Abhijeet Singh Manifesto 2014

LEADING THE REVOLUTION

Section A | Opening Note The word ‘Revolution’ is synonymous to a lot of elements of an individual’s life, and more importantly, has been the essence of so many decisions taken for a large number of people, following which, faith was restored, as would say history! The real challenge in understanding the becoming of a story is the core reason to why it would exist, or why it would be deemed significant! And most of the times, we would look for answers in the wrong place when answers have been so fundamental in nature that we look at them everyday. Since 2011, I have seen an AIESEC in Chandigarh striving towards creating an ideal state for itself and the dream of the local chapter with a collective conscious of hundreds who make up people of the entity, is to see the entity where any AIESEC entity is deserved to be – A pinnacle of success – An ideal nature redefining in essence! Several leaders have led the local chapter and made it stand where it stands today but we are indeed at crossroads, where one single idea, based on which a collective movement can create an entirely different reality. For all the problems that we have ever faced as collective people moving forward with enduring all that we ever could, I propose that we look into ourselves to find the sheer essence and the fundamental building block of this phenomenon, I propose to look at AIESEC in its purest form which talks of Possibility, prosperity and WHAT CAN BE, which talks of LEADERSHIP! I propose we look at AIESEC and extract from it, the Ethos of leadership, inculcate the same in every experience that we provide as a local chapter and redefine in essence the true value of the organisation. AIESEC as an organization stands for the ’Leadership’, inculcation of the same in every experience that we provide is what challenges us every single day! Our ultimate purpose doesn’t command us to look into what has been, but instead directly focuses upon what can be and the possibility for experiences to prosper! I stand for Local Committee President to conceive the idea of giving back so as to make stories possible, stories which otherwise would be deemed unimportant, ultimately to put meaning into what we have at our hands, and make believe for all who live the AIESEC Experience – the significance of these stories, which ultimately will make the story of our local entity – AIESEC in Chandigarh! I believe we need a Revolution which is spearheaded by the people of the Local chapter, of this ever enduring phenomenon – AIESEC Chandigarh where we preserve our past, utilize it to ignite a spark and then move on to Rising with AIESEC in its purest and most fundamental form, above whatever challenges us, redefining the true essence and thus purity of what we have at our hands, which is nothing less than the most unique solution to all problems that there ever could exist threatening my city, my country and my world! AIESEC in Chandigarh, it has been long since we indulged ourselves in conceiving and creating the local chapter that not only we wish to be apart of, but would want the future of this city to be apart of, a feeling which is so pure in essence that it puts back meaning wherever and whenever lost! Let us be the Dynamic change and bring about the ‘Revolution’, leading it into a state where we can truly enjoy AIESEC in its fundamental and pure form, activating Leadership all throughout! This is a dream, but belongs to everyone, look within and find yourself! Yours Truly Abhijeet Singh Applicant for Local Committee President 2014

Leading the Revolution The Fundamental Solution


SECTION B | Personal Information Full Name ABHIJEET SINGH Date of Birth 01st July, 1991 Address House Number 1754, Sector 23 B Chandigarh Mobile 91-9464953077 E – Mail [email protected];

[email protected] Academic Achievements and Qualifications

• Bachelors of Engineering, B.Tech, Rayat Bahra Group of colleges, Distr. Mohali SEVENTH SEMESTER Computer Science & Engineering

• Class 12th, Shishu Niketan Senior Secondary High School, Sector 22, Chandigarh 69% - PCM, CBSE Board

• Class 10th , Government Model Senior Secondary School, Sector 16, Chandigarh 87%, CBSE Board

Additional Achievements and Experiences

• Completed Training and Development course in Programming Languages, from Infratech Ltd.

• Various accolades in art and craft in high school and Senior high.

• Sportsmanship values and ethics through playing various sports including roller skating, field hockey, and Football.

• Shortlisted in Science Olympiad from the city level in School.

Skills Software Package Internet All MS Office Publisher, word, excel, power point Designing Adobe photo shop, Picasa C, C ++ Good skill level Interests

• History & Culture • Management, HR and Marketing • Football, Level – Crazy! • Computer Gaming Enthusiast • Love for food!


Section C | AIESEC Experience

1. List all positions held in AIESEC along with duration of the role. Also briefly elaborate on your contribution/performance, as well as the main learning you derived from each role.

Exchange Coordinator | Development Sector February 2011 – June 2011 I joined this organization in my first year of college as an exchange coordinator under the development sector. I lived the initial phase of my AIESEC career working for basic exchange operations, such as raising and matching, wherein appointments in Shimla & Dehradun were part of everyday schedule. Thoughts of LC representation at a national conference were a supposed reward for all the hard work, later on realized the purpose through outcome of collective efforts. The experience was instrumental in shaping my understanding regarding the nature and people of the organization. It was when; the fascination grew immense and stronger. Key learning: Working as a Team member, Accountability and Responsibility, Basic Exchange Processes, Team Ethics, Hierarchy & Workplace ethics. Team Leader | Project ASK June 2011 – August 2011 The inculcation of the organizational values and active participation made way for more challenging opportunities, the first of the most important experiences that I had in the organization came in the form of an LC run project wherein I delivered the project in cooperation with schools of the tri-city, accountable to experience delivery of nine international interns from 5 different countries, along with a team of 5 AIESECers, one being my previous team leader. The experience includes a few weeks role of the QTF head for the LC, setting up and handling 3 trainee houses and their immediate requirement. This being the most self-reflective time being spent in AIESEC, owing to the people to whom I got connected, is when my fascination began with the social sector around the possibilities and vision for socially relevant projects and our contribution towards the same. Key Learning: Exchange & Logistical Management, Crisis Management, Team Handling, Reception & Engagement activities, Program Delivery. Team Leader | Projects August 2011 – December 2011 This phase defines when I decided to take up further responsibility by doing a re-term as a team leader for 3 different development sector projects. I was given new members to train and develop, in order to frame out leaders for the times to come. This time laid basis for understanding and means to overthrow practical implications in a progressive environment, which made me realize my own shortcomings as a leader as well as a team player. These times were full of varying emotions and subsequent learning, realizing the same, making way for further opportunities. Key Learning: Organizational evolution, Strategy making and implementation, Portfolio evolution, Leadership development. Facilitator | RLDS 2011 February 2012 The experience wherein me and my team was collectively responsible for the induction management of near 350 new recruits from all over the North-Eastern region of the country in an intended ambience and environment which directed them to dissolve and then discover themselves, accounting for their first team as well as leading experiences laying base for the initial AIESEC experience. The 5 days spent took me back to my own induction conference, replenishing my AIESEC experience.


Key Learning: Conference Management, Induction Management, Training and education, Leadership development, Defining Hierarchy and workplace ethics.

Vice President | Non Corporate Relations

2012-2013 The year 2012 has replenished the purpose of leadership, making passion, behavior for the leaders of the local chapter, thus performance inevitable. The year has been nothing short of a lifetime, watching over the entire small big moments lived with people who will remain close for the rest of my life. I went on to manage exchange for 4 societal development projects and managed to leap ahead of my half yearly targets, contributing leaders to the organization with the highest retention rate among all departments achieved through high level engagement of all members in different LC opportunities such as task forces and Event/conference OCs. The portfolio contributed towards exchange and financially sustainability, thus eradicating loose ends and financial miss-management. The portfolio suffered several hurdles in program delivery and stakeholder management throughout the year, thus proving to be a bottleneck in external & internal positioning, which has been a major failure in my term. The same has made me realize the need for immediate action steps for the development sector in order to capitalize the present market and act as an enabler rather than burden. The term has been instrumental in my understanding of the people around me, the people who run this organization, making myself more aware. The thought developed and changes made to the psyche will always remain to enable myself for the better. Key Learning: Organizational Sub-Systems, Sustainable Development, Financial Management, Planning & Strategy making, Facilitation and Training, Human Resource Management, Leadership and inter-personal development. Vice President | GCDP OGX | Expansions (Provisional)(September’13 Onward) 2013-2014 The year 2013 started with many aspirations, new people and a hunger to contribute towards the Local chapter and make believe an ideal local reality which every AIESEC entity deserves equally. The year started off on a high note with entering into a dream which I conceived together with a like minded individual, along with a stellar team, which collectively has been an inspiration to be here and beyond since. My team leaders and the department, the very few that I connected to and the people from last year made me connect to the realities and the hardships of this year, it has been nothing like what I had thought it to be and eventually and gradually realized the virtue of the organization which lies within the people but the same virtue gains power only with the possibilities to affect lives around. I failed at the initial dream and gave up for quite some while but later, after gaining much courage and redefining who I had been, stood back up to cherish everything that is today, all of it, I owe this to my Team, ‘Superheroes’, a ’triplet’ and my department and ultimately collectively to the people of the local chapter. I gained a level above, practical knowledge to understand team management and portfolio management and re-realized my love for the organization at an induction conference, handled another portfolio (Provisional) – Expansions which made me realize the horizons on which we live and how much more is to be done for a prosperous AIESEC India. All these realizations and ’eureka’ moments have been my learning for the year that was more than a lifetime, full of challenges such, which would shatter the soul but reconstruct it when required! Key learning: Marketing management, leadership development, Personal Integrity, Facilitation and training, human resource management, Sales and product development, Expansions and Business development, Crisis management


2. What have been your main achievements and non-achievements in AIESEC in the past? (Mention a max of three each)

Some of my key achievements are: Sustainability: When I took up the responsibility for the portfolio GCDP ICX, I was aware of all possibilities where even a small financial or policy miss-management could have proven disastrous for the LC itself. All steps taken towards project delivery of all projects under the program were highly calculated and financial implications rendering loss were eradicated through review in cost structure of the program regards to monetary input from all stakeholders. The program was made financially sustainable through exchange income from interns as well as clients. This has been a major achievement not only for me but the LC as a whole, wherein, we still managed to pull off high volume of experiences in the social sector besides financial implications. Situational Leadership: From the early days of my Team Leader term to the day I became a vice president, I have actively taken part in crisis management owing to human error as well as due to the nature of the portfolio I belong to. This being a consistent process has made me realize my expertise in the same and thus I regard it as a key achievement of my AIESEC Experience. It involves trainee house management, financial management, logistical management and people management. I certainly have become more methodical and structure oriented when approaching problems of any degree. Leadership Ethos: From all the things I have learned in this organization, whether management or skills, the ethical nature of leadership which this organization possesses is unmatched. It is the pure and genuine intentions that drive the ergonomic engine of the organization, which exists by the virtue of genuine people who are there in the local chapter. AIESEC in Chandigarh is one of those LCs who have defined ethical and genuine leadership for the AIESEC network providing value based thought leaders throughout. I consider myself lucky to belong to AIESEC in Chandigarh for the same. Throughout my leadership term, I have inhibited the factors governing the ethical nature of leadership, which has shaped me as a leader, follower and a good human being, which has been the most important key learning for me past 3 years.

A few avenues where I could have done better: Sustainable Growth & Experience delivery: The Portfolio of GCDP ICX has gone through considerable reviewing in terms of financial policies and cost structure, which has deemed us financially sustainable. But, financial sustainability has failed to drive to growth in the portfolio itself due to miss-management of stakeholders and lack in policy making and standardizing procedures which led to inefficient experience delivery. I am happy that we did actually outsource accommodation and make the portfolio financially sustainable but lack in setting up processes and systems for sustainability has led to this failure which I account for. Time Management: Since the time I have joined AIESEC, I have had a hard time in balancing my work and the rest activities. It has showed up several times with my parents pointing it out, suggesting to act upon time management and self-control. Recently, I have realized the same and started working towards it making myself more accountable to meet deadlines and expectations from AIESECers, friends and family. The same has proved instrumental in helping me spend my time better in a structured way so as to maximize avenues wherein I can fully balance my life. Wanderlust: This one is big and I share this one failure with a couple of people from the local chapter and this one specific lad from the executive board. It has been one of


the most well conceived ideas of the year, which failed considerably in regards to the expectation from the same. The project has been a key milestone of my AIESEC career and made me learn a lot of things about my leadership style and the essence of the program which I undertook this year. I concretely think this has been my biggest failure in AIESEC so far which is the most important one as well, which made me more and more clear in regards to my presence here and also why and what was I supposed to do thereon.

3. List the Local/ National/ International conferences you have attended and in what capacity.

Conference Year/Location Role Regional Youth Leadership Conference

2011 Indore; 2012 Amritsar; 2013 Jaipur

Delegate, Facilitator, Facilitator

May Local Congress 2011, 2012, 2013 -‐ Parwanoo

Delegate, Facilitator, Facilitator

June National Conference

2012 Jaipur, 2013 Silvassa

Delegate, Delegate

National Strategic Conference

2011 Silvassa, 2012 Hyderabad, 2013 Jaipur

Delegate, Delegate, Delegate

October Local Congress/OSC

2011, 2012, 2013 -‐ Simla Delegate, Facilitator, Facilitator

National Leaders Summit

2012 Kolkata, 2013 Jaipur

Delegate, Delegate

March National Conference

2012 Agra Delegate

Summer Regional Conference

2011 Simla Delegate

MB Summit 2012, 2013 Facilitator, Facilitator 4. Describe the experience of being a part of the Executive Body of AIESEC

Chandigarh. How do you think other members on the team would evaluate your contribution to the team & LCs organizational direction?

“We must all hang together or most assuredly we shall hang separately.” – Benjamin Franklin

ROOBAROO | 2012-13 My executive body experience with the EB – “Roobaroo”, has been worth a lifetime where I saw different individuals, myself included, coming together to serve the vision of our leader but certainly left as a team, a group of individuals with whom I share stories of our becoming. The values and the traits I proudly inhibit today are the consequences of experiential learning gained through shared ideals as well as conflicts within this team. Each individual consisted in the executive body has given me something to learn about work as well as life. Their contribution in their own spheres has led me to belief when all hope was lost and ideals established, at different times, helped me discover myself, my own motivation and purpose in the organization. Each story is an inspiration, only to come together, collectively becoming bigger than our individual selves, is the story of the LC for the year 2012. We have managed to evolve in several areas even after several practical implications, implications that challenged the base of the organization namely Infrastructure, Finance, Membership and even Leadership. There has been a collective effort with utmost sincerity and accountability towards the local chapter, a true defining sense of ownership in the executive body. This environment has made me more responsible


towards expectations of different people, alongside my own expectations. The experience has been full of learning, leading to understanding the purpose of existence of the organization in the local reality generating the drive to establish the dream, through passion and consequent performance.

SUPERHEROES | 2013-14 ’There are some experiences which are worth spending yourself on!’ This is true for everything that has been, with the team ’Superheroes’. One has to look within to find the real self, even though he/she proudly exhibits a self – understanding, it is never really too late to reach back and humbly accept one’s own shortcomings. The team has been a group of very strong individuals who respected each one on the team and ultimately gave away everything they ever had to make believe an ideal state for the local chapter – AIESEC in Chandigarh. I have been a part of some tremendous stories, which are cherished beyond imagination but reaching this stage, this point, I realized the power an individual holds within, and this came to my realization only very recently, when the team separated by ideals, understandings and a lot of other situations came together to deliver more than they ever could imagine individually! The team endured the year 2013 with utmost grace and will to hang back and give the organization what it truly deserves and living and sharing stories with this set of individuals has been a pleasure on its own! The experience has taught me the power of human will, its endurance level and what makes or breaks one within and the team consequently, the year has taught me the purpose of leadership.

Other members on the executive body view me as a reliable person available at all times when required, professionally or personally. They know of my commitment for the local chapter and the portfolio I am currently handling. My contribution to the team is the impact generated through my portfolio, which is considerable along with intellect support to conversations surrounding strategy and decision-making. Regarding the organizational direction, EB members know of my understanding and ambition regarding the future of the local chapter.

5. What are your three basic Learning/Values for life, which you have derived through your AIESEC experience? (Answer objectively)

Three Learning aspects/Values that I have derived through my AIESEC Experience: 1. Organisational Culture - Respect: To respect everyone in and around your

vicinity making way for better personal understanding and meaningful conversations to take place. This has allowed me to grow as a better human being in life providing a clearer picture regarding the nature and intent of people around me. It is a more personal learning in all prospects of life which is now embedded in my value system. The value system build on respect of individuals in a specific environment makes possible healthy relations to prosper and thus makes way for culture to flourish. This has made me realize the importance of being communicative with my parents eradicating inhibition and to understand their perspective about the life I currently lead.

2. Individual Integrity – Completeness: What I have learned from my previous leaders in the organisation is the organisation’s effect on my evolution as a person regarding values that make me worthy and effectual in the world full of challenges waiting to be stepped into. Personal Integrity or completeness, as how I would define it, has been the major factor on which I ought to scale the change in myself in the past 2 years. It is one of those values, which people can only develop after considerable experience in life and in a certain field, has come to me in bits and pieces, collectively considerable, only because of my experience with AIESEC in Chandigarh.


3. Purpose and Will: There can be times when one might lose all logical sense and starts following the rat race. Being an engineer, I have been part of such caravans, taking pride in defying purpose and being more oriented towards results. In the end, there are endless numbers of people out there who cannot see beyond their physical vision. Such attitude is explainable by the lack of intuition. The reason I joined the organisation is completely different from the reason I stuck to it, which is the intuition of me not doing anything more culturally and socially relevant in my student life thus defining my purpose in the organisation. This came to me as a major learning in a time when my purpose was dwindling and will continue to shape my decisions and actions in the future.

SECTION D | MOTIVATION

1. Why did you decide to run for LCP of AIESEC Chandigarh? What are the qualities required for this role & what makes you best suited for this role?

The Essence of a Decision

Three years back, if someone would ask me for what is that one question which would challenge me to make a decision which can change my life, I would have told him to talk of something more interesting and rather ask me for what I want in life, than coming up with a question which ultimately I had to answer. Life was never so significant for a question such to be ever taken seriously and amongst all peer groups, the same would only be deemed fluff. Three years down the line, out of the many bigger questions that one can face in life, the ones which challenge the very existence of oneself and his/her ideals are the ones which bring upon a decision, and In my case the decision to apply for the position is the culmination of a question asked so strongly consciously that it unraveled whatever blocked the vision which is strong in each one of us, a vision built on leadership experiences, for we have collectively and individually as well, endured with this organization throughout all these years, and for all it has given us and me specifically is an inner personal resolve which defines and redefines whatever I have been and more importantly whatever I shall be, coupled with the essence of activating leadership, gives me reason to continue and give all that I have within in order to satisfy the hunger for contribution only to find out ultimately that there is no giving back since more of what I give is instilled back in me! My mother told me and keeps on saying this from time to time and I hear this a lot, she explains – ’People cannot change who they are, their appearance might change and their ways may become more mannered in their own life but a person in essence remains the same all his life!’, I believed this for a very long time and thought she is right for all knowledge she possesses, she certainly might have given in a lot of thought before putting it forward to me. After three years of my experience here, I have found out that it is not true since I am not the same person who I was, for the organization has affected me largely to change my ideals and ultimately my outlook, not to mention the much disputed ’essence’ since it is the culmination of everything that I stand for today, and yes, it is different! AIESEC in Chandigarh and more importantly – AIESEC has affected me in ways more than one, and I chose to strive towards creating more of these stories where people like me and you can come, break themselves and conceive for themselves what an individual can stand for and then create that individual within, it is the essence of all experiences that we provide in a nutshell. AIESEC as an organization stands for the ’Leadership’, inculcation of the same in every experience that we provide is what challenges us every single day! Our ultimate purpose doesn’t command us to look into what has been, but instead directly focuses upon what can be and the possibility for experiences to prosper! I stand for Local Committee President to conceive the idea of giving back so as to make stories possible, stories which otherwise would be deemed unimportant, ultimately to put meaning into what we have at our hands, and make believe for all who live the AIESEC Experience – the significance of these stories, which ultimately will make the story of our local entity – AIESEC in Chandigarh! I learned last year as an executive body member of ’Roobaroo’, that in the face of challenge, one’s character plays the major role and adding to the same, ’Thought’ and ’Intuition’ are the two key


factors playing parallel in order to define leadership! The year 2013 and my second Executive body – ’Superheroes’, has led me to believe that even the strongest of us can fall, and to recover, one needs to go back to that small little place, inside where no one no longer visits, to find what is truly yours which cannot be taken away irrespective of whatever may happen, it gives you everything that you ever wanted since the last time you visited, and restores all faith, establishing personal resolve. In true sense, to have faith restored, one has to travel within which is fundamental to Leadership. AIESEC in Chandigarh has made me go through the inner and outer journey and far more, at a young age of 22. All of this and much more have made my intent stronger for one basic understanding, which concludes that I do not believe in a destiny pre-defined for someone chosen for a specific role justifying completeness. But rather, I believe in the significance of a decision made to define destiny for oneself and the organization and that is why I chose to apply for the office of local committee president for AIESEC in Chandigarh.

Qualities Required Growth Oriented Mindset:

’A leader is a dealer in hope’ The role demands a growth oriented mindset, to lead the ever changing paradigms of the organization, since the dynamic nature of AIESEC leaves no space for conventional ideas to prosper for a long period of time and all that you may once know can change at any given time and to deal with the same, a leader needs to be open to new ideas and growth mindset oriented! My experience in regards to the same has been quite challenging since I have managed and overlooked two entirely different portfolios, in both my EB terms, and the same has been instrumental in teaching me the importance and the significance of a growth mindset and beyond! Ethical & Purpose Driven: My leadership attributes are ethically driven due to my own personal beliefs and also by the virtue of the local chapter itself. Ethical leadership and purposeful actions is what sets AIESEC in Chandigarh apart from the rest, I would want to take the same forward as it defines the roots and the origin of the local chapter, much like the essence of a supposed organization. Intuitive: The organization vision and the change in approach require a leader who can foresee change and implement new strategies in order to establish and setup new fundamental strategies in a changing yet progressive environment. The attainment of 2015 and the role played by 2013 in the same require intuition and risk taking attitude towards new opportunities culminating in loosing inhibition only for the better. AIESEC in Chandigarh requires new possibilities, and that is exactly what I envision.

2. Describe your future short-term and long-term career and personal goals. How do you expect an LCP term to help you achieve these goals and why now?

Short Term Goals Long Term Goals • Be the Local Committee President of

AIESEC in Chandigarh • Complete my graduation in 2014 • Conceive and create a social business

model, operating in Chandigarh

• Masters in Business Administration from a well reputed college

• To visit all 7 continents • To find purpose in whatever I take up

permanently in life!

For the many things that I have found in the organization, having a strong purpose to initiate and sustain a certain specific dream project is what I value most amongst all. The above-mentioned goals are very practical and align to what I have been doing in AIESEC. Currently, I am pursuing a bachelor’s degree in Computer Science Engineering. I would want to go forward with a Post-Graduation in management studies under a certain program besides operations. The most likely programs which I might choose is HR or Marketing as it would involve my incubation as an individual who would later want to establish a social


business. My desire to establish a social business has generated due to my experience with the organization and particularly due to my two portfolios and in essence – the GCDP Program. A social business would involve all the practical skills, which I have learnt here, and an entrepreneurial outlook, which I have been gaining consistently since I joined. Leading AIESEC in Chandigarh next year will give me the true experience of leadership along with knowledge enhancement guiding me through hurdles which I might face later and the learning will build the path for me to achieve my personal and professional goals in life.

3. Highlight your time commitment throughout the whole of next year (till Dec 2013; Academic or otherwise). Ideally, how much time should an LCP give to his role?

I am currently enrolled as a student of Engineering (Computer science) in the seventh semester of studies, and will complete my engineering next year in 2014 in the month of June! I have no other significant commitment throughout the year otherwise. There is no ideal time frame which can be designated to the role of an LCP, since the role demands one to be available for the local chapter every single second whilst incumbent! That being said, the role requires following the structure of the role defined, which shall be discussed more in the role of an LCP under section – Administration!

4. What are your three most substantial personal accomplishments (non-AIESEC), and why do you view them as such? Provide a candid assessment of your strengths and weaknesses.

The 3 most substantial personal achievements as an individual are as follows: 1. Creativity: Since I was a child, I have shown a creative streak in whatever I have

taken up, the same attribute has made me worthy of many notable awards and recognition in my senior as well as high school days. Imagination and putting the same down through paint, storytelling and anime, all collectively made me immensely interested in films and concepts behind them. The secret dream is to be a cinematographer and also write a script in the long run. Until then, my creative side shall remain to be helpful on different fronts.

2. Sports: I have been a good sportsman from the earliest of days of whatever I can remember of life. Earlier winning various accolades in Roller-Skating, then moving on to play field hockey and finally football. Sports behavior has taught me a lot about discipline, which had vanquished for a major period but has started to reminiscence recently due to the need of time management in AIESEC.

3. Academics: I have been a good scorer in academics and have been academically sound in most stages of my student life. I managed to score quite well in my board exams, which made me more bend towards the field of science and technology. I was also shortlisted from my school for science Olympiad.

Strengths Weaknesses

• Adaptable and Growth mindset oriented

• Logical and Fundamentalist • Embedded Ethical Leadership • Simple and Focused & aware

• Introvert Being • Idealist • Idle nature


5. What is your vision for AIESEC in Chandigarh for the year ahead? What legacy would you want to leave behind? Also, frame a mission statement for the LC for 2014.

I would remain keen on envisioning through what we established this year as a vision since it is not meant to change, and something, which shall more than 1 year to materialize!

Vision 2014: ’A platform where Leadership and Global Mindset connect everyday!’

Mission 2014:

’Conceive and create the reality where leadership development is behaviour by choice!’

1. Describe your leadership style? Explain how your style will be suitable for AIESEC Chandigarh in its current state.

Leadership style consists of many sub elements but i would explain myself to be an intuitive thought leader, having a varied set of principles and values to that I live by, generating thoughts among the people that I lead. I tend to learn from my mistakes and learn from others consistently, this is a major aspect of my leadership style. I have learned and lived in AIESEC in Chandigarh to develop and learn more about my leadership style, and that is one of the core reasons to why I have applied.

The style best suited for the local chapter currently would be that of a strategic leader taking the organisation near its goal, by exhibiting growth in all programs, taking the local chapter to newer heights and defining success across all portfolios proving to be a breakthrough

SECTION E | Administration

1. List down the different aspects of the job role of an LCP.


Responsibilities & action steps:

• Governance over the Executive Board and the Middle level management • Internal, external and financial representation! • Legal representation along with the VP F along with final responsible for legalization

and auditing. • Final responsible for reporting to the national association ensuring alignment and

implementation of yearly plans driving efficiency and accountability in operations. • Responsible for direction and development of the strategic and operational aspects of

the local chapter. • Flow-down of National and regional strategies along with execution of local strategies

and defined term priorities. • Review and ensuring following the National compendium. • Management to ensure local BOA support and formulating strategies for the same. • Overall responsible for the AIESEC experience of every member of AIESEC in

Chandigarh. • Overall responsible for flowing down the key culture and reviewing the same. • Representation of the local chapter at the local, national and international level, along

with all kinds of external representation, including forums, events etc. • Leading and training the executive board for efficient execution of yearly plans. • Review and bettering the EB performance.

2. Analyse the trends of the past three years (including 2013) of AIESEC Chandigarh's strategic direction (include performance & culture). How do you see the organization direction of AIESEC Chandigarh shaping up in the coming two years? Also, give a SWOT analysis of the LC for 2013.

2011 – Dream unlimited The year was set off with AIESEC in Chandigarh being looked up-to as a pioneering local chapter in the international network. OS evolution in certain portfolios led to efficiency and better results at the local chapter level, as well as making way for certain portfolios to evolve through the same in the coming future. The biggest recruitment ever for AIESEC in Chandigarh was carried out, and conceptualization such as associate membership and alumni relations was introduced. The year saw several leadership opportunities for the membership, integrated as new MB roles, task forces and manager positions in Exchange support. The internal brand of the local chapter was tremendous throughout the year with many CEEDers accepted to the LC. The local chapter hosted 1 regional and 1 National conference in the year, with good ER funding supporting the conference experience for the delegates. Financial management was poor in the local chapter, owing to delivery in ICX and certain LC processes. The year saw sustenance in programs, without absolute growth, alongside decent management of exchange support functions. AIESEC in Chandigarh was recognized for certain contributions to the national association but did not capitalize on its huge potential as a local chapter. 2012 – Purpose.Passion.Performance The year was framed and dreamt as the year of defining the lost purpose of AIESEC in Chandigarh, fuelling passion thus making performance inevitable. The initial period saw heavy financial implication upon the local chapter with hurdles requiring overcoming for delivery of high volume stakeholder experiences. We managed to outsource the ICX accommodation without spending even a single penny from the LC resources. The recruitment carried out throughout the year made way for strong and passionate membership, empowered through Lcongs and official forums. AIESEC in Chandigarh took process management to the new level with immense growth in Talent management processes and resource development through other exchange support functions such as MIM


and F. The Local chapter saw a substantial growth in the LC culture, accountability and MB behavior post JNC. The learning environment established made way for formation of new set of ethical leaders in the local chapter recognized through efficient tracking processes laid down by Talent management and IM. The year saw efficient use of financial resources alongside cost cutting across various avenues, to bear and develop towards the repayment of external and internal debt. Best case practices for recruitment and implementation of pilot projects, resulted in excellent synergy across all exchange support functions. The year has been about defining the purpose for the organization, passion being a reciprocated factor expected in return from the LC membership, made way for performance. 2013 – Delivering Promises The year started with great available avenues for a successful year and operations, including leadership and membership pipeline carried from last year’s recruitment project. The local chapter entered a state for growth to happen and several new initiatives were undertaken by synergy under Marketing and GCDP OGX. The portfolio GCDP OGX went well for the first half of the year with a major support from Expansions – Dehradun and Thapar, the latter of who became a contribution by AIESEC in Chandigarh to the National plenary with AIESEC in Thapar University becoming a local chapter at JNC! Programs grew with 2 out of 4 exchange programs showing absolute growth, being GCDP OGX and GIP ICX! GCDP ICX fell in numbers but grew in quality, with a considerable NPS response rate and score. The recruitment in both cycles has been decent and wasn’t sufficient to fulfill the talent capacity as targeted in planning. The year has seen a lack in leadership development through an unstable Management body culture and the result has been inadequate MB cycles and thus performance, most of which has been congruent to membership experiences. We incubated 2 major leadership development projects in the year, both Organizing committee experiences of Balakalakar and recruitment OC(s), which were not strong in the sense to inculcate and develop leadership at the most basic level. The year saw better financial Management as compared to yester years but incapability to access the needs to draw investment in certain areas which could have worked well, let finance down as a growth driver, which indeed was a focus area of the year. Some unsustainable investments also let Finance as a portfolio down. Business Development showed growth but merely and wasn’t able to compliment the growth shown in GIP ICX, neither benefitting or extracting revenue from the same, through NEP or otherwise! Marketing worked for all programs but lack of understanding in defining clear bottom lines has been a bottleneck, which laid waste to most efforts! The year has been defining in the sense of operations but very weak at following processes on all levels, including the executive board, management board and the general body level! The task now is to evolve as planned, developing leadership in every experience that we sought to deliver hereon, thus establishing AIESEC in its purest form, for a supposed ideal state which needs to be achieved!

The Next TWO years! The continuation of all organizational processes and the stories these processes and the resultant projects inherit by the virtue of the organization being people oriented, is what is culture, and timely additions of realized values generated amongst the bigger group, is what alternates a culture! Ultimately, I see an internal culture such, which advocates all elements of an organization’s work, namely governance and accountability, resultant operations and external and internal organizational essence, leading to the formation of an efficient unit, which is the organization, and what forms within as a culture is the external brand of the organization. I envision AIESEC in Chandigarh to have that culture in the coming years so as to define it as the provider of one of the strongest leadership experiences one could get at a young age in the city Chandigarh, and also to be known for the same! After all, all that we build inside is what is projected outside effortlessly! Organizationally, I see AIESEC in Chandigarh achieving its targets and pioneering as ever the internal network by achieving not only targets but also considerable success in implementing focus areas and the right kind of strategies, so as to make sustainability of the success achieved – inevitable! The years 2014 shall see the ever vibrant, culture of AIESEC in Chandigarh which shall define its external brand as a leadership organization making way for a sustainable future, achieving


all targets and implementing focus areas, so as to make way for the year 2015, an year which has been the topic of discussion since 4 years, an year who everyone would want to be a part of! In the year 2015, AIESEC in Chandigarh shall be the first of the few local chapters who reach the ideal state culminating into defining the 2015 vision – The three statements, we will be known for being ideal and transitioning into a state of complete and integral prosperity which also propagates sustenance of all operations and organizational culture! The much discussed state will then transform into being a benchmark in organizational achievement and further transition into what lies ahead keeping the BHAG up against our ambition, with both collectively driving the local chapter further!

SWOT Strengths.Weaknesses.Opportunities.Threats

The SWOT for the local chapter’s current reality can be divided amongst the following categories! Membership Strength Weakness Opportunity Threat

• Able and Operationally Sound

• Fresh, Raw and Aware

• Energetic and open minded

• Purpose Driven Membership

• Diverse set of members from various colleges

• Good case practices in Team experiences

• Low efficiency • Negligible Leadership

development • Negligible Integrated

Experiences • Untimely & not well

planned Recruitment cycles

• Talent allocation post February Recruitment

• Unsustainable Mentorship programme

• Exchange/Member Ratio is lesser than Ideal

• No office culture post Q2

• Membership experience tracking and showcasing – No available case studies or Good case practices for the TMP program

• Cultural and Thought Alignment

• Timely and planned Talent Recruitment

• Planned talent allocation

• Centralized training and Induction through TM and Lnd

• Strong cultural and thought alignment

• More MB cycles for Leadership opportunities

• Leadership development through GLE implementation

• Integrated Experiences as Leadership enhancerment!

• Cultural Distortion

• Mechanical workplace

• Brand acceptance due to improper understanding amongst youth of Tri-city

• Improper engagement avenues

Inference: The membership has been stagnant regarding exchange due to functional LC activities in the first quarter related to EB settlement and Recruitment. Lcong and OSC helped heaps in bringing in accountability and structure to membership approach towards exchange. The sphere of improvement in external involvement in recruitment and training to drive growth in business development through perpetual revenue generation models is immense and will contribute towards better brand acceptance of AIESEC as a volunteer organization in the city youth in the coming times.


Leadership Strength Weakness Opportunity Threat

• Leadership development platform through MB Summit

• Operationally Sound

• MB is inclusive of EB

• Huge number of leadership opportunities

• Inspiring and Well built as Individuals

• Leadership on dual roles

• Governance and Accountability

• Transparency amongst the MB – EB

• MB as a body hasnt been able to collectively drive culture – organisationally and otherwise.

• Loose ends in teams amongst portfolios

• Lack of consistent review mechanism for leadership

• No transition plan for middle level management

• Lack of a proper management body engagement plan!

• Lack of clarity on role of an MB member

• Integrated team and leadership experiences

• Integrated experiences leading to leadership enhancement

• Leadership development through LnD

• Induction and training centralized for all portfolios

• Management body engagament plan

• MB empowerment through providing opportunities in local forums

• Skewed culture and issues revolving the same

• Lack of accountability and committment to results

• Improper models for governance and accountability

Inference: Leadership in the local chapter has been less aspiring, due to imbalance in the MB as well as instability in the first 3 quarters. There has been lesser accountability towards team experiences and defining team structures based upon TM processes. There has been a lack of a transition structure for middle level management, which has contributed to unsustainable projects and teams. There is a need for a structure involving member education standardizing operations for certain portfolios as well as structures involving transition and team shifts, in regards to goals and objectives.


Exchange Management Strength Weakness Opportunity Threat

• Absolute growth in oGCDP and iGIP

• Dual roles for all exchange departments inculcating Exchange support functions worked well

• Strong Operational understanding amongst membership and Leadership

• Oragnisational structure propogating better processes and thus exchange

• Negative growth in iGCDP and oGIP

• No major back office contribution to growth in exchange numbers

• Social media helps in initial phase but the breakdown of process and bottomlines is not clear further

• BD hasnet been able to either benefit or extract from growth in iGIP

• Talent management hasnt fulfilled talent capacity throughout

• Induction, training and standardization of member education across all programs through LnD

• Internal marketing as means of IR generation

• Back office utilization in means of growth

• Stagnant iGCDP

• Unstable iGIP market

• No brand visibility for oGIP – YGIP

• NO Brand acceptance of GEP – YGEP!

• Brand acceptance of TMP TLP programme can be an issue!

Inference: The exchange management, throughout all programs has been exceptional, has driven growth in 2 out of 4, laid extensive ground for quality and delivery of projects. Expansions have contributed a lot to the same. However, the inculcation of the exchange sub system isn’t there which has led to loss of efficiency and process implementation and new areas haven’t been discovered because of the same!

3. What focus areas do you propose for AIESEC in Chandigarh in 2014? Give action steps that will contribute to these focus areas.

The year 2014 will be about inculcating all processes into implementing focus areas to have a wholesome state of ideal nature which culminates into prosperity and ultimately a Leadership revolution, keeping in mind our core – AIESEC way & NOT focus on sustenance of sustain operations only! The focus areas of the year are as follows: Leadership Development through Integrated Experiences


• Leaders on exchange, driving growth and culture through their own experiences, will make way for inspiring leadership in the local chapter, bringing back the X+L phenomenon in outgoing exchange.

• Integrated dual header or triple-header experiences among the membership, catering to high volume of excellent AIESEC experiences.

• LEAD workshops and external involvement in training and education of members of AIESEC in Chandigarh.

• Promotion of CEEDership programs, through investment in OGX, catering to driving growth as well as integrated experiences.

• Inculcation and leadership development modules for all international interns, using the same as a HR resource to drive operations of the LC whilst giving integrated experiences.

Talent Capacity Driving Growth • Talent capacity driving growth in ELD programs, making way for better systems to

evaluate and review performance of membership and leadership roles. • Creating a model for Local trainers Team, under the LnD responsible for driving,

identifying and utilizing talent capacity in current membership and leadership. • Utilizing all talent capacity processes to undertake membership management and

engagement properly to establish a collective organizational culture for the entire local chapter!

• Refining the process of TMP TLP Recruitment and defining key activities under each phase to refine the entire process as well inculcating more functional areas so as to maximize the efficiency and thus accuracy in terms of selections and allocation processes.

• Reallocation of all members based upon Membership review and assessment so as to maximize avenues for membership to contribute and fulfilling talent capacity.

• Need based recruitment for all programs and functions in alignment to the requirements of the program and functions, to make possible fulfilling of talent capacity in the most productive way possible.

• IXP; Integrated experiences driving membership and leadership experiences and showcasing and propagating the same to maximize the X+L effect.

• Dual experiences to provide more and more avenues couple with ’reallocation’ to define and determine properly talent capacity of the targeted member, leader and thus formulating sensing accordingly.

• Product Packaging the recruitment model which shall inculcate all elements of all products – GLP(Wanderlust)

Financial Sustainability driving Growth • Growth strategies of all programs will be reviewed upon financial implications

eradication financial miss-management among growth plans of every portfolio. • Cost Structure and possible Revenue generating models from all stakeholders will

be implemented in each program. • Financial plans and budgeting will be included in plans regarding every small big

project/event of the LC. • Business development cell will define the sellable value of each product under all

programs and functions, reviewing cost structures, defining value proposition and selling point, working with the marketing team to capitalize on the same.

• Formation of an investment system defining investment requirement for growth under each program.

• Investment tracking and research team headed by the VP F, calculating inflow and outflow of all business models of all programs, ensuring investment drives growth.


• Financial review of all programs and functions. • Member education and formation of sustainable education resources through IM.

4. Propose the organizational structure that you plan to follow for the next year including the middle level management, functional roles as well LC entities.

We need to create accessible and better experiences for the transformation of more young people by providing the right leadership development experience to young people thereby enabling development of their values and competencies. For the above to happen, it is highly important to have a structure that is not limiting our talent capacity but actually enhancing it and helping us grow.

Organizational Structure for the Executive Board 2014

Features of the organization structure proposed: Clear line of authority – Everybody in the organization should be clear about his/ her work & authority delegated to him Adequate delegation of authority – Delegation helps to ruthlessly prioritize and helps completion of objectives by delegating the work Less managerial levels – More number of levels leads to more delays in communication Span of control – It refers to number of people that a leader can effectively manage. The structure should be simple, avoid any confusion and ambiguity. It should be flexible to adjust according to the changing needs without altering the basic elements.

Organizational Structure Front Office

Strategies Back Office Strategies

• Local projects as business module

• Country to country partnership for matching

• Market research

• All National projects

• Product packaging

• PR • CIM • LnD • Outsourcing

Logistics


• 4 Sub products ( new sub products)

• LC IR • Strategic

sales • Delivery

Focus • Upselling • NEP delivery

and sales • iGIP projects • 30-40 TN

takers

• Advanced sales • LnD team

supporting GIP directly

• Advanced CIM • Marketing

Synergy for Brand Positioning

• New markets

• Off Peak

• Scale Up

• IXP

• Campus Units

• Focused marketing

• Ad Hoc Raising process maturing

• Sales Development Program

• CIM

• Expansions

• Financial Investments

• Talent Capacity through TM for IXP

• 3 sub products

• Niche markets

• Reverse raising

• Alumni capitalization

• Market research • Promoter

strategy • Investments for

promoter

Key Focus and Strategy


• One Social Media Manager managing strategies, membership education on social media and managing official social media channels.

• Marketing & PR: Marketing Strategies for ELD programmes, alongside managing direct Marketing, PR, online ads, event management and external representation

• IM Support for each portfolio and the program part of TM, analysing and developing required systems and projects for the same.

• Information Management Implementation Team, with knowledge management, information technology and internal communication, formulating strategies and driving efficiency through processes and establishment of IM culture.

• Sales Team driving responsible for direct and indirect sales as well as prospective collaborations and tie-ups.

• Delivery team responsible for delivery and tracking, and creating new avenues for collaboration.

• AR Manager responsible for engagement and support from Alumni as well as ELD conversion from the same.

• Cash flow and management of receivables from all programs.

• Financial Management team responsible for bookkeeping, handling infrastructure and banking.

• VP F along with the LCP is the end responsible for member education on finance and legalization.


5. Give your assessment of the role-played and contribution made by AIESEC in Chandigarh towards the National Association? How should this evolve in the year 2014?

AIESEC in Chandigarh has been regarded as one of the most developing local committees; with ethical leadership embed into its membership, known for its strong and unique culture, pioneering success for the rest to follow. We are regarded as humble, passionate, unique yet aspiring leaders amongst the National association. We have been a role model for many Local chapters and their leaders. The local chapter has been contributing to ethical intuitive leaders to the National and international association consistently from several years now. We play a very crucial role in the National plenary in terms of our thoughts, ideas, values and principles. We are known for defying notions and emerging as ideal even with the worst of implications. Our actions define us as a success story aspiring AIESEC in India in its present as well as future. The year 2014 will see a crucial role of AIESEC in Chandigarh in the AIESEC India network. We shall define collaboration across different local chapters, making way for common growth paths, leading the network towards ONE AIESEC INDIA. Our contribution shall include formation of one new MOP – Member on Probation, expanding the AIESEC India network. We shall define the term “Sustainability” for AIESEC in India in regards to some certain programs as well as drive growth in the rest, owing to the same. Our process management and functional growth along with sustainable growth in programs shall define the ideal roadmap for LCs across AIESEC India towards 2015. AIESEC in Chandigarh shall define new possibilities for local chapters across the international network and ultimately fulfill its destiny to revolute leadership and the organization itself!

6. Give an activity calendar of AIESEC in Chandigarh for the year 2014.

• The director TM will be responsible for the program part of the portfolio, heading TMP TLP management, alongside recruitment throughout the year as well as management of all major Talent management projects under Ewa such as GCDPx etc. He will be the head of a task force involving all exchange support team leaders, driving program growth and ELD conversion from within the departments.

• The associate member manager will be heading the associate member project with a team of 3-4 members.

• The expansion managers will be responsible for one expansion each, between the two namely, Dehradun and Patiala.

• The Expansion managers are not in hierarchy with the expansion itself but only with the VP Expansions.

• The Expansion itself will have EB/LB under the LCC, with membership underneath.


Activity/Project Objective Timeline Promotions and Marketing – LDP & LEADin!

• To enhance external positioning before recruitment starts.

• OGX Promotions

January – February

Annual General Meeting • Yearly Plan ratification • EB 2012 Discharge

January

MB Summit • Induction and Training of Leadership

January

Recruitment • TMP-TLP opportunities • Manpower planning

for the LC operations

January

Induction and Training • Induction and training of new membership regarding exchange processes.

• Membership settlement & culture formation.

February – March

Impact week • To position the social sector as a product before the summer cycle.

• Revenue Generation • Impact and

showcasing

March

May Local Congress • Alignment of goals on all hierarchical levels

May

Global village • Increasing outreach through international Product – Exchange

June

Balakalakar • Direct Impact • Revenue Generation

July

Promotions and Marketing – LDP & LEADin!

• External positioning pre recruitment.

• OGX growth and ELD Conversion

July

Recruitment • Manpower planning and allocation

• TMP-TLP Opportunities

August

Induction and Training • Induction and training into exchange processes

• Membership settlement & culture formation.

September – October

Alumni Event • To engage and develop/capitalize upon the Alumni network

September

OSC • Alignment of goals on hierarchical levels

• Strategic direction

October

AGM • Annual elections November Transition • Transition into 2014 December


7. Critically analyse the culture of AIESEC in Chandigarh. What aspects of the current culture will you retain and what aspects will you change in the coming year? How do you plan to do the same?

Culture shall be defined as the ideals followed up through passing time, molded as well as accepted by the people who are part of the process. The year 2013 for AIESEC in Chandigarh saw a culture driven by leaders who believed in delivering promises. We have seen decent-healthy culture due to the two conferences we organized and the involvement of the Management Body as an Integral team of the LC. Processes made way for clear expectations for membership and Leadership for targets.

Aspects to Retain Aspects to add Operational Soundness Office Culture MB’s role as a team Talk less, Do more Purposeful Actions Accountability towards failure MB Appraisal MB-EB Connect Office Culture GB appraisal Governance and accountability Excellent and planned Forums

8. Describe the role a VP will play in the LC (around performance & attitude) in 2014.

Since it is utmost required and important to fulfill the role of an executive body member, it is most required to understand and know the role of an EB member and how it culminates! The following is what a VP/EB member of AIESEC in Chandigarh shall be accountable for:

ROLE OF AN EB MEMBER Portfolio Centric – VICE PRESIDENT PORTFOLIO

EXECUTIVE BODY MEMBER

Targets • Targets Vs Achieved • Cause and affect assesment; Timely

review • Relevance of numbers and targets • Monetary contribution to LC • Number of experiences contributed

on local level • National Standing and contribution

State and Direction • Virtual Culture: Mail and Social media • Professional Culture: Work Ethic • Membership Engagement • Membership Development • Leadership Development • Alignment to department Vision and

Objectives Strategy and Process

• Understanding the Road to 2015 • Focus Areas and key activities • Resource development • Portfolio Direction • Sustainability • Leadership Pipeline

EB Culture (Driving) • Integrity and Cultural/organisational

soundness • Striving for Constructive Feedback • Moral Ethic and collective devotion • LC Vision and alignment • Support system for the LCP • Sustaining Local organisational

memory • Experience based assesment of

situation • Implementation of @Way • Virtual Proactiveness • Representation at All forums • EBM ethic and contribution • Priority and performance tracking

Personal Contribution • Alignment of Thought EB Members • New Ideas and Innovation • Clarity on LC Direction • Self Accountability • Attitude • Acceptance of Personal issues • Driving thought in other fields • Solution based approach • Driving common vision


Some Other roles as well:

• To develop intuition regarding problems-possibilities faced in his/her portfolio. • Planning and strategizing for the certain portfolio. • Planning and strategizing regarding the direction of the LC. • Be an ideal leader to the general body member. • Focus on member development and experience delivery of all members of the

portfolio. • Member Education across all parameters regarding the certain portfolio. • Live and breathe all the six AIESEC values. • Timely review of performance driving accountability eradicating loose culture. • To gain understanding and act accordingly towards issues faced by the LC at a given

particular time. • National alignment of the LC portfolio and driving down growth strategies. • Responsible for culture formation and driving down established LC culture into the

portfolio. • Be selflessly selfish. • Be the leader whom he/she idealizes.

9. Propose a Governance & Accountability model for the LC for the year 2014.

The Governance and accountability model will have the following elements: • Bi Weekly Membership Review – Priority and Development Report • Monthly priority – EB and MB Level • Weekly priority – EB and MB Level • Financial Accountability Forum – Quarterly • Quarterly Individual Review • Project Closure Reports • EB – MB Accountability Forums • Team Centric Accountability Forums – MB Type Involvement Action Steps Expected Results Bi Weekly Membership Review – Priority and Development Report

Members, VP TM, LnD Responsible

• Members reviewed by VP TM and the Talent development cell

• Report compilation and assessment by LnD Team

• Accountability amongst membership

• Experience tracking and clarity to EB

Monthly priority – EB and MB Level

EB and MB • Monthly priorities formulation and assessment

• Review • Cause and affect

assessment

• Monthly plans in alignment to yearly plans

• Accountability towards Targets

Weekly priority – EB and MB Level

EB and MB • Weekly Priorities formulation and Assessment

• Review • Cause and affect

assessment

• Weekly plans in accordance tp Monthly plans

• Accountability towards targets

Financial Accountability Forum – Quarterly

EB and MB • MB accountable to EB • EB accountable to VP

F • Quarterly forums,

both done differently

• Financial accountability

• Cash flow transparency

• LC Monetary


on two different levels

inflow management

• Education on Finance sub system

Quarterly Individual Review

Membership(All) – GB and LCP

• To be compiled by VP Portfolios

• Review by LCP • Assessment by LnD

responsible and VP TM

• Individual reporting quarterly for better clarity to Leadership

• Understanding the current state of culture

Project Closure Reports – Financial Budgeting Review

MB

• To be submitted to LnD Responsible

• Assessment and review

• Knowledge Management

• Accountability of Knowledge

• Knowledge management and accountability towards the same as culture

• Financial Budgeting review for each project

EB – MB Accountability Forums

EB and MB + External Representative

• More number of forums for EB – MB accountability

• Accountability and communication from each side

• Cash flow transparency

Team Centric Accountability Forums – MB

EB and MB • Specialised forums for MB accountability towards GB

• Quarterly(Proposed)

• Accountability of team leaders towards membership

• Organisational Culture

10. According to you, what role will AIESEC play in the city of Chandigarh as an International Youth Organization in 2015? In context to this, how will the year 2014 count to the progress to the same?

As an international youth organization, AIESEC will play the following role in Chandigarh in the year 2015:

Images-Future Our role Relative vision

Agent of positive change

AIESEC in Chandigarh will play the role of leading agents of positive change, which will be the youth of the tri-city.

POSITIVE IMPACT

Societal Impact An organization implicating immense amount of positive impact through its several societal projects

Sustainable prosperity

AIESEC in Chandigarh leading the city and its surrounding into a future of sustainable prosperity.

Global Solutions AIESEC in Chandigarh providing solutions to corporate giants bridging gaps between organizations making way for collaborations maximizing growth in brand impact.

FIRST CHOICE PARTNERS


Collaborations across sector

Cross sector collaborative environment to ensure a learning environment for the stakeholders engaged with AIESEC in Chandigarh.

The world: A smaller place

An organization as a provider of the best talent pool from across the globe culminating in elevation of the city’s corporate stature.

Outreach to impact Reaching out to more and more people, making impact equal for all, thus establishment of a common youth voice across the geographical vicinity.

GLOBAL YOUTH VOICE

Enabler in International Experiences

AIESEC being the most credible organization cited for culturally relevant international exchange programs, making way for global leaders to emerge from within the city beautiful.

Global leaders Providing Team member and Team leader opportunities for integrated leadership development.

The year 2014: The year of 2014 is the year when we lose all inhibition and define the way forward for the local chapter, for the year 2015. It will be the year when AIESEC in Chandigarh will require new possibilities to define itself as a breakthrough organization in regards to relevance in the city and also its internal processes and resource development as well as management for sustainable use. The year will be oriented towards setting the base for AIESEC 2015 and defining our “roots of success” so as to achieve the “images of the future”. We shall sustain everything we already possess and grow taking risk into account minimalizing factors, which might contribute towards unsustainability of any kind in any form. The year is a phase shift for the organization, which shall see sustainable growth across all portfolios making way for a bigger and better 2015. All of this shall define our road towards 2015 as an entity aligning us to the national association establishing sustainable benchmarks.

Section F | Programmes

1. What will be the changes that will leverage the volume of AIESEC in Chandigarh ELD Experiences in 2013? How are these connected with the external environment?

Program Evolution Proposed Top 3 strategies Relevance with External Market

iGIP Product packaging for each LN separately.

BD-Marketing Synergy for effective product packaging.

External Positioning.

Sales & Sales delivery involving implementation of Learning Networks.

Learning Networks being defined will make way for implementation of corporate environment of workplaces, with interns contributing to the same resulting in generation of high quality excellent stakeholder experiences.

oGIP oGIP Specialized unit

Defining upper end Growth.

Market capitalization in synergy with the

We are currently growing, fulfilling criteria to take up an oGIP SU if taken, would define growth strategies for AIESEC in India beforehand contributing to


VP marketing.

Talent Planning and Talent allocation through optimized recruitment filling SU positions

more than 50% of the totality of targets achieved, capitalizing on the inbound and outbound technical market raising EPs as ET trainees.

iGCDP Local Support Group

Collective attention of a support group.

Increased visibility in the city.

Brand activation and Market acceptance.

The formation of a local support group will culminate in a lot change in the current external brand of AIESEC I the city beautiful, involving the city’s elite to help and support a cause.

oGCDP College based Team structures

College based Team experiences

Team leaders for college departments

Marketing in college environment

The portfolio will come closer to its market eliminating the bad brand as Team leaders will operate on college time basis and yet making the whole environment a part of the process.

TMP Virtual Experiences Formation IM systems

Tracking and feedback mechanism

GLE implementation

Imagine the impact we can generate through the establishment of a working virtual membership system.

TLP Marketing TLP as a Internships

Marketing-TM Synergy.

BD for external collaborations providing certification.

Monetary refinement

The very idea of being a team leader in AIESEC in Chandigarh being equal to that of a marketing or HR associate experience in an MNC, moving towards the ideal state one step at a time.

1. Please give your (probable) targets for the next year. Please justify the

same, especially along the lines of:

a. Membership Volume & Experience b. Logistical Management c. Stakeholders Experience Delivery d. International Relations

Portfolio Membership Logistical Stakeholder International Target


Volume & Experience

Management Experience Delivery

Relations

iGCDP TMP – 600 TLP – 130

Outsourcing infrastructure, NIL Financial Implications

Exchange Support Managers CRM Drive.

IR and IM, strong Q1 & Q3, Incoming CEED

350

iGIP TMP – 600 TLP – 130

Client based Infra, NIL Financial implications

Exchange Support Managers CRM Drive.

Strong IR and IM, Incoming CEED

180

oGCDP TMP – 500 TLP – 100

-

Experience Delivery Structure (See OS)

IR TL and Outgoing CEEDs

190

oGIP TMP – 200 TLP – 60

-

Experience Delivery Structure (See OS)

DAAL analysis for oGIP pool analysis

40

GRAND TOTAL = 350+180+190+40 = 760 Exchanges

2. How important is the integration of Net Promoter Score in evaluation of

our Program Delivery? What are the action steps that you propose leading to better delivery of our programs?

Net Promoter Score: Net promoter score is the totality of all scores generated through a numerical feedback, based upon AIESEC Experience as a whole, created to rate entities through Promoters, Detractors as well as passive, making way for a feedback mechanism available for everyone to view in the international network. AIESEC in Chandigarh has fared well in the net promoter score and comes under the green zone, among only other 2 LCs, collectively recognized as the best local chapters in terms of qualitative management in the AIESEC in India network. The net promoter score and its integration into LC qualitative realm are indispensable, where focus needs to shift from quality auditing internally but also externally by the AIESEC International network. We shall have strategies under which action plans shall be embarked, for each element namely Promoter, Detractor and Passive. Better delivery in all programs ensuring Program efficiency delivery, shall follow inculcation of each sub system into the all the processes as well as project of the local chapter, ensuring all aspects covered whenever any project or process is implemented.


*NOTE - All the financial subsystems collectively are surrounded by the outline of Brand. 3. Propose key synergy areas for GCDP & GIP, and how it would lead to

growth of GCDP & GIP. Be as elaborate as possible.

There have been several avenues where synergy established could have generated ELD growth across major programs. This has been due to the lack of identification of synergy as well as immature synergy systems in between the certain GCDP and GIP. The state of synergy has also been neglected under self-assessment of the executive board. We have grown marginally in defining processes and introducing new systems for ELD growth but failed at making them sustainable for future adaptation. The future requires sustainable synergy systems along with functional units focusing on creation of systems developed to cater to ELD growth in both GCDP and GIP!

Understanding Synergy:

Key Areas identified for GCDP/GIP Synergy and cumulative sustainable growth: Internal marketing A better look at internal marketing can be the local brand of Chandigarh which is common to both GIP and GCDP! We shall extract value from both and customize an internal marketing campaign, which shall be a culmination of both GCDP and GIP and benefit AIESEC in Chandigarh as whole. Co-Branding


Branding GCDP and GIP collectively through BD in the external market as well, and positioning it to gain incentives in revenue generation and going beyond by placing both products in relative realities in congruence to each other. Collective EWA All lead generation of AIESEC in Chandigarh as a whole can have a single channel of communication which can be highly utilized by both GCDP and GIP equally, for all EWA to happen properly through a process oriented manner, we would need GCDP and GIP to synergize and implement a common engagement plan for incoming leads which can be fruitful for sustenance of the brand of the LC and ultimately can fulfill EWA’s value proposition and thus increasingly benefit exchange targets! Collective LLC Like Both TMP and TLP have an alumni engagement plan and responsible, the LC shall initiate operation in collective LLC for both GCDP and GIP to gain an international as well local network of all people once associated with AIESEC since GCDP GIP being the core experiences that we endorse, not have an LLC phase defined for the same seems abrupt, and to satisfy the abrupt nature of this condition, both GCDP and GIP shall work towards an LLC engagement plan for all who once associated themselves with a GIP or a GCDP, paving way for showcasing impact to happen automatically! Brand Positioning Brand Positioning of both the portfolios can be done in synergy, in the external market through the projects they run and the already defined products! Sales Training and Sales Development program A common sales training and sales development program is required to increase talent capacity amongst all members and leaders of GIP and GCDP and shall be undertaken as an LnD initiative but implemented by GCDP and GIP on the grass root level. The understanding of both portfolios can complement of how sales can be divided and a common sales development program shall work towards the same. Infrastructure and Outsourcing Both Portfolios need to synergize in handling infrastructure and outsourcing shall be common to both the portfolios and taken forward in synergy since a project outsourcing, cannot have two channels for the same Local chapter, synergy inevitable!


SECTION G | Functions § External Relations

1. What is your understanding of External Relations and Business Development? What all according to you falls under the purview of the portfolio?

The business development portfolio covers the following aspects:

• The business development portfolio driven through effective stakeholder management is a focus area for AIESEC in Chandigarh for the year 2013. The portfolio shall see growth developing business for programs and functions, responsible for monetary funding as Mos, through the same.

• The portfolio shall help establish engagement avenues for positioning of the AIESEC brand so as to capitalize on the value of our products in the local reality. Business Development will drive growth in monetary funding by identifying such key opportunities of collaboration and engagement.

• The portfolio shall be based upon strong stakeholder management contributing to the organisation’s brand value in the external market.

• Business development as a portfolio shall drive growth in all programs through making each and every product sellable through product packaging in synergy with the marketing team, positioning it and the selling the same leading towards financial sustainability driving growth.

• The portfolio shall overlook ELD conversions from LLC engagement and activities designed for alumni engagement. Identifying Master, Senior and Junior Alumni groups and tapping them accordingly for ELD growth.

• The VP BD role involves a lot more than the prevalent notion of funding for LC events, the year 2014 will make way for defining structures wherein the VP BD will contribute.


2. Give your (probable) ER target for the next year. Justify the same,

considering the ground realities faced in the LC in 2013.

Product Target Details Recruitment INR 50,000 The recruitment will be sold

off to external organizations under MDP’s, providing physical, direct as well as virtual promotions. Recruitment Partners will be targeted 1 month in advance, creating avenues for better client delivery as well as structuring to the process

Balakalakar INR 2,50,000 A societal development, direct impact event based on the development sector project – Footprints. The project brand positioned in the external market 6 weeks prior to the event making way for meaningful partnerships to happen. The combination of exchange into its operation as an event alongside significance of the issue – Child rights, will make way for a highly potent product.

GCDP ICX Projects INR 1,50,000 All Six nationalized as well as Regional Projects will be sold under Micro financing highlighting value proposition of each project. Product Packaging. External Positioning.

Global Village INR 2,00,000 The gathering will see the ensemble of 60-70 Internationals at a single physical location accredited to cultural equality. The event shall be promoted throughout the first half of the year through the local support group of GCDP ICX.

Perpetual Revenue Generation LDP & LEAD

INR 50,000 Leadership Development project and LEAD through OGX for perpetual generation of money throughout the year This is a new initiative under the BD portfolio enabling income without actually selling, but instead incubating a business model. The two projects shall be


taken care of by EBC’s with complete teams throughout the year.

BOA Funding INR 50,000 The BOA shall be reviewed and revisited for their valuable contribution.

External Partnerships INR 2,00,000 External Participation in external event such as college events, youth fests, and key summits in the city of Chandigarh.

Program Sales – Micro financing

INR 50,000 Micro Financing being a slow yet effective way of revenue generation shall be taken up for all major programs as products.

Youth2Business Forum INR 2,00,000 The most successful event of AIESEC in Chandigarh recently shall come back and revive the same success, with most of the clientele built throughout the year, this shall be fruitful.

Total Amount Raised through External Relations and Engagement = INR 12 Lakh

3. What sources of revenue do you propose that will bring in regular income to the LC (apart from direct exchange programs)?

Models for Perpetual Revenue Generation throughout the year: Leadership Development Programme (LDP): The project shall be developed as a business model with external collaboration, alongside an LDP team working towards delivery of expected results, stakeholder management and synergy with business development. The business model shall result in monetary input throughout the year based upon activities of the allocated LC manpower-LDP team with external support involving revenue sharing. LEAD: The LEAD project shall move towards Youth Empowerment through the LEAD program with allotted manpower working on the same. Student outreach will be maximized for EWA to ELD conversion, with the constant support of OGX. The OGX responsible will be accountable for handling operations and volume of LEADs delivered resulting in perpetual income owing to direct physical and virtual promotions under partnerships. Micro Financing – Program Sales: Program packaging of all products available under all programs, followed by positioning in the external environment and then sales, throughout the year through micro financing. The procedure shall include a full time sales team working on sales leads, building the initial part of the partnership along with a delivery team, ensuring proper tracking and delivery of the partnership(s). These partnerships will be several and based upon small amount of funding, yet CRM with the same has to remain effective to drive growth in business development as a portfolio.


§ Financial Management

1. Describe your understanding of the role of Vice-President Finance in the LC.

2.Define a financially sustainable LC. How do you envision AIESEC Chandigarh in 2014 with respect to financial sustainability?

“A financially sustainable local chapter is one, with the Finance function contributing towards the growth of all programs by constant review of all possible financial implications, eradicating procedures rendering loss on a certain program, devising cost structures and revenue streams in regards to all stakeholders along with investment planning, making the specific program not only financial sustainable independently but also leading to the same sustainability to drive growth, ultimately imparting member education through established information systems, providing security of intellect and intuition developed over time.” The vision for AIESEC in Chandigarh for the year 2014: “AIESEC in Chandigarh, Finances will embark upon financial reviewing in programs, driving growth in them through financial sustainability, with exchange operations collectively being independent and sustainable in finances, whilst generating information systems contributing to knowledge management making intellect and intuition secure for the future, free from any debt; external or internal.”

3.What long-term action steps do you propose that will prevent the LC from facing a similar financial situation as it did in the previous year?

Local Legal advisory: A local legal advisory overlooking our processes and reviewing budgets and SOPs before implementation, guiding whenever in doubt regarding a financial implication surrounding local realities. Constant Financial Review of Programs: Review in cost structures pertaining to inflow and outflow regarding all stakeholders, keeping a check on skewed program growth.


Budgeting at all levels: Budgeting of all projects, small or big, MBs/EBs/OCPs/EBCs first priority when making a plan for their project/team or event, helping creating a culture of tracking respecting financial procedures at the same time, increasing accountability. Limiting growth in unsustainable programs: Limiting to grow in certain programs in the year 2013, i.e. GCDP ICX, setting up processes and systems for financial sustainability ensuring the same driving growth through experience delivery and stakeholder management making way for the best and biggest in 2014. Long –Term BD partnerships: Long Term partnerships for business development prospects in the near future. Constant member education: Member education on the financial sub system making membership aware about finances and causal effects. Information systems for KM: Information system developed in synergy with IM making way for safekeeping intellectual resources and SOPs. Outsourcing Infrastructure – The accommodation outsourcing Project: Establishment of the outsourcing project making infrastructure problems go away yet making a profit.

4. Attach an outline budget with respect to your ELD program targets,

including ER income from events, collaborations etc.

*The actual budget will vary in terms of inflow based upon targets and also the recon payable at the end of every quarter, which is variable depending upon the realities of AIESEC in India in accordance to the new Recon model! § Talent Management

1. What is your understanding of the distinction between TM as a function and TM as a program? Evaluate the performance of both in 2013.

TM as Program TM as Function

• The Program part of TM is directly linked to driving productivity amongst all programs, through TMP TLP processes and tracking of membership and leadership experiences.

• Review and mechanism of membership and leadership goals analysing trends and factors governing productivity towards results, strengthening process management by following TMP TLP processes analysing existing talent capacity and requirement.

• Strong communication and implementation channels to capitalize upon talent capacity.

• Development and management of pilot projects under the VP TM driving growth in ELD based on EWA

• The function part of TM is inked to proper functioning involving training and LEAD for the membership, ensuring membership and leadership health throughout the year.

• Strong recruitment synergy with VP Marketing based upon positioning of brand in the external market along with TMP and TLP as a product, made credible through external involvement/outsourcing GDs and TAs.

• Externally relevant selection procedures.

• Ensuring National Guidelines are being followed for induction management.

• Moving towards optimized recruitment for GIP, due to competencies required under talent allocation.

• Formation, development and sustenance of transition systems in between cycles of middle level management as well as


conversions.

• TMP – TLP tracking and management.

• Recruitment management and a talent pool for ELD conversion available throughout the year.

• EWA pilot projects.

executive boards and other operational teams.

• Track of MB performance and driving culture and performance related attitude in the MB through education on all fronts with the help of talent development team and the internal LEAD programme.

2. Analyse the recruitment’s conducted this year. What innovations do you

propose in the existing processes to make them even more effective for next year?

February Recruitment, 2012: • Recruited 48 People for the local chapter. • Low size delegation for RYLC – 28 • Weak member induction and training. • No integrated team experiences within department. • GD and TA outsourced. • Late start to recruitment, later Wanderlust introduced! • Lack of Synergy in OGX and Marketing driving no growth in OGX post recruitment -

IXP • Decent culture and work ethics • Hard working membership as seen in crucial times of April and May.

August Recruitment, 2012: • Recruited 116 people in the LC itself. • The batch got recruited by doing recruitment in a certain way defining the future sets

of recruitment for the AIESEC India network, making way for better brand positioning utilizing minimum resources and LC/EB time.

• A sizable delegation of 56 for RYLC. • No parent’s meet organized by the EB. • TM – Marketing synergy to sustain all colleges in recruitment process • Marketing made numbers happen in oGCDP through the positioning strategy and

effective capitalization. • A true sense of ownership is seen under incubation.

Innovations & Betterments: • Better partnerships with external organizations making the brand credible helping

packaging TMP – TLP as a better product. • Promotion and Marketing for LDP and LEADin! Designed to position TMP TLP as a

product way in advance in regards to timeline culminating in better brand acceptance and structured approach systems for college partnerships for recruitment later cracking for internships.

• Structured approach by synergy between Marketing and OGX for defining responsible and accountability of ELD conversions.

• Early start to February recruitment to kick off the year. • Synergy between VP TM and VP BD ensuring delivery of partnerships.


3. Propose learning & development plan for 2014, and how would lead to

evolution of membership learning curve and provide high quality leadership experiences.

The Learning and development followed for the local chapter for the year 2014 will be based upon the National directive and will function alongside the National trainers team – Nationally and Locally with the members of the same and a team selected based upon matching competencies!

There will be NO specific position for the project on the executive board but will be handed over to a Vice President on provisional basis as a project with expected results based on the National guideline and performance!

WHY is LnD required?

• Accelerate learning curve: The learning and development of the members of the organization is not fast enough and provided that we move into a stage where we need to talk and act upon micro experiences considering the large number of goals, we need to move into the formation where we can access and improve the growth of a learning which can be done through the LnD model!

• Low LC efficiency: The efficiency of members and the team leader of the local chapter isn’t something, which is ideal, which can be seen clearly through the member to exchange ratio, or though the operations carried provided the talent capacity that we have! We need to increase our talent capacity in order to first create frameworks for members to work in and then movie into efficiency issues!

• Low membership performance: The performance of membership, is an issue in every local chapter and we are no different, the experience which is essential for any member to excel in any form, is an exchange experience and if the performance of the very member is low in those same regards then, considering he/she is not under TLP, the organization AIESEC is not impacting that particular individual! For the same to be altered, we need Learning and development!

• Low retention rate: The Local chapter has collectively recruited more than 180 people in the entire year from the local reality, and what we see in a forum, a GBM or a local congress is the mere number of not more than a 100 individuals, including an MB, recruited mostly last year and the EB! The large gap in the number we recruited and the number we have retained has led us to a phase where we require pocket recruitments and the same hinders growth in certain portfolios since the same energy can be utilized in recruiting specialized TMP for a certain program, for example – Exchange Support functions or GIP. We as an organization really need to look into avenues for

• The team locally will be called the Local trainers Team(LTT)

• The team will be responsible for carrying out all operations of LnD as proposed!


engagement so as to maximize retention rate and have healthy engagement, out of which the latter is the measure of success!

• Lack of education: There has been a constant lack of centralized training and education of membership, at induction and intermediate timelines for a sustainable knowledge management, which has led to distortion in work ethic, not visible but the lack of growth in number of permanent members each year, since past 3 years i.e. 40-50, is evidence of the same. The stagnant state, which has lasted three years now, where we haven’t been able to give permanent membership to a lot of individuals, is not a good state to be in, considering the growth in operations, this number shall also grow, and then only, we can call ourselves sustainable.

• No responsible for organizational culture: The ultimate cultural responsible for the local chapter is the local committee president but culture being the very basic and essential need as it is, needs to be not only driven down but also lived by each and every experience provided. For the same to happen, we need a team responsible who can initiate and progress on the same lines, to make LnD happen!

Following are the objectives for an LnD plan for the year 2014:

1. Accelerate the learning curve, through a fast, focused and practical education. 2. Improve membership efficiency and performance, increasing exchange per member 3. Enhance management and Develop Leadership and soft skills through the LEAD

Program 4. Shape network behaviors and guarantee organizational culture based on

Organizational Competencies to achieve 2015 Vision. 5. Enhance knowledge management, using the Virtual Platform and implement AIESEC

University throughout the year 6. Foster network management awareness and effective Transition on all levels!

Action steps and Defined Role of the LnD responsible and the Team undertaking the same:

• Induction: Induction management of all new recruits on the pre TMP level and moving forward to induction management of all MB members of the pre TLP level, will use forums and virtual means of engagement with the help of the Local trainers Team!

• Transition short term, midterm and long term: Transition of all roles on all levels to ensure proper follow up on resources and management of knowledge on all levels of the organization, it is the most essential part of IM but not IM entirely, but an LnD model based on the same!

• LEAD short term, midterm and long term LEAD implementation and management based upon LEAD sensing of the local chapter, maturing over a certain period of time is what is required to be done, for LEAD to make sense and drive growth in the local reality otherwise will remain as a mimic program!

• Sales Development Program The LnD team shall help in building knowledge for the sales development of the local chapter so as to maximize operations and also develop practical knowledge in the membership, and tracking the performance growth post the same!

• Specialization Learning Program for selection members The members working on selections of a certain recruitment program or a OGX based selection shall be trained for the proper selection and allocation of talent, combined with organizational understanding defining the current needs and ultimately tying links with the LEAD program!

• Organizational competence The members will be engaged in models of engagement in order to fill organizational competencies in the shortest time possible, to promote micro experiences, for which,


each and every member/Team leader shall go through a centralized assessment! • Local Education Cycle:

The local education cycle for each program shall be evaluated and training and education for each of the programs shall be imparted based upon the same, at intervals, which make sense in terms of retention and engagement. The local education cycle will majorly be based on the AIESEC university model and an effort to pull off the same virtually entirely is the key!

• Project management methodology The project management methodology for each portfolio shall be analyzed and all MB members handling specific projects will be trained for running their projects on proposed timelines, efficiently and growth mannered! The same will help in formulating Standard operating procedures for a certain field of work ultimately sustaining the essence of the operation carried giving empirical view of the same in the future!

§ Marketing

1. What emphasis does Marketing as a function hold currently for AIESEC in Chandigarh? Critically analyse the same. Also evaluate its contribution to growth in ELD programs.

Marketing as a Function: Marketing holds a great deal of emphasis in AIESEC in Chandigarh currently as well as the year 2014

• Developing strategies for ELD programmes, contributing towards ELD growth through EWA programs.

• Leadership development project as a generator of perpetual revenue and help in YE; youth empowerment, tracking ELD conversion.

• Driving down National Strategies in the Local Chapter. • Management and leading direct marketing teams, PR head, advocating and

overlooking advertising as well as online marketing, marketing amongst the event management team and external representation for the local chapter enhancing brand visibility and consequent acceptance.

• Designing and implementation of criteria to measure efficiency and effectiveness of marketing, establishing review systems, governance of the brand of AIESEC in Chandigarh.

• Market Research to determine the competition of the organization in the local vicinity. Currently we are in need of some certain measures in the marketing function, which will make us embark upon a much better path.

• Social media management responsible for member education on Social Media and devising social media strategies for ELD conversion.

• Media relations and management for better brand visibility. • Tracking brand activation activities such as events, YE and opening/closing

conferences for projects. • Showcasing impact in the form of showcasing experiences linked via Project Reports,

Impact reports and Stakeholder experience sharing.

2. How should Marketing evolve in the LC in 2014? How do you see it contributing to ELD programs in 2014?

Evolution of Marketing: Marketing shall evolve as a centralized marketing cell for the whole local chapter responsible for marketing of all products available, maximizing brand evolution and acceptance through its strategies focusing on ELD growth amongst all programs. The portfolio shall be


responsible for marketing of al portfolio in various avenues created in synergy with the VP BD and the VP TM, through direct marketing, online marketing, advertisements, PR and event management’s teams positioning the product so as to maximize its visibility and the dimensions of prospective partnerships, giving the stakeholders several choices to choose from, allowing the concept of Product basket to capitalize upon it, again defining synergy with BD. The marketing portfolio is overall responsible for the brand image of the local chapter and member education on issues surrounding building and threats to brands in dynamic cultures like that of the city beautiful. Contribution to ELD programmes:

• Contribution to OGX through recruitment cycles and marketing integrated experiences. The portfolio and the function shall see better synergy in order to maximize on it huge potential to work as a growth driving machine. The year 2014 will see synergy systems tested in the first quarter, making way for better synergies and review in the remaining quarters.

• Contribution to ICX through showcasing the impact generated by the portfolio. The year 2014 shall see maximized avenues for positioning of products, made credible due to showcasing impact in the first quarter. The later quarters shall see collaborations across sectors synergizing with the VP BD creating physical and virtual externally relevant avenues to position and gain visibility through showcasing impact in the same. Marketing shall help product packaging and positioning to sell GCDP ICX projects driving growth across programs sustainably in accordance to finances.

• Contribution to TMP TLP through synergy is recruitment and ELD conversion through EWA, which has been a good case practice since May 2012 recruitment. The year 2014 shall see a better synergy based model between marketing and talent management for growth in TMP TLP through EWA activities targeted through marketing, under youth empowerment.

§ Communication & Information Management

1. What are the various spheres in the LC in which Communication & Information Management plays a huge role or can a play a huge role?

Spheres where information management shall play a huge role for AIESEC in Chandigarh in the year 2014:

• Sustainable knowledge management systems: Knowledge management and formation of information systems/projects where everything remains secure for the further generations to access as well as constant reminders about reviews and timely checks regarding knowledge levels and alignment to the LCs need regarding the specific area/direction.

• Internal Communication: Internal communication in the local chapter through internal newsletters, mailers, generating an IM culture in the LC involving and overall management of PODIO as well as Google groups/Facebook Groups.

• Exchange management: Internal Marketing is the sheer essence of CIM and has to be inculcated in all programs for better and smooth matching and building IR techniques. The same shall help in process optimization since it will decreas the time taken in matching forms in all programs better delivering efficiency and thus evolving programs. It is one of the few ways of how CIM can be tracked to cause growth in programs!

• Transition of Leadership roles: Formulation of a mechanism overlooking smooth and timely transitions for all portfolios across the hierarchy. The system shall help speeding up the process of transition. The VP TM and the VP IM shall work upon it


• Trainee – Management Systems: Trainee management systems, working in accordance of OS overlooked by the VP IM for efficient tracking and judicial use of resources of the local chapter.

• Financial tracking: Tracking of cash inflow and outflow, storage of the same for financial implications that might occur in the future.

• Process optimization: Process optimization at all levels of RMR, using techniques for effective communication and showcasing the right kind of content along with knowledge management in regards to all who get associated with AIESEC, is essentilal, espcially in the outgoing exchange program.

2. Comment on how you envision the role of Information Systems in the functioning and administration of the local committee in 2014.

Information systems will play a key role in functioning and administration of the local chapter in the year 2013. The establishment of systems across programs making way for smooth operations shall drive growth in the programs owing to formation of IM culture within the LC, helping transition go smoothly, through different shifts in the roles that an MB member or EB member might go through. The VP IM shall be responsible for driving growth through exchange management’s - element internal marketing, marketing the organization’s EPs and TNs in an effective way creating new ways to establish international Relations among international entities. Internal Marketing campaigns and projects such as the exchange website shall see consistent reviewing leading to better avenues for synergy and developments of such projects. The Function shall also administer the LCs IM needs with IM responsible from each portfolio, catering solving problems and finding new opportunities for the association and the network to grow stronger. All of this will cater to IMs stronghold and consequent administration of the local chapter.


BLANK PAPER CHALLENGE

Elements Current State Bridging the Gap Ideal State Structure • Basic and

Inefficient • Hierarchy

Based • Basic

Structures of Governance and Accountability

• Talent Capacity

• Talent Allocation and Talent sensing program

• Advanced and efficient

• Hierarchy driving strong operations

• Advanced structure of Governance and Acc.

Systems Non Synergetic Defining Synergy Models (Check Program section)

Synergetic and growth oriented

Style • Student Run Organization

Organizational brand and behavior in the locality

• Leadership Organization

Staff • Culture driving organization forward

Inculcation of culture in operational and organizational elements

• Culture driving Organizational growth

Skills No training model Sales Development program & CLO

Knowledge management driving growth

Strategy Inefficient and Pseudo

Test and procedd FAST.FOCUSED.SIMPLE

Shared Values Organizational culture driving Value and behavior

Showcasing Impact and Storytelling

Identification and propagation of shared values

• Strategy: the plan devised to maintain and build competitive advantage over the competition.

• Structure: the way the organization is structured and who reports to whom.

• Systems: the daily activities and procedures that staff members engaged in to get the job done.

• Shared Values: These are the core values of the company that are evidenced in the corporate culture and the general work ethic.

• Style: the style of leadership adopted. • Staff: the employees and their general

capabilities. • Skills: the actual skills and competencies

of the employees working for the company

Abhijeet Singh Manifesto 2014

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