SECTION A
“To improve is to change; to be perfect is to change often.” -Sir Winston Churchill
I have seen this entity grown and I am proud of what my role has been in this society. I have developed my skills and found motivation in other sphere of life as well. I want others to have the same benefit as I did. Hence, I want to take the charge to take this to new heights and evolve into a high-performing entity.
“It doesn’t matter who we are, what matters is our plan” Keeping it short, here I present my manifesto for the position of LCC of AIESEC in Thapar University for the year 2013.
SECTION B
NAME ANANT KATYAYAN
ADDRESS A-315, HOSTEL H, THAPAR UNIVERSITY
PHONE +91 9592730754 , 9560711381
EMAIL [email protected]
ACADEMIC QUALIFICATIONS
Class 10 Tagore Intl. School, Vasant Vihar
86.8%
Class 12 Tagore Int. School Vasant Vihar
83.4%
AIEEE rank : 22393.
Currently pursuing Bachelor of Engineering (Electrical, Third year) from Thapar
University.
ADDITIONAL ACHIEVEMENTS AND ACTIVITIES:
Intermediate skilled drummer and guitarist. Participated in events and competitions.
Participated in Local MUNs.
Volunteer in Teach India campaign for a duration of 1 year, teaching under-
privileged children.
Trekked to the summit of Indrahar pass (altitude of 4400m), overcoming a fear of
heights.
INTERESTS:
Football and Chelsea Football Club.
Music-playing and listening, airdrumming.
Aviation.
SKILLS:
Microsoft Office
C and C++ programming
Basic photoshop
SECTION C
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, Business Development (February 2012- September 2012): Worked in
organising the Smokilling campaign and rock for a cause concert. Also, worked for the
August recruitments. We raised funds for the whole campaign. I learnt marketing and
business skills as I was directly responsible for getting ER and make the event a success.
Manager, Business Development (September 2012 till present): Working for Thapar
University Youth to Business forum to be held in February 2013. I am in charge of
agenda and content development. I have been working on finding partners and
developing a pitch for the event
2. What have been your main achievements and non-achievements in AIESEC in the
past? (Mention a max of three each)
Achievements:
• Successful brand value development through high quality events and marketing
strategies.
• Optimized timing for recruitments and good outreach to target crowd.
• Building a smart and cultured general body for AIESEC in Thapar University.
Non-Achievements:
• Not enough profit generation in the events.
3. Describe the experience of being a part of the Leadership Body/Management Body of
AIESEC Thapar University. How do you think other members on the team would
evaluate your contribution to the team & LCs organizational direction?
Experience as a manager has been challenging yet rewarding. We were dedicated to
make our entity grow and have come a long way. It has been a journey which was full of
learning experiences about AIESEC, I and life in general.
Other members would evaluate my contributions as calm, composed and balanced.
4. What are your three basic Learning’s/Values for life, which you have derived through
your AIESEC experience? (Answer objectively)
Be Punctual, time is something you should never waste. Procrastination can ruin things more than we can imagine. AIESEC has made me realize, it’s important to complete the tasks on time.
Care. If you can’t really care about your colleagues, your organisation or even people around you in general, situations won’t work out in the long run.
Keep Learning, the learning journey never stops. Self-improvement is key to existence of a being.
SECTION D
1. Why did you decide to run for LCC of AIESEC in Thapar University? What are the
qualities required for this role & what makes you best suited for this role?
I have always considered AIESEC in Thapar University as a family. After a joyful year in
MB, I believe I am ready for the next challenge. The position of LCC involves a lot of
responsibilities and his or her leadership will be the key to reaching the heights where
we have planned to be. LCC has to be accountable, approachable and ethical. The reason
I see myself in this because I have gained a lot of confidence in AIESEC and I am ready for
the next step.
2. Highlight your time commitment throughout the whole of next year (till Dec 2013;
Academic or otherwise). Ideally, how much time should an LCC give to his role?
My time commitment through 2013 consists majorly of college exams and academics. I
am in my 6th semester. I would like to spend time on studies during the exams in march,
may, September and December. Except that I don’t foresee any time-intensive activity.
An LCC should be available for the members at all times. LCC must always reply to mails
and calls. Also, I believe it is important LCC should make regular meetings with the EB
and should ensure compulsory hours where people can approach him regarding the
work.
3. What is your vision for AIESEC in Thapar University for the year ahead? What legacy
would you want to leave behind? Also, frame a mission statement for the LC for 2013.
My vision for AIESEC in Thapar University is:
‘First choice partners for delivering high quality experiences and having positive impact
on society. Responsible for creating active, smart and open-minded individuals capable
of changing the world’
I have seen my entity grow from nothing to the family we have today. The legacy I would
want to leave behind would be the open-minded culture and respectful attitude. What I
learnt at NSC 2012, was that culture is made up of four components, physical
workspace; language and communication; rituals and ceremonies; and stories and
legends. I want to make sure that to ensure a rich culture, AIESEC Thapar Univesity will
have a working convenient office space, respectful and courteous language; fun
environment. My aim would be to make sure that each member, respects and
celebrates the senior members and alumni they have.
Mission Statement :
‘To provide happy, yet challenging experiences to its stake holders which help them to
evolve into an asset to the society.’
4. Describe your leadership style? Explain how your style will be suitable for AIESEC
Thapar University in it’s current state
Leadership to me means leading yourself towards a vision and motivating others
towards improvement. My leadership would be characterised by:
Making timely decisions: I will analyse the problems and make problem solving
decisions to benefit my organisation
Taking responsibility for the actions: As a leader, it’s important to take corrective
measures if a situation does not work out instead of putting the blame on others. This
quality is essential to take organisation to a new height.
Keeping the general body and other stakeholders informed: It’s important that
everyone related to the organisation should know about the health of it operations. It’s
also important to have a sincere care for all the individuals.
Constant Self-improvement: Self-improvement is important for every individual and
every leader. A leader must constantly seek to strengthen his traits. This enable him and
the organisation to evolve over time.
I do lay a great stress on being an ethical leader. If you’re a good leader without ethics,
you are guiding yourself and others towards immorality.
AIESEC in Thapar University has come a long way in the past year. I believe I can lead the
entity to continue towards its vision, and to promote cultural and moral sensitivity.
SECTION E
1. Make an analysis of AIESEC’s key competitors in the region (Local Chapter
Geographical region) and what challenges they present to AIESEC and what can we
learn from them.
There are barely any Organisations providing exchange and internship opportunities in the city. AIESEC is the only organisation which provides such development opportunities. The main competitors are the other societies in college which compete in terms of time commitment of members. Other societies take up time due to which members are reluctant to commit to AIESEC. We need to build our culture so members do find value to their time. We can also make our operations more fun and productive so members don’t feel pressurised.
SECTION F
1. List down the different aspects of the job role of an LCC.
Managing the Leadership body.
Managing the overall operations of the entity
Maintaining relations with the parent LC
Motivating members towards a better performance
Maintaining University Relations to ensure functioning and logistics
2. Analyze the trends of the past two years (including 2012) of AIESEC Thapar University’s
strategic direction (include performance & culture). How do you see the organization
direction of AIESEC Thapar University’s shaping up in the coming two years? Also, give
a SWOT analysis of the LC for 2012.
The numbers have been increasing consistently throughout. We have a marketing team
to promote our products. Every stat has been consistently increasing and membership
has been increasing as well. Culture has been increasing too and membership body has
played an important role and members are starting to attend conferences as well. With
this motivation has been increasing. I see AIESEC in Thapar University becoming a
successful LC and becoming financially sustainable.
Strengths:
Concentrated market
Weakness:
Exchanges only possible in two cycles, summer and winter
Opportunities:
A whole city to expand in and a big market to explore
Threats:
University refusing to let us expand and taking away logistics support.
3. What focus areas do you propose for AIESEC in Thapar University in 2013? Give action
steps that will contribute to these focus areas.
Increasing exchange statistics.
Marketing.
A more dynamic culture.
Establishing permanent multi-dimensional partnerships.
Establishing a board of advisors.
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.
LCC
TL CIM TL BD TL TM TL Finance TL OGX TL ICX
TL OGX
Manager Manager Manager
TL CIM
Manager, IM Manager, Brand Develoopment
Manager Mkt
TL ICX
Manager, QET Manager, oGIP Manageri
GIP
TL Finance
Manager, Univ. Relations
Manager, finance
TL BD
Manager, Expansion
Manager, CRM Manager, Events
TL TM
Manager, Internal Affairs
Manager, TM
5. Layout a synergy plan & accountability structure between different portfolios in the
LC. How will you as LCC ensure you track common bottom-lines of two VPs? (Also
consider LC Entities, EwA and LLC activities into account)
ICX OGX FINANCE BD CIM TM
ICX Finance
of
incoming
interns
Developing
events to
promote
incoming
exchange
Publicity
of ICX
projects
OGX Promotion
of OGX
through
ongoing
ICX
projects
Form
selling
finance
Form selling
at events
FINANCE Intern
salaries
from
Univesity
IS budget,
Raising fee
and
accounting
Financially
approving
the event
Printing
budgets
BD Event
finance
handling
Recruitments
and OC
applications
for events
CIM IS
publicity,
overall
continuous
publicity
to
promote
exchange
Printing
and
media
budget
approvals
Event
publicity
and
marketing
parts of
partnerships
Overall
promotion of
culture
6. Give an activity calendar of AIESEC in Thapar University for the year 2013.
Event Date
Information Seminar January
Thapar University, Youth to Business February
Recruitments February
Entity Meet March
Technical Project (Energy Audit) April
Information Seminar August
Recruitments August
Strategic Meet October
Social Campaign October
7. Critically analyse the culture of AIESEC in Thapar University. 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?
I have witnessed an evolution from no culture to a feeling of being an AIESECer that
everyone in the LC carries now. We have been growing in every field and culture has
been developing ever since. In comparison to already established entities, it is not the
best of our attributes, but I believe we will get the right culture and right leadership
pipeline within the very few months.
The aspects I believe should be retained:
High and effective use of podio.
Respect for the Leadership and management body.
The aspects I would like to develop upon is the overall AIESEC culture. I want to make
enough operational profits so that I can subsidize the conference fee for high performing
members so that they returned motivate and can perform high to promote the culture
in the entity.
SECTION G
1. Please give your (probable) targets for the next year. Please justify the same.
I wouldn’t want to set targets for all the programs as the realities we function in have to
be analysed and worked up in the coming year, especially for incoming programs.
oGCDP 80
TMP 80
iGIP 15
TLP 25
2. State your understanding of the inter-relation between the 4 ELD programs. What do
you propose for 2013 that will ensure capitalization of this inter-relationship?
The four programs are GIP, GCDP, TMP, TLP.
GIP is a very amazing professional opportunity where people get technical internship
opportunities abroad.
GCDP is aligned with AIESEC’s vision of peace and fulfilment of humankind potential. In
this program people get to experience different cultures and become sensitive and
tolerant towards other cultures.
TMP is responsible for making these exchanges happen. TMP also involves exchange
support and developing and expanding these operations. TLP involves leading a team of
few members who are working under the TMP.
3. List down any innovation(s) that you intend to bring in Program departments/teams.
If we critically analyse the Exchange operations in the entity, we might observe lack
of sustainability and consistencies. For the year 2013, I would suggest some
measures which can be adopted (Classified as ICX, OGX, TMP):
ICX
Starting sustainable projects which can be carried on annually which will increase the
iGCDP statistics.
Establishing permanent partnerships with clients and regular follow ups to ensure
that clients have a better experience. Thus ensuring a higher number of TNs.
A specialized Quality Experience team to increase the over-all experience quality of
the incoming interns.
OGX
An online database which can be filled anytime and by anyone to give us an easier
way to contact people when we start with the recruitments.
TM
A more focused job role for an individual to challenge to develop and improve upon
a certain set of skills.
An Internal Affairs team to constantly work upon improving the culture within the
LC.
A priority planner for each member of the LC and TM department will track down
the tasks accomplished.
SECTION H
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?
External Relations deals with establishing and maintaining strong relationships with
other organisations and provides support for LC to maintain marketing,
communication and financial ties with these organisations. According to my
experience in this portfolio, Business Development is an essential accessory to the
LC. It takes cares of numerous events which have an impact on the brand value of LC
and also on the society for the better. It also consists of raising the funds and in kind
partnerships required in the functioning of AIESEC. In AIESEC in Thapar University,
BD & ER department also takes up the responsibility of expanding into other
universities and colleges. In 2012, Successful marketing and form selling was done in
National University of Law, Patiala.
2. Give your (probable) ER target for the next year. Justify the same, considering the
ground realities faced in the LC in 2012.
Considering the realities and market situation in Patiala, I would suggest a direct
raise of INR 2.5-3 Lakh. Although in events, an ideal profit margin is 50%, but
accepting our environment’s limitations, I would restrict my estimation of profit to
about 25-30%.
Limitations faced in the market in Patiala have proved themselves hard to overcome
in the last year. The prospective partners are very few and would take time to
establish high profit partnerships. But I do target at least 3 permanent partnerships
to be established and a board of directors of at least 5 personalities.
3. What sources of revenue do you propose that will bring in regular income to the LC
(apart from direct exchange programs)?
Events and campaigns, for one, is a good source of revenue generation and brand
establishment. In the calendar year of 2013, we would have a youth to business
forum, a technical project and a social campaign. These would help in generating
monetary resources and eventually would increase our form selling.
Also, strategies would be adopted to seek permanent partnerships which will benefit
us in monetary or in-kind ways. AIESEC in Thapar University will soon have a Board of
Advisors which would eventually help us establish ourselves in our local market and
help us overcome the difficult realities we are facing as a new establishment.
Financial Management
1. Describe your understanding of the role of Vice-President Finance in the LC.
As per my understanding of role of VP-Finance in the LC, I will categorize the role in 4
ways:
Financial analysis:
VPF will be responsible for presenting and reporting accurate and timely reports
of the financial state of the entity to the LCC. Also, a timely state of financial
affairs should be presented to the General Body. Every stakeholders of the
organisation should be kept informed by the VPF and his analysis should be
reliable as many decisions will be based upon it.
Treasure:
VPF will have a record of all financial transactions of LC. Hence VPF will be held
most responsible for available finances of LC. Every investment in form of
subsidy, reimbursement and assets have to be approved by the VPF.
Strategy and forecasting:
VPF has to assess the areas of LC are most efficient and what should and must be
invested upon. Also, he must devise a plan to ensure LC’s financial success and
stability in the future.
Financial Crisis:
At a time of financial crisis, VPF takes in charge of all the operational decisions.
University Relations:
Maintaining relations with the university to ensure logistics, stability and
sustainability.
2. Define a financially sustainable LC. How do you envision AIESEC Thapar University in
2013 with respect to financial sustainability?
Most important feature I believe of a financially sustainable LC is the financial
independency. The operational profits the LC generates should be invested in the
growth and development of the LC. AIESEC in Thapar University has a complicated
finance situation but I do believe it is financial stable. The red tape involved to access the
projects and ER funds makes sure that liquid cash is not overspent. Also, the funds can
be accessed easily but needs time. The operational money is not accessed by anyone
except the LC, hence, can be invested for further development. The concentrated
market is turning out to be a boon for the outgoing market. Further development can
easily be foreseen. Hence, I believe AIESEC in Thapar University is financially sustainable.
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 2012.
TM as a function is the department directly responsible for the quality of experience
the members have in AIESEC. TM helps to promote culture and leadership and
member opportunities in AIESEC.
TM as a program is taken as the TMP and TLP opportunities in AIESEC. Due to the
leadership opportunities, AIESECers can enhance their talent and improve upon
various management and leadership skills.
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?
Considering, I had been directly a part of recruitments in August 2012, they were a
busy time for the Body. Our General Body grew from 14 to 38 after those
recruitments. The process was efficiently handled and the process showed good
results. It involved a general questionnaire, group discussions and a personal
interview. The new members have proved their quality and management skills time
and time and we are proud of our membership. However, I would suggest a
probation period or termination of inactive members a month before every
recruitments in the future.
In the year 2013, we should
Target a higher EP to TMP induction ratio.
Adopt a more objective approach for the selection emphasizing more on the
skills and personality of the individual for the TMP.
Organise a conference for AIESEC in Thapar University only, post
recruitments, where senior members would be able to provide operational
training to new recruits to optimise the functions in local realities.
Marketing
1. What emphasis does Marketing as a function hold currently for AIESEC in Thapar
University? Critically analyze the same. Also evaluate its contribution to growth in ELD
programs.
Marketing is responsible for the public image of AIESEC in Thapar University. Since
people in geographical proximity our mostly our targets, mass marketing is very
effective. In 2012, Smokilling campaign was very effectively marketed which
established a firm public presence of AIESEC. In July/August, marketing was very
essential to target the fresh crowd and led to high form selling after the LEAD session
and Information Seminars. A non achievement in this area had been a failure to mark
a continuous presence. Due to that, brand of AIESEC had relied upon the word of
mouth for some stretches in between.
Apart from that, marketing has been successful in AIESEC in Thapar University. It
lead to over 200 forms being sold in a single month a very high growth in TMP/
oGCDP programs. Members were recruited from 200 interested applicants and
winter realizations have been high.
2. How should Marketing evolve in the LC in 2013? How do you see it contributing to ELD
programs in 2013?
First of all marketing would be one of the top priority focus areas in 2013. We would
be required to ensure that instead of just products and services, we would provide
people with experiences worth noticing and worth being part of general
conversations. Apart from people telling about it, we need to provide experiences
that people want to hear about. We have a boon that our majority of target crowd is
living in the same bounded area. Marketing in 2013 will involve a continuous
interaction with the crowd rather than just during IS, recruitments or events. A
consistent public presence increases the chances of people having conversations
about AIESEC.
2013 will involve establishment of long term marketing and publicity partners :
Radio partner (target- 92.7 BIG fm)
Print media partner (target HTMedia)
Partners where our presence can be effectively marketed to larger target crowd ( Campus food joints etc.)