects
(including investments in our members calculated in the budget of projects).
- If we don’t act now, we will lose the start and by the time we wake up, every other organization would
have over saturated the market.
HOW:
- Accessing free classes/conferences on social enterprises
- Learning from professionals in this area: Petru Pacuraru – President of Leaders (social enterprise) ,
Managing Director of HPDI and alumni of AIESEC Bucharest ; Iulian Ifrim – Founder of Sacosa de
Panza (s.e.), works at Viitor Plus and alumni of AIESEC Iasi and winner of Best Social Enterprise Award
at ELA 2011.
WHAT:
- Use current projects and develop new ones which fit the profile and are according to our direction and our
stakeholders’ needs.
- Direct our focus towards profit aswell (50% profit and 50% social impact).
Possible new products – Most of products are based on education, so what we should do is package the ones we
already have in order to be viable (educational projects, Internships, ELD Program). I wouldn’t recommend we
develop new products on other social causes like disabilities and minorities (they can be covered by GCDP); we
should focus on what we do best. Educational projects have the main external benefit of positioning us among our
stakeholders.
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 Minimum Value
MBs MBs retained from previous Monthly, by percentage 50%
recruitment
TMP How many recommended Monthly, by percentage 90%
their experience
TLP Had at least 3 MBs in the Monthly, by percentage 60%
team
ICX C Raised on new pools Per quarter, in numbers 2
number
OGX C Realized based on AIESEC Monthly, in percentage 50%
Experience
ICX NC How many Trainees had Monthly, in percentage 80%
their expenses covered by
partnerships or grants
OGX NC Raised from an initiative Per year, in numbers 20
Youth Engaged AIESEC physical events Monthly, in numbers 1
realized
Organizations Engaged Percentage of them who Monthly, in percentage 50%
wrote endorsements
Alumni Made Growth from previous year Per year, in percentage 15%
Incomes Generated by initiatives Per month, in percentage 70%
Expenses Conference fees for Per year, in percentage 30%
members
Radu Matei – for MCVP Organizational Development of AIESEC Romania
“Impossible is just another realized objective!”