1. 1. What is your inner motivation to apply in the MC of AIESEC
Romania 2013 – 2014?
My desire to apply in the MC of AIESEC Romania in 2013-2014 comes from an inner drive that at times is
so clear to me and it speaks so powerfully to my mind and my soul that there is no doubt in it and that
sometimes I am afraid of my own daring attitude to push forward into the misty, foggy future with
nothing but a torch of passion and a sword of pragmatism to guide me.
Whenever I think about the future, I realize that I can truly influence it in a meaningful and positive way,
going beyond what one person could achieve. You see, I’ve always had this feeling inside that I didn’t
necessarily want to spend my life working for someone else’s pursuit of financial wealth and that there
is an alternative to the mercantile, money-oriented, lacking-in-meaning, production-consumer duality-
driven outright bullshit that the US market system has been throwing in the eyes of the world since the
end of World War II. But the financial pressures have almost extinguished this belief in me. That is until I
joined AIESEC. Slowly but steadily this thing that is much more than an NGO has empowered me to
accept my own thoughts and become much more true to myself, to construct my own mission on this
Earth and to give voice and will to the volcano of passion, drive, ideas and purpose that lives inside me.
Why the MC of 2013-2014? Because after the experience at RYLF 2012 (which was an experience I can
only fully describe in a novel) I feel the pulse of hundreds of members in AIESEC with a ton of passion,
but not with a clear purpose. After having experienced it myself, I believe in the impact and
development that comes with working for an exchange department coupled with the immense clarity
that being present in the outside corporate market gives you. I see quite clearly what the evolutionary
steps in AIESEC Romania regarding Corporate Development during the following year should be, and I
believe I have a strong pragmatism as powerful as my passion that will contribute to the national
network, breaking the patterns that occur in AIESEC in general. These patterns shall be broken with
increased external relevance and presence; with a simple, clear message for the members; and by
igniting the passion that lies within each and every one of the members and giving a clear direction to
strive towards.
As I said before, I am also interested in the organizational development of AIESEC as I’m finding out
what it did, I see what it does and I feel what it can do and honestly we’re just beginning to scratch the
surface. Regarding GIP incoming but not limited to, we have an enormous potential for growth so much
so that if we grow to have an average of 20-30 GIPi realizations per LC (40-50 for the big LCs), AIESEC will
have an important word to say on the external market and then we can become a major agent of
change. This growth will not be driven by one person sitting in a chair in an office in Bucharest; it will be
driven by the fire and the tools that will be given from the MC to the LCs. At first a few LCs that will be
interested, then by showcasing, more LCs will adhere to the national network direction.
This is how you start to move things.
Empowerment. Consistency. Passion

2. 2. What is the leadership that the World & Romania is expecting
from AIESEC?
I often ask myself what would happen if AIESEC would suddenly disappear from Romania. Who would
be affected if it ceased to exist? Who would honestly care if AIESEC didn’t exist anymore in Romania? Is
AIESEC so indispensible to Romanian society?
Sadly, apart from some high-school pupils and students, nobody would care that much for the
disappearance of AIESEC in our small patch of the globe. But what I do see is that AIESEC is absolutely
vital to the Romanian society if it stands any chance to evolve and take a coherent, cohesive shape.
Because the state has failed horribly in providing a proper learning environment for young people,
because none of the administrative institutions can help give purpose to a youngster’s life, because
companies only tangentially influence the well-being of my generation, there is a strong need for an
entity that can deliver and provide solutions to these issues.
This entity I believe is AIESEC and as mentioned above, there are plenty of problems that need
addressing and can be addressed by AIESEC. These problems are not only national, they are also global.
Maybe some of these problems aren’t clearly stated, maybe a lot of people never thought of these
things, but as society in general, there a lot of gaps that need to be filled and a lot of bridges to be
constructed.
Regarding the World itself, I think AIESEC has the potential of taking the initiative in solving many of the
world youth problems as well as providing a clear sense of leadership and direction in regards to this.
Humankind has plenty of issues in the current day & age that can only be addressed through leadership.
And by leadership I mean the initiative of identifying the problems and finding solutions, the knowledge
and resourcefulness to implement the solutions, and the vision to drive the solutions forward in order to
increase their impact and their relevance.
When it comes to Romania, the main problem is that civil society doesn’t exist and some people don’t
even think about it. The state doesn’t represent the interest and well-being of the individuals, whilst
national culture is horizontal, with no moral compass, hierarchy of values and no ideas of verticality. The
leadership that is expected is that leadership which pushes society into shape and empowers young
people to have, strive for and achieve a better vision of tomorrow.
3. Having in mind a SWOT analysis for AIESEC in Romania, what
is the role of AIESEC in Romania?
Based on that, how can AIESEC in Romania be more relevant?
If we look at AIESEC as the societal organism that wants to develop the potential of young people and
put this in the context of Romania, I think there is a multitude of shapes that AIESEC can take to fulfill
that purpose. Imagine Romania as a house, resting on the current structure: the institutions of the state
(the government, schools, universities, hospitals etc.) as the huge foundational boulders, the corporate
sector as the reinforced concrete, and the national culture as the old pillars that can fall at any moment.
Empowerment. Consistency. Passion

3. AIESEC is the mixture that is poured between these elements to bridge the gaps and give Romania a
strong unified structure to stand on and develop.
That being said and considering the current position of AIESEC within Romania, we can divide the
relevance into two main areas: external relevance and internal relevance.
External relevance: Seeing AIESEC Romania as a major agent in the external environment, we should
start to act like it. We need to have a stronger impact in the outside markets, to make it easier for those
whom we impact directly to acknowledge us, to produce more products together with our stakeholders
and also to be better tuned to Romania’s reality as a country. Taking into consideration the X focus of
the organization, we should also start growing on certain programs – think more impactful projects in
terms of numbers and frequency – and begin to develop more and more people. We have a tremendous
opportunity for increased relevance if we start doing things bigger and in accordance to reality.
Internally speaking, our members need a clear sense of direction and orientation towards X and
building something with continuity, enabled by the proper tools. From talking to alumni, some patterns
arise within AIESEC. Where most MC strategies fail is that AIESEC in Romania is highly decentralized (the
LCPs have the final word) and then the MC creates a national plan with the mindset that the LCs will
follow it, as a centralized system would do, resulting in confusion and frustration. Education within the
whole MEC has to be delivered with a clear purpose and continuity, it has to introduce the mentality of
coordination at a national level and, last but not least, it must instill a strong work ethic leading to a
results-oriented behavior. Since exchange is the core product of our organization, there is a need for a
stronger sense of why we are doing this and for an acknowledgement of the ways in which we are
creating leaders.
4. AIESEC Romania is halfway towards our 2015 midterm
ambition. Evaluate our key achievements from 2010 and key
things that should happen in the next 3 years.
Key achievements:
- X sub-products
- X orientation as the main driver
- NPS score piloting
- Alumni development in EBs and MC
- X positions more clearly divided within the EB and MC
- developing nationally-aligned projects that do not depend on one major external stakeholder
- EwA & LLC criteria
- counting of domestic programs and increase in their number
First choice partner: referring mostly to external stakeholders, one thing that directly needs to happen
is to build on and improve the legacy of each term, since being consistent in our actions solidifies our
position in the external market – and here I’m referring to qualitative transition. Afterwards, we need to
Empowerment. Consistency. Passion

4. develop more issue-based projects and make those issues known; point out how we are developing
leaders through those projects; and strengthen our sub-product-based approach, so that we are known
in key areas (for example the corporate & student IT market niche). Close to 2015, we should increase
our position through more national partnerships based on one-to-one benefits – national alignments;
and not just partnerships with the corporate environment, but with other NGOs to know of our
existence.
Global Youth Voice: we need to further extend our market reach and, following the case of the AI, align
the implementation of YouthSpeak, which will enable us to have direct actions in youth-relevant issues.
We should have more youth market knowledge, presence and research, strong branding on sub
programs and products. People need something to identify with and the clearer the message, the easier
to identify with. EwA hasn’t been really developed, but it’s where we have more impact than anywhere
else and that should be another direction. Additionally, we should also focus on brand awareness
increase because there is no clear message of what AIESEC Romania is doing and what is its purpose in
society.
Cross-generational positive impact: build on the Alumni Development culture and bring the alumni
closer to the organization (recruitment, BOA, trainings), while highlighting their impact. Part of the
growth of iGIP and iGCDP can be supported by alumni becoming TN takers. On a developmental level,
LCVPs develop a lot more than TLPs, but there are ways to bridge that gap, one solution being the
creation of a LEAD track for TLPs at conferences and focusing more on the role of the TLP as an overall
leader, irrespective of the nature of the initiative.
5. What will be the changes that will increase the volume of
AIESEC in Romania ELD realizations for 2013 – 2014 term (have
in mind the connection between our products and external
environment)?
->Providing continuous education on approach market segments by sub-programs
->Outsourcing some processes from the X areas into support areas (Product sheets designed by Comm,
Sales trainings created by TD with AD, matching interview frame created by TD etc.)
->Create synergies between areas like OGX+COMM+TD, CD+AD, NCD+TD etc.
->Upscaling national GCPs into national projects (showcasing, planning and implementation)
->Focusing on creating and aligning national PBOXs and national recruitments, raising campaigns
->Backwards planning based on efficiency, goal achievement rate and members available with each
department and objectives divided by sub programs and market segments
->Branding each sub program (ex: GCDP is Global Citizen, GIP IT is Global IT Program)
->Product development with our partners for more relevant, more marketable and more financially
productive initiatives
->Nationally aligned recruitments + raising campaigns + national projects (aligned in terms of comm
plan, branding and front-end activities)
Empowerment. Consistency. Passion

5. 6. What will AIESEC in Romania remember about 2013 – 2014
term? Describe which will be the key milestones you commit to
strive for during next term.
The legacy that will be left after 2013-2014 is that we will always seek to improve by building on the
things that were before, not by reinventing the wheel. During this term, there was a strong
improvement on the national direction, resulting in increased results and a stronger culture of GIPi, GIPo
IT and GCDPi. There was a clear direction and there is much more to develop, but in 2013-2014 the
foundation was laid for an immensely successful term that was about to follow and the point where
AIESEC started raising its voice and speaking clearly, strongly and youthful.
Like I have mentioned in the last two questions, in order to build stability and legacy we need a strongly
qualitative transition at LC and MC level; growth and consolidation on sub programs; education on
programs and sub programs; education cycle well implemented and the legacy being that of results
because there has been enough focus on processes so far.
The concrete milestones for the term are the following:
 iGCDP national projects summer peak
 oGCDP summer peak
 oGIP follows modest
 after summer peaks a mindset oriented towards strong results begins to catch on
 more LCs align to national projects and drivers with specific action
 iGIP starting to build traction in summer with strong results in Re in autumn
 iGCDP winter peak (second wave of X results)
 consolidation on iGIP, IT & ET sub programs ->emergence of MKT & Technical in spring
 iGCDP & oGCDP summer peak with oGIP strong results
 strong growth on iGIP, constant results through ET-based projects and IT market penetration
 as winter is coming, there is a strong sense of MC unity and national coherence of LCs
 in MCC 2014 flows a mindset of continuity and bringing even greater results
7. In 2014, AIESEC in Romania is the winner of the Global
Excellence UBS award. Explain why.
The winner of the Global Excellence UBS Award is usually an MC that has an incredible increase in global
programs, backed up by an also impressive number increase in domestic programs. This increase is
usually brought not by some brilliant strategic plan, but by a SMART plan so simple that everyone can
implement it and so productive that results start happening in the first month.
Why Romania will be the winner of The UBS award in 2014 is all based on the legacy of term 2013-2014.
Based on the milestones which will occur, a strong growth on numbers will appear throughout the term,
especially in the second half because the mindset of the country will be towards clear results,
Empowerment. Consistency. Passion

6. empowered by the education delivered. As certain sub programs as main drivers, we will see an
emergence of other sub programs, leaving the beginning of the term 2014-2015 with a continuity of
mind-blowing results that help drive the national mindset. No small part in this is the MC culture as a
unified team that firmly leads the country.
Success comes for those who are too busy looking for it. We won’t chase it; we’ll chase our own
excellence: an AIESEC Romania with the mentality towards moving the country and the World.
Empowerment. Consistency. Passion