• Date of Birth: 24.07.1994 (24 July 1994)

• Marital Status: Single

Business Development, Sales and Marketing

Graduated Class X with 92.6% Marks (ICSE) from

Yadavindra Public School, Patiala.

Graduated Class XII with 82% Marks (CBSE) from

Bal Niketan Model School, Chandigarh.

Bachelors of Technology in Electronics and

Communication at CCET, Chandigarh

Computer: Excellent Windows and Macintosh Skills.

MS Office, Windows Internet, Microsoft

Publisher, PageMaker and Photoshop, Excellent Internet Skills.

Languages: English, Hindi and Punjabi. I possess

excellent written and communication skills in all the three languages.

Organizational: Time management, excellent

Leadership, Communication &

Interpersonal and excellent team- working skills gained through

coursework, team work, school and college extra-curricular activities.

ACADEMIC ACHIEVEMENTS

Member, Editorial Board, Yadavindra Public

School, Patiala.

Member, Training and Placement Cell, CCET, Chandigarh.

Reading, Travelling and Soccer.

School Topper in the 7th National Science

Olympiad in 2006.

State Bronze Medalist & School Topper in the 3rd

National Cyber Olympiad.

High Distinction in Knowledge Assessment Test by the University of New South Wales, Australia in 2004-07.

Gold Medalist in Information Technology Fest at the

Indian Public Schools’ Conference in 2010.

Model (2012-13) for Calvin Klein Jeans and Kapsons

Fashion.

AIESEC (2013-Present):

Member- Incoming Global Internship Program

Team Leader- Incoming Global Internship Program

Organizing Committee President, Youth to

Business Forum 2014

Local Steering Team- AIESEC in Chandigarh

National Support Team- International Relations

Manager, Incoming Global Talent, AIESEC India

Quality Manager- Global Talent, AIESEC in India

National Support Team- Cluster Coach, Incoming

Global Talent, AIESEC India

Vice President- Incoming Global Talent, AIESEC in Chandigarh

Executive Body Coordinator, Chandigarh Youth

Speak Forum

National Support Body, AIESEC United States

PRANEET SINGH Address (Correspondence): 2300, Sector 23-C

Chandigarh 160 023 India

: +91 8146200486

Address (Permanent): 939, Ranjit Avenue C-Block, Amritsar 143 001 Punjab (India)

: + 91 (183) 2501375

Mobile: + 91 8146200486 Email: praneet.singh@aiesec.net

PERSONAL DATA

CAREER INTERESTS

EDUCATIONAL QUALIFICATION

HOBBIES

OTHER ACHIEVEMENTS

WORK EXPERIENCE

LANGUAGE, COMPUTER AND ORGANIZATIONAL

SKILLS

AIESEC in Chandigarh,

Welcome to a time of disruption- the most amazing time ever to be alive. We live in a time when we can only think of two states of the world: one that we desire- a

world which is defined by our dreams and one that we deserve; a world which is defined by our actions. But the ultimate challenge of mankind is to deserve the world that we desire.

Likewise, the ultimate challenge for AIESEC in Chandigarh is the ability to deserve a world

defined by its dreams. It is the ability to deliver AIESEC experiences that will enable us to grow disruptively, enabling us to take the power of LDM to every young individual in the city to

eliminate every inch of pain the world still suffers.

I believe we are privileged and honoured to be able to contribute to this disruptive youth

leadership movement directly through our actions. Our compelling vision for 2020 combined with the power of youth- the power to transform their lives as well as of others will make it

happen for us. But if we don‘t dream big enough amidst this beautiful noise, our actions will quickly outpace

our business model, leaving the organisation lost and directionless.

Our dreams must aim high if we want to grow disruptively. Our dreams will take us everywhere. In 2016, AIESEC in Chandigarh will witness a culture of trust, transparency and openness. It shall witness a culture of learning over education, practise over theory, risk over safety, pull

over push and resilience over strength,

It shall embrace an open community contributing to 2020 with shared intent, belief, resources and risks,

It shall witness an emergent ecosystem that will capture the hearts and minds- imaginations and ambitions of those both inside and most importantly, outside the organisation.

It shall drive innovation, automation and personalization quicker than ever before.

AIESEC in Chandigarh will dream like a child, risk like a fool, scale the imaginable and disrupt itself. My biggest advice to you before you flip the page over:

Never let reality decide who you are and what can be done. Reality is what you make of it.

Let us bend reality in 2016. Let us scale the imaginable.

"If you limit your choices to what seems possible or reasonable, you disconnect yourself

from what you truly want, and all that is left is a compromise."

— Robert Fritz

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

Team Member, iGIP (September- December 2013)

•Contribution: 2 Matches; Handled Delivery for 2 Interns.

•Learning: Standard Operating Procedure; Sales and Delivery.

Team Leader, iGIP (January- December 2014)

•Contribution: More than 60% of the exchange statistics- My RMR was 68-35-30; Sustainable IR with more than 10 countries; Piloted PBOXing.

•Won AIESECer of the Year 2014.

•Learning: Team Management, Skill Development in terms of Sales, Communication, Peoples Skills and Financial Management, Global Mindset.

President, Organising Committee- Chandigarh Youth to Business Forum 2014 (June- August 2014)

•Contribution: Hosted 420 delegates with a profit of Rs. 1.36 Lakhs; significantly the best Y2B witnessed by the LC then. Event Partnership with SACC India; went on to become a year-long partnership in 2015.

•Learning: I experienced handling a strong and powerful team; I learnt the power of resilience. Belief in your team and in your people can actually move mountains.

IR Manager and Coach- National Support Team, iGIP- AIESEC India (July- December 2014)

•Contribution: Handled IR with 16 countries for AIESEC India. Worked closely with the MCVPs towards adopting better frameworks for sustainable IR. Contributed to the Sales and Strategies for the commission.

•Coached Lucknow, Navi Mumbai and Dehradun. Navi Mumbai went on to win the Most Progressive LC in iGIP.

•Learning: Ownership toward the national entity, Coaching Skills, Project Management, Global Mindset.

Quality Responsible- iGIP, National Control Board, AIESEC India (October- December 2014)

•Contribution: Handled quality cases of iGIP against different local entities of AIESEC India; Responded to complains and queries of international entities as well as local entities.

•Learning: XPP and Compendium implications, their application and their importance. I learnt the importance of customer satsifaction and realised how a bad quality impacts a customer journey and consequently, his perception about AIESEC.

Chair- Local Steering Team, AIESEC in Chandigarh (September- December 2014)

•Contribution: Piloted projects with the team, Data Research and Analytics to help exchange portfolios and tracked performance of other departments as well as designed frameworks.

•Learning: Significance and Creation of Transition frameworks, importance of LEAD sessions, TTT, worked closely with the then LCP and understood the bigger picture behind our everyday actions.

Vice President, iGT (January 2015- Present)

•Contribution: 300% growth in the portfolio; 92 projections till date; Managed to build highly empowered TLs; Piloted Branding of Workplaces and Product Packaging; Won the TopGun Department and TopGun TL award; High Contribution to OCs and National Entity; Some of the biggest MC-LC and LC-LC Partnerships.

•Learning: Handling a large team; Handling failures; driving charisma in the team; shared belief is a crucial driving factor.

Cluster Coach- iGT, National Support Team, AIESEC India (January- June 2015)

•Contribution: Responsible for coaching, responding to queries of all Indian LCs w.r.t. iGT. Devising and Implementing National Strartegies in all the LCs.

•Learning: I learnt how to train and coach LCVPs, how to drive down strategies in the most simplest form, how to innovate as per their realities to help them with operations (Bottom-up).

Executive Board Coordinator, Chandigarh Youth Speak Forum (May- September 2015)

•Contribution: Hosted 530 delegates; Profit of 1.62 Lakhs; Esteemed set of speakers; Biggest outreach in terms of engagement and numbers; Significantly the best and biggest LC event till date.

•Learning: Formed a really strong team. The experience helped us realize the power of dreaming big and then working on turning those dreams into reality; I experienced activating the beast in some of the OC members, I helped some of the members realize their true potential; I could have signficantly worked on taking the back seat completely through the process.

2. What have been your main achievements and non achievements in AIESEC in the past?

(Mention a max of three each)

IR Manager- oGT, AIESEC United States (September- December 2013)

•Contribution: Handled IR between 9 country partners and all the US LCs; IR Coaching across the LCs. I piloted a framework to downscale IR Partnerships. Piloted an all new RIS model.

•Learning: Learnt and experienced a different portfolio; experienced working in an entirely different reality and most importantly, in a global learning environment.

Cultural Envoy for Exchange Development, OGX- AIESEC United States (September 2015)

•Contribution: Worked for piloting projects with the MCVP oGT, oGC, UR, Marketing over linking the top academic institutions to the greatest organisation in the world; using viral marketing strategies, building communities to take OGX forward in the US.

•Coaching calls with the entities.

•Learning: Autonomy provides the best platform for you to build, test and iterate products. I had a lot of space and freedom to innovate and consequently, create new strategies as per the US reality and therefore, I developed a bigger and broader perspective towards AIESEC.

VP, iGT

2015

•300% Growth in the portfolio; Recognised in the National Plenary during JNC 2015 for External Partnership for Sales, Opportunity Branding as well as Maximum Member Productivity

•Awarded as the TopGun Department; TL won the TopGun TL Award.

•Highly empowered and productive Team Leaders

EBC, YSF

2015

•I experienced leading a winning team of extremely diverse individuals.

•We sold 430 passses in less than days; I realised the power of shared belief and the power that each member holds.

•Hosted 530 delegates, made a profit of Rs. 1.62 Lakhs and significantly, the best youth event in the year.

OGX CEED, AIESEC US

•My first international AIESEC experience; worked towards piloting a new RIS model and other projects in the United States; learnt how Autonomous structure can bring out the best in you.

•This experience was a personal achievement because it awakened a lost part of me, I had a lot of time and space to read, innovate and pilot projects.

•I also had the opportunity to attend 2 consecutive events at the United Nations headquarters and contributed to building the youth gateway which is MGCY's primary tool to make SDGs happen.

Consistency among the TLs:

I failed to ensure consistency across all the Team Leaders. The department always saw some of the TLs do better

than the others.

Quality Management:

Irrespective of the current stable state, the year saw

some quality issues. I failed to ensure a consistently

perfect EP experience as the Quality Head.

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

capacity.

Regional Youth Leadership Conference September 2013 Delegate

Summer Local Conference June 2014 Delegate

June National Conference June 2014 Delegate

National Strategy Conference October 2014 Delegate

October Strategy Conference October 2014 Delegate

Annual Leaders Conference January 2015 Delegate

Take-off 2015 April 2015 Delegate

Summer Local Conference June 2015 Facilitator

June National Conference June 2015 Delegate

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?

It is a privilege to be on the Executive Board of AIESEC in Chandigarh. You are expected to be

at your best and also implies you to build the best leaders the world has ever seen; winners. My EB experience has been unpredictable and definitely, the most challenging AIESEC

experience till date. I would define it as an experience full of self-introspection and self-

invigoration. I feel honoured to have shared it with the best set of individuals one could have on the team. I won as many times as I failed. I also made sure that I do not leave out any

opportunity missed. Eventually, my teams and each opportunity helped me become a better team-player, a better leader and a better human.

My team would define my contribution as: -Active Learner

-Solution Oriented -Resilient

-High Performer

-Aggressive -Work-Oriented

-Competitive -Strategic Mindset

-Critical -Self-Sustainable

5. What aspect of your Executive Body term could you have significantly improved upon

(personally and as a team)?

-I could have improved upon more innovatory initiatives through the year.

-I could have improved upon adapting myself to the VPTL team in Q1.

-I could have improved upon bringing out the best in every EB member through consistent

feedback.

Talent Retention:

I failed to retain quite a lot of team members in the

department. I also failed to retain some of my TLs. On the contrary, it helped me become a better leader.

-Personally, I could have managed my examination process in a better way.

6. What are your three basic learnings/values for life, which you have derived through

your AIESEC experience? (Answer objectively)

- Give it your all, each day of the term- stay true to yourself on this.

- Loving what you do or doing what you love is the most important.

- Never limit your thought by reality; you shape your own realities.

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?

I have decided to run for the position of LCP of AIESEC in Chandigarh because I believe it takes

shared belief and shared dreams to achieve a shared vision and pull off a successful

transformation of the organization. I am a strong believer in the power of dreams and I believe

in the power of every young voice and every young dream.

But I am not a usual dreamer. I do believe that in 2016, together we will:

Live the true essence of providing leadership at every stage of interaction with AIESEC,

Feel the pain that still exists in the city and build our agenda to what the city needs,

Be accessible to every young individual in and around the city, regardless of the economic state,

Build a culture of Trust, Transparency and Openness,

Be an entirely data-driven organization- our decisions, our processes and our associations,

Embrace an open environment and let the crowd and community work together on designing

and delivering better experiences,

Associate with the world‘s biggest non-governmental organizations including the United Nations

to activate youth leadership for a sustainable world for future generations to live in.

These are some of my dreams. Imagine 100 more of such dreams painted together on a white

canvas and imagine everything on that canvas be turned into reality.

I believe AIESEC in Chandigarh is ready for disruption.

The qualities best suited for this role are:

1. Visionary: A strong vision for the future is a critical factor for any LCP. A strong vision

would ensure that the organization is prepared to witness the constant change in the future

and yet, stay true to its essence and accelerate.

2. Limitless Mindset: An LCP should not limit his thought by any action in the past or by any

factor associated with reality. An LCP needs to embrace the challenges and obstacles in the

past and the present, yet drive growth without considering any limiting factor.

3. Active Learner: Amidst the rapid digitization, an LCP should be capable of accelerating

growth by using the latest trends and technologies.

4. Agile: An LCP needs to be extremely agile and flexible. Being an LCP is also about

constantly evolving into a better person for the team.

5. Experience: Some things only come to you by experience. Through the term, an LCP‘s past

experience defines how he/she handles or control things.

I am best suited for this rule because I believe I possess all of the aforementioned qualities.

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?

Career Goals Personal Goals

Short Term Short Term

1. Become the LCP of AIESEC in Chandigarh

2. Host a Kickass NPC

3. Build an EB of dreamers willing to turn every

dream into reality

4. Associate with the UN for achievement of SDGs

5. Finish the year on 800 projections

6. Scale the Imaginable

1. Start going to the gym with my team

2. Maintain a proper diet routine

3. Spend more time with my mother

Long Term Long Term

1. Build a disruptive AIESEC in Chandigarh

2. Finish my graduation by May 2017

3. Scale the Imaginable

1. Travel at least 10 different countries

2. Fill my closet with suits

3. Highlight your time commitment throughout the whole of next year (till Dec 2016;

Academic or otherwise). Ideally, how much time should an LCP give to his role?

I have final examination for 5th Semester scheduled for December 2015 and then final

examination for 6th Semester for May 2016. Regardless, I shall be fully available for the LC

throughout the year.

Ideally, an LCP should be available 24 hours a day throughout the year for the LC.

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.

Model for Calvin Klein Jeans: In 2012, I spent my summer and early autumn as a

Model for CK Jeans in New Delhi. I later came back to the city and did some local photo-

shoots as well as ramp shows.

Learnt Java: Out of sudden curiosity in 2011, I learnt Java language in 2 months and

built 100 advanced level programs under my professor‘s guidance.

Contribution to UN Youth Gateway for SDGs: In New York this September, I

contributed actively in designing and prototyping the Youth Gateway at the United

Nations MGCY Summit on September 21-22, 2015. It was a 2 day process targeted

towards the tracking, digitizing and downscaling of SDG implementation.

Strengths Weaknesses

Action-Oriented

Active Learner

Agile

Solution Oriented

Focused and Goal Oriented

Emotional

Perfectionist

‗Yes‘ person

Ignorant towards health

5. Define AIESEC in Chandigarh‘s direction in 2016 in a single phrase or a statement. (Can

be a stand or a vision or a mission statement)

I define it as our Massive Transformative Purpose;

Scaling the Imaginable

6. Describe your leadership style? Explain how your style will be suitable for AIESEC

Chandigarh in its current state.

The below mentioned quotations describe my leadership style in the best way.

―If your actions inspire others to dream more, learn more, do more and become more, you are a

leader.‖ – John Quincy Adams

―Become the kind of leader that people would follow voluntarily; even if you had no title or

position.‖ — Brian Tracy

―Effective leadership is not about making speeches or being liked; leadership is defined by

results not attributes.‖ — Peter Drucker

My leadership style is defined by:

-Visionary (It helps me to inspire others to reach higher, dream bigger and achieve greater)

-Action-Oriented ("Vision without execution is Hallucination.‖)

-Risk-Taking attitude (Every challenge opens doors to unprecedented opportunities)

-Active Learner (Take every opportunity as it comes to learn, contribute and grow) -Result Oriented (Leadership is defined by results, mere talking does not help)

I believe that the ability to balance multiple leadership attributes will allow me to

lead AIESEC in Chandigarh in multiple dimensions.

7. What power does the role of an LCP carry and how do you intend to wield this after

becoming (the LCP)?

1. An LCP holds the power to lead the Executive Board and the Membership towards the

LC vision.

2. An LCP, with his Executive Board holds a strong influence over the key decisions and

strategies as well as the organisational culture, structure and other significant aspects of

the local committee.

3. An LCP is the overall responsible for the global, national and local representation of the

local committee in terms of the stakeholder experiences and LC activities.

I intend to wield this power by:

Creating an open ecosystem that fosters Imagination, Growth and Innovation

Creating a culture of Trust, Transparency and Openness

Making AIESEC in Chandigarh loud and relevant in every action, every experience and

every activity

Transforming into a data-driven organisation- decisions, strategies, partnerships and

operations

Leading the movement of Scaling the Imaginable

Section E | LC Administration

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

2. Analyze the trends of the past five years (including 2015) 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 2015.

Direction Governance and Accountability

Administration EB Management Representation

Taking the LC towards a

shared vision, ensuring the focus areas are met and the context of the year stays true & relevant.

Always available for

the LC Ensure healthy and effective accountability mechanism in the LC Legalization of the organisation

Empowerment of the LC

Driving operations and high quality stakeholder experiences Ensuring implementation of strategies

Lead, direct and review the

EB Coaching and Mentoring the EB EB Support System at all times

Be the face of the LC

External & Internal Representation Flowing down the national direction and strategies

2011: Dream Unlimited -More than 400 matches -Big Recruitment; Low Retention

-Hosted 2 conferences

-Focus on National Alignment of the LC Operations

2012: Passion Purpose Performance -The year started in a debt -Good set of recruitment in August

-Best IM and oGIP in the country -Focus on pipeline building -Ended the year by getting off the debt

2013: Delivering Promises -Good exchange pipeline -Strong Management Body

-Better internal network presence -Good August recruitment; High Retention

and Strong team cultures

-Focus on brand presence and evolving events

2015: Insurgence -Fair exchange pipeline -Focus on MB empowerment; 2 MB

Summits -High contribution to National Plenary

through NST and ECB

-Hosting a National Conference -Good momentum in GIP

2014: The Invincible -Low exchange pipeline

-Focus on Learning and Development -Strong Exchange Support

-High contribution to national plenary through NST and NTT; 2 EB members on

the Indian MC

-Good momentum in oGCDP -Hosted a National Conference

3. What according to you will 2020 be for AIESEC in Chandigarh?

In 2020, AIESEC in Chandigarh will continue to disrupt itself. It will be a phase of the local

chapter when it will achieve everything it imagined, every painting it could draw on a white

canvas through these 5 years.

AIESEC in Chandigarh will be a coherent exponentially growing youth leadership movement in

the city, entirely backed by data.

AIESEC in Chandigarh shall embrace an open community of 10,000 brand advocates in and

around the city and more than 500 members with the highest rate of learning in the network.

AIESEC in Chandigarh will deliver 3,500 high quality experiences, turn 5 expansions into LCs

and have an NPS of 75+.

AIESEC in Chandigarh will continue to be a pioneering local chapter with immense global and

national contribution through active GSTs, NSTs and ECB members and the highest number of

BCPs.

AIESEC in Chandigarh will be recognised by the United Nations Major Group for immense

contribution towards the Sustainable Development Goals.

AIESEC in Chandigarh will be recognised by the Ministry of Youth Affairs for immense

contribution in activation of youth leadership in the city and serving unprecedented

opportunities for aspiring youth entrepreneurs.

Alumni of AIESEC in Chandigarh shall be working closely with the United Nations for Peace and

fulfilment of humankind‘s potential.

Alumni of AIESEC in Chandigarh shall be nominated for the Noble Peace Prize for their selfless

contribution towards the SDGs and ensuring World Peace.

4. What focus areas do you propose for AIESEC in Chandigarh in 2016? Explain briefly.

Strengths

High Operational Knowledge and Resources

Significant growth in GIP

Strong presence in the internal network

High contribution to National Plenary

Highly empowered MB

Weaknesses

Weak synergy with functions

Lack of consistency in operations

Lack of profitable investments

Opportunities

Acquiring Lucknow as an expansion

Fine exchange pipeline

Fair number of iXPs

Signifanctly big and profitable YSF

Fine set of Recruitment

Board Engagement initiatives

Threats

Financial unstability in iGC

40% T vs. A till September

LDM at every stage of interaction with AIESEC

Digital Transformation

& Data-driven

Approach

Digitizing our processes

will help us reduce

customer gap by

attracting more young

people to our portal.

Gamifying our

engagement processes

through high quality

content will foster

compelling interactions.

Data will drive our key

decisions and strategies

and enable us to tailor

our approach towards

our customers through

useful business insights.

Interconnected network of

our members, alumni,

clients, key associates and

partners that will connect

together on a single

platform to allow more

people to engage and

create value

This will allow us to

capitalise on our strengths

while harnessing the

capabilities and assets of

others to ideate, generate

and develop new products,

enabling P2P engagement,

brand advocates.

Foster a shared ecosystem

in which members can find

solutions to their bottlenecks

and continuously experiment

in an autonomous structure,

finding partnerships within

the community to implement

the solution through the

Lean startup approach.

Validating assumptions and

iteration upon constant

feedback from the

community will result into

seamless experiences and

diversified products.

―A moment of disruption is where the conversation about disruption often begins.‖

-Steven Sinofsky

5. Propose the organizational structure (for the Executive Body only) that you plan to

follow for the next year.

6. 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 2016?

2015 2016

-Pioneering local chapter

-Known for humble, bold and fearless attitude

-Contribution to the National policies through

National Steering Team and Focus commission

-Contribution to National strategies through

participation in NST, NTT and ECB by EB, MB

and GB members.

-Contribution to expanding the network

through self-sustainable entities (Jalandhar,

Dehradun and Thapar University)

-The first local chapter to disrupt itself

-Pioneer local chapter to embrace digitization

and integrate other accelerating technologies

in the customer journeys

-Generating maximum BCPs in the network

-Pioneer local chapter to associate with the

United Nations for exchange

-Loud and empowered presence in National

and Global Plenary

-Greater contribution to National Steering

Team and National Support Team

7. Enlist the key events that you intend to deliver in your year with proposed timelines.

Annual Stakeholders

Engagement Event

First step towards building a

community; will host Alumni, Clients, UR and other

associates to talk about

January 2016

Strong Community

driving exponential

growth

Foster Innovation

for Product

Diversification

LCP

VP ER VP TM VP Data

Management VP M &

PR VP F

VP Expansions

VP oGC x2

VP oGT VP iGT VP iGC

x2

creating value together

through the year.

February Recruitment Bring in new membership; Pilot virtual and gamified

induction to compress timelines, enabling them to

begin efficient operations. Pilot semi-digital recruitment

process, record data and

turn them into useful insights.

January-February 2016

MB Summit Transitioning the TLs into a self-driven mode; preparing

them to align operations

with technologies for disruptive performance;

Portfolio planning for the first 6 months.

February 2016

AGM Introducing the year plans and aligning the LC with the

context of the year.

February 2016

Local Conference Review the performance in the past; Recognize the

innovations, the winners and the ones who dreamt big

and failed.

Launching key business insights that will help deliver

a bigger summer; Final strategy towards JNC

May 2016

June National Conference If the financial state allows, we will bid to host JNC 2016.

June 2016

MB Summit Empower the MB to

welcome and train the August recruits; Review

existing plans and strategize for the months ahead

July 2016

August Recruitment Bring the next bunch of new

members to fulfil the talent capacity

July-August 2016

Youth Speak Forum Premier Youth event of the year; Key event to collect

data and build customer

insights; Opportunity to activate greater number of

brand advocates and attract more people to our digital

platform. One of the key events of the

year to engage our

community.

July-September 2016

October Local Conference Review the year; recognize

the innovations and celebrate the experiences

delivered; Envision a bigger

2017 and strategize for ending a stronger 2016.

October 2016

Chandigarh Business Forum Engagement event for

Clients/Alumni/Associates

November 2016

Balkalakaar Series of event for Social December 2016

Impact

8. Critically analyze 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?

9. Describe the role an EB member will play in the LC (around performance & attitude) in

2016. What according to you will be the most important trait of an EB member in 2016

and why?

Around Performance Around Attitude

Drive operations through strong performance,

high productivity and maximum efficiency

Humble, Bold, Integral and Fearless; Open to

Give and Share

Ensure high quality and seamless customer

experiences with leadership centricity

Be the face of the LC at all times; Strong

networking ability

Foster a culture of innovation, encouraging

evolution through constant experimentation

backed by quick feedback

Lead by Example

As the Department head, administration of the

portfolio as well as providing strategic direction

Accountable to himself, LCP & the LC

As the HR head of the department, ensure

induction, training, development and retention

of the members

Empower the LC to Dream bigger and Achieve

greater

Ensure proper functional knowledge and scope

of synergy

Data-backed decision making and approach

Build on the learning capability of every

individual in the department

Immense National and Local contribution

The most important trait will be the belief in the power of dreams and imagination; in 2016,

what will matter is that how far an EB member will go with his team to scale and win every

2015

- Humble, Bold and Fearless attitude

- Strong office culture

- Less belief in Exchange Support

- Weak response to TopGun

- Growing iXP culture

- Highly skilled HR

- Weak LDM incorporation during EwA and Community Phase

- Safety over Risk

- Push over Pull

-Stronger offfice culture

-Greater iXP culture and initiatives

-Foster innovation and experiementation

-LDM at every stage of interaction; Short- term AIESEC experiences and restructuring OPS and RIS

-Digitize our processes; Data-driven decision making and processes

-Gamified engagement for LnD and training

-Stronger Functions integration

-Risk over Safety

2016

dream, take the power of LDM to more and more individuals and deliver seamless AIESEC

experiences through innovation and experimentation.

Risk taking attitude and resilience against failures should be embodied inside every EB member,

and consequently every LC member.

Together we will dream like a child; risk like a fool, scale the imaginable and thus, disrupt

AIESEC in Chandigarh.

10. Propose a Governance & Accountability model for the LC for the year 2015.

11. According to you, what role will AIESEC play in the city of Chandigarh as an

International Youth Organization in 2016?

Board of Advisors

EB

MB

GB

LCP

-The Board shall be accountable to their role and responsibility through the Board

Charter -LCP and the EB shall be accountable to

the Board

-Quarterly review of the EB by the LCP -Quarterly review MBM by the LCP

-Bi-yearly Board Meeting to review the LCP and the LC -LC Auditing of budget and finances by FTF -Members will be held accountable by defined Job Descriptions

Section F | Programs

1. What will be the changes that will leverage the volume of AIESEC in Chandigarh ELD

Experiences in 2016? How are these connected with the external environment?

Program Evolution Proposed Top Strategies Relevance with

External Market

iGT Global Entrepreneurs 1. University Partnerships

2. Association with External

Corporate Communities

3. High Quality and

Consistent Content Creation

-Sourcing talent from

the top universities

across our partner

countries

-Association for brand

positioning and

external presence

-Consistent content

for external brand

building and value

creation

oGT Global Entrepreneurs 1. UR Capitalization

through Short-term

initiative.

2. Strong IR for

-Strong need of IT

talent in the world

with the tech-startup

wave;

Take the power of LDM to a community of 1,000 young individuals

Deliver 880 leadership experiences through international exchange

Be the exclusively credible youth organisation to offer

youth insights backed by data-analytics

30+ Media appearances

500+ Students impacted

Association with the U.T. Government for encouraging youth entrepreneurship in the

region

90+ Organisations impacted

200+ Members impacted

Send atleast 10 students from minor communities on an international exchange

Give a platform to the city for direct contribution to the

United Nations SDGs

50+ NGOs impacted

600 International interns impacted

compressing timelines and

standardized campaigning

3. IT and Marketing as a

strong focus

-Association with

startups dealing with

Alumni groups of the

tri-city institutions

iGC Run SDG relevant issues

and Digital India on mass

scale

1. Run projects on issues

that have a unique selling

point for Indian market to

drive 50% of the exchange.

2. Pilot Digital India project.

3. Association with External

Organizations with similar

missions including the UN

MGCY.

-Drive Financial

profitability through

relevant projects

through Micro

funding, Crowd

funding and

Investment through

CSR initiatives by

organizations in our

community.

-Data-driven tailored

approach to provide

valuable insights into

customer behaviors

while investing into

CSR

oGC Leveraging from

Community

1. Greater association with

UR, youth communities to

create Brand Advocates for

Peer-to-Peer value creation

and marketing

2. Digitization of

Engagement processes,

attracting more people

towards our portal with

high quality content to pull

them towards our

community.

3. Driving exchange

through Expansions, SUs

and IGs.

-Data-driven insights

for tailored approach

on high-value

markets, right

investments and

associations.

-Heavily promoting

project carrying

relevance to SDGs for

establishing new peak

in association with UN

Major Group of

Children and Youth.

Global

Leaders

Learning Dashboards 1. Real time growth metrics

of every member to track

their performance and

learning capacity.

2. Short term AIESEC

experiences for LDM

implementation at EwA

stage

―The Millennial

generation is wired to

compete.‖

Transparency through

dashboards will

increase in greater

accountability and

help to better deliver

3. Gamifying induction, LnD

initiatives as well

integrating gamification

into everyday operations.

performance goals.

2. 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

Program Particular Target Total Target

iGC Footprints

Conserve

Healthcare

Women Empowerment

Score

Lens

Worldview

Rising India

Digital India

Expansions

60

60

50

50

10

30

30

30

30

90

440

iGT Marketing

IT

Teaching

Business

Administration

Expansions

60

90

30

40

20

240

oGC Inbound

Outbound

Expansions

100

150

35

285

oGT Marketing

Teaching

IT

Business

Administration

Expansions

25

10

15

10

7

67

3. What action steps do you propose for a stronger quality of experiences delivered?

4. How can the Customer flow be leveraged out of for delivering a strong 2016?

Data-driven approach will

help us tailor our approach

and attract high-value market

segment of our potential

customers.

High Quality Content and

Gamified engagement on our

digital platform will attract

maximum users and foster

compelling interactions.

Strangers on our portal will

get accompanied by our

digital systems through the

customer flow, ultimately

becoming a part of our

community. On our

community platform, they can

engage and learn with

AIESEC, experience our

products virtually or design a

custom internship for

themselves!

Every core team member can

constantly evolve by

experimentation. Finding a

solution to a bottleneck will

become so much easier!

Members can visit our

community platform for

suitable partnerships to

implement the innovation,

validate their assumption

through the lean approach

method, receive instant

-Chief Data Officer will ensure that transparency is maintained through Dashboards; data records will ensure alerts on timelines, helping in better delivery on performance goals. -Logistical partnerships will be signed for transportation, accommodation and other necessary logistics to ensure seamless experiences -JDs shall hold members accountable -Standardised processes shall ensure smooth and ordered functioning of the customer flow.

feedback and design

breakthrough products.

Section G | Functions

▪ External Relations

1. Propose key projects for BD in 2016. (Explain briefly)

Project Details Actions

External Partnerships Also a key focus area; 2016 will

witness the greatest association

of AIESEC in Chandigarh with the

biggest and the most aligned

organizations to achieve a shared

vision, shared goals and co-

create and deliver leadership

experiences.

“You become as big as the one

you associate with.”

AIESEC in Chandigarh shall

associate with aligned

organizations including the

United Nations MGCY,

incubators, alumni-run

concerns, other startups and

organizations for exchange

development, monetary

funding, in-kind logistics and

sharing cutting-edge

technologies.

Project and Event

Sales

Sales in 2016 will tailor their

approach through data-driven

meaningful insights on customer

journeys that generate the most

value, customer behavior and

share of influence across stages

of decision making.

Data-analytics driven insights

will help us target high-value

market micro and macro

segments to sell iGCDP

projects and Events.

Community

Engagement

AIESEC in Chandigarh shall

embrace an open community of

alumni, customers, core team

members, stakeholders and like-

minded young individuals.

Building a community to

engage everyone within the

open-sourced intellectual

platform will help us design

products together that would

help us reach as many people

as possible in the fastest way.

This will also help us validate

new ideas and learning,

allowing agility in the processes

with quick implementation.

Board Management 2016 will witness everyone at the

top, working together in full

agreement, to achieve a shared

vision and pull off a successful

transformation of AIESEC in

Chandigarh.

The major projects, decisions

and key strategies shall be run

through the board, ensuring

adaptability of the plans with

external trends.

This will help us increase

“40 most influential board chairs

of world’s largest corporations

are more aware of accelerating

disruption than the CEOs.”

accountability at the top-level

because of shared ideation and

interests, ensuring more

support from them as we plan

to re-tool our organization with

accelerating technologies.

2. Evaluate the performance of BD in the year 2015 (for Chandigarh)

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

ground realities faced in the LC in 2015.

Event Target Revenue Details

Recruitment Rs. 3,00,000 Selling Brand presence and

outreach as well as youth insights

backed by data analytics of 5,000

students of the tricity.

Youth Speak Forum Rs. 4,50,000 Selling the wide scope for brand

outreach, networking as well as

youth insights backed by data

analytics through local survey and

digital engagements. Revenue

through pre-events is included.

iGC Project Sales Rs. 3,00,000 While we transform into a data-

driven organization, it will be easier

for us to sell iGC projects with

deeper market insights and data to

showcase our credibility. The strong

wave of Digital India and a deeper

association with the Govt. since YSF

will facilitate further.

Strengths

-Strong Board Engagement

-External partnerships

-Alumni Engagement

Weaknesses

-No iGC Project Sales

-Fund raising

-Insufficient Event Sales

Opportunities

-ELD through SACC Partnership and Alumni

-Event-selling

-CSR Initiatives

Threats

-Inconsistent Membership

-Unsuitable market to drive huge sales

Chandigarh Business

Forum

Rs. 1,50,000 Annual Board/Alumni/Client

Engagement Event- The event will

have a registration fee for external

corporates and shall be sold to

organizations with corporates as

their target.

Balkalakaar Rs. 1,50,000 BKK will happen with other CSR

initiatives to make it more sellable.

It will be sold to organizations

looking to invest in CSR.

LC Partnerships & Crowd

funding

Rs. 1,00,000 Partnerships through the year for

brand outreach and youth insights.

Other Products Rs. 50,000 Data Insights, MDPs, GBMs and

Local conferences.

Rs. 15,00,000

Fact- The World Bank predicts crowd funding to grow to $93 billion by 2025.

▪ Financial Management

1. Define a financially sustainable LC. How do you envision AIESEC Chandigarh in 2016

with respect to being financial profitability and investment-friendly?

An LC is financially sustainable if:

-There is adequate liquidity to sustain all the operations

-It is self-sufficient in case of zero BD fund raising

-It has sufficient reserve funds to pay the next recon and avoid a state of debt

-Every LC event generates a profit of minimum 50%

-It is able to cover all expenses and still managing to maintain 20% of exchange income

Finance in AIESEC in Chandigarh in 2015:

-Gamified financial education and knowledge

-Standardization of Processes

-Maintaining digital contracts

-Managers and FTF in effect from Q1

-Proper budgeting to hold everyone accountable

-Quarterly Financial review of every department by FTF

-Data-driven insights for smarter investments

2. Attach an outline budget with respect to your ELD program targets, including ER income

from events, collaborations etc.

Source Income (50% T vs. A) Expenditure (50% T vs. A)

oGC Exchange 18,75,000

oGT Exchange 4,50,000

iGT Exchange 16,50,000

iGC Exchange

320(Normal iGCDP)+

30(Worldview)

4,10,000

iGC Interns

Normal Intern- $150

15,75,000

ER Income 7,50,000

Recon (considering Rs. 4000

as average recon money)

17,60,000

Intern House 10,50,000

Investment on Membership 5,00,000

Marketing Budget 3,00,000

Event Expenditure 3,00,000

Expansions Expenditure 1,00,000

LC Reserves 7,50,000

Miscellaneous Investment and

Expenditure

5,00,000

Total 67,10,000 49,60,000

3. Evaluate the performance of Finance in the year 2015 (for Chandigarh)

Strengths

-Proper Budgeting

-Proper Financial Tracking

-Profitable YSF, Recruitment and Conferences

Weaknesses

-Lack of Financial Education

-Inefficient return tracking of Marketing Investments and Conferences

Opportunities

-National Conference

-Shift to AXIS bank

-FTF, Dept. responsibles & TLs

Threats

-iGC Firefighting expenditure

-No project Sales

-Inadequate maintainence of contracts

▪ Talent Management and Learning & Development

1. What is your understanding of the distinction between TM as a function and TM as a

program? Evaluate the performance of both in 2015.

TM as a Function TM as a Program

-Tracking the experience and leadership

journey of every member

-Tracking the performance, productivity,

efficiency, learning capacity and capability of

every member

-Providing tools for tracking of team minimums

-Evolving better leadership experiences for

team members

-Preparing induction and training models for

members

-Assisting the LC with LEAD frameworks to

ensure a health LDM implementation and IJ.OJ

fulfillment

-Fulfilling talent need of the LC

-Running RnR Campaigns to boost productivity

-Taking initiatives to boost iXP in the LC

-Understanding and Implementing GL

principles

-Integrated experiences with people on dual

roles

-GLP management and tracking

2. Analyze the recruitment conducted this year. What innovations do you propose in the

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

In 2016,

-Digital Recruitment Process; Digitizing interactions and engagements with our sign-ups and in-

process applications

Strengths

-August Recruitment

-MB Training

-GIP member productivity

Weaknesses

-Ineffective TopGun

-Ineffective measures for member exits.

-Delay in early recruitment for GC

Opportunities

-Insurgence Campaign

-Recruitment

-Growing iXP culture

Threats

-Low retention of Feb. batch

-Inefficient Team minimums tracking

-Follow-up of LEAD and other LnD initiatives

-Peer to Peer Mentoring and Learning

-Gamified employee assessments for skills assessment; accordingly decide their optimal

suitability in the departments

-Backward Planning for Productivity-dependent recruitment

-Data-driven approach for targeting market segments for specific talent fulfillment

-Track processes and data through Dashboards

-Gamified Induction and Training models

-Recording data during every process to generate credible youth insights

3. Propose key projects for TM and L&D for the year 2016.

Project Actions

Dashboards Dashboard with data analytics and insights into

the development of our members with OKRs,

performance and reviews and feedback/rating

by co-team members.

Deciding Optimal Suitability of Members

for different roles

As per real-time performance metrics of

members, they shall be divided into:

Optimizers: Run large operations at scale

and maximise efficiency

Scalers: Work on proven models and existing

BCPs and further grow them

Evangelists: Innovate and Scale new ideas

and move them from idea stage to

implementation stage

Gamifying Learning and Development Every gamifying initiative will include:

Dynamics: Motivating team behaviour

through scenariois, rules and progression

Mechanics: Help to achieve goals through

teams, internal RnR and feedback

Components: Tracking progress through

real-time metrics (dashboards) and virtual

points.

Gamified Virtual Induction and Training Amidst the progression into a world of Virtual

Reality, transforming into a system of gamified

virtual training and induction with integrated

scenarios will prove to be a powerful tool in

learning and skill development.

This will particularly eradicate the problem of

lack of education in operations and functions.

―Human beings are wired to compete; Gaming is not just what young people do but it defines

who they are.‖

―Gamification should empower people, it should feel good at the end of the day because you

made progress towards something that mattered to you.‖

4. How do you see LDM contributing to 2016 and customer experiences? Propose a model

for the same.

One of the key focus areas for next year shall be proving conscious leadership

experiences at every stage of interaction with AIESEC.

Any customer who interacts with AIESEC during EwA stage, ELD stage or during the

Community stage should be able to experience and breathe the power of LDM.

What? How? Why?

Short-term

AIESEC

Experiences

• To step into a world of disruption and

impacting 3,500 people by 2020 and

recruiting TMP twice a year is not

enough.

• If AIESEC needs to become a loud and

relevant leadership movement in the

city and grow disruptively through the

power of LDM, let us be open to the

idea of letting like-minded young

individuals experience leadership

through an OC experience or specific

projects.

1. More young individuals can

experience the power of

LDM

2. Expansive Community in

terms of Brand Advocates

3. Leverage on external talent;

enables (un)learning and

adaptability

4. Increased Loyalty towards

AIESEC; Opportunity to

reintegrate these people

Culture of iXP • LDM integration and realisation in the

lives of our members will be stronger if

they experience the product that they

largely advocate and sell.

1. Stronger belief in LDM and

thus, our products

2. Huge opportunity for Cultural

Acceptance, Product

Revamping as per externalities,

Maximise Value Capture and

Collaborative growth.

3. Will open doors for

maximising IR.

Conscious

Leadership

Development

• Making LDM a conscious leadership

development in the minds of our

customers is important. OPS and RIS

for EPs and real time growth and

learning metrics through Dashboard

should make members realise how

they are undergoing a conscious LDM

journey.

1. Members will be able to

realise, narrate and share the

story of LDM.

2. LDM will have a stronger

impact on EPs before they start

their experience and will help

us close their experiences

making them realise of the

conscious leadership

development that they had

undergone.

3. Ensure life-long belief and

relationship as well as brand

affinity.

▪ Marketing

1.What emphasis does Marketing as a function hold currently for AIESEC in Chandigarh?

Critically analyze the same. Also evaluate its contribution to growth in all ELD programs,

including Global Leaders Program.

-Products (Global Talent, Global Citizen & Global Leaders) | Brand building for the Products

-Places (Universities, Colleges, Organizations, NGOs etc.) | Brand positioning across the

institutions

-Promotion (Social Media, Digital Media, On-ground, Email)

-Price (Cost of forms, Cost of internships)

2. How should Marketing evolve in the LC in 2016? How do you see it contributing to ELD

programs in 2016?

Facts-

The world has over a trillion hours a year of free time to commit to shared projects. By 2020,

the number of hours will triple.

Word-of-mouth recommendations from peers affect 92% buying decisions

▪ 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? Propose innovations for all of

the spheres.

Gamifying Customer Engagement-

Foster compelling interactions

•Digitizing (Simplify and Automate) every possible interaction with the customers

•This will help us give potential customers a platform to design and personalize our products, also revealing features and functionality of our products.

•The platform shall also engage them through online activities and campaigns therby, creating firm and engaging experiences to convert users into loyal customers.

•Ultimate Aim- Getting quality leads of organisations and students that look forward to engage with AIESEC.

•Continuous testing approach- Validating assumptions around the new campaigns

Crowdsourcing through our Community-

Connecting with others to create value

•2016 will witness an interconnected network of our core team members, alumni, partners and stakeholders and every like-minded young individual on a single platform.

•We will leverage 'cognitive surplus' of our community for idea generation, content creation, designing, funding, marketing or create any additional functionality for our products.

•It will create a wide scope for peripheral innovation as numerous people will be working together as well as create a rich knowledge base of answered questions that will drive product insights and improve customer satisfaction.

Peer to Peer Marketing-

Creating a massive Brand Reach

•Build a long term association with existing customers by making them brand advocates and leveraging their hyper-connected network to increase our brand reach.

•We will create high quality content that resonates with people and is worth sharing in like-minded networks.

•Advocates will recommend our products, share our brand content on their social media with healthy reviews.

•Ultimate Aim- Delivering the best consumer experiences to retain the brand affinity and association our customers develop.

2. Comment on how you envision the role of Information Systems in the functioning and

administration of the local committee in 2016

Externally-driven IT

Leverage external communities (developers and designers) and

parternships with startups for new products (applications), internal services

and open-platforms.

Business Intelligence

Data Management system that will use defined proccesses and technologies to transform raw data into more strategic,

tactical and operation insights that could foster data-driven decision

making.

Section H | Blank Page Challenge

In 2016, Data Analytics will help drive personalisation and automation quicker than ever.

Tailoring our approach by turning data outputs into useful insights on:

-Customer's multichannel behaviour

-Customer journeys that generate the most value

-High value microsegments of our market

-Share of influence in decision making

-Customer Impact to prioritise where to invest

Algorithms will allow us to offer customers recommended products backed by analytics based insights resulting in compressing timelines and eliminating inefficency.

Data-Analytics

In 2016, real time value and growth metrics of each team and each individual, will be tracked, gathered and analysed, helping us measure the learning capability of the organisation

This will help us monitor metrics actively and align incentive, creating a culture of transparency and continuous learning.

It wil track and measure everything ranging from ideas in an internal conversation to every sales deal and every marketing campaign and operational activity.

Transparency will ensure all stakeholders to better deliver and achieve performance goals.

Objectives and Key Results will encourage disciplined thinking as well as focus efforts.

Dashboards

Tracking Experimentation from Learning Dashboards

•How many experiments did TM/Marketing/Sales/Operations run during the previous week?

•How many innovative ideas have been collected this month? How many could be implemented?

•What percentage of total revenue of a department is driven by new products resulting from innovations in the last 3 months?

Showcase the year 2015, the steps leading to 2016 and how will 2016 be for the

Local Chapter, should you become the Local Committee President in 2016. This

space is completely open.

…they dreamt like a child, risked like a fool and watched their dreams turn alive.

Imagination and Technology was all it took. They disrupted themselves, they scaled the

imaginable.