• 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: [email protected]
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.
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