pranav lakherwal manifesto 2014
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Pranav Lakherwal, LCP 2014 Candidate, ManifestoTRANSCRIPT
Section A | Opening note In a maximum of one page, summarize your application.
in·vin·ci·ble - Too powerful to be defeated or overcome Why do we exist? What’s our purpose? What is our destiny? In the 25 years of our glorious existence, we have lived to re-shape and mold answers to these questions. To have lived a quarter of a century, aspiring to deliver the finest leadership experiences to the city, AIESEC in Chandigarh has truly been phenomenal. Today we stand at the forefront of a new chapter, a chapter that will dictate our tryst with 2015. And in this year of golden opportunities, I envision a local chapter, that will become unstoppable, where failures would be graciously welcomed, success would become a habit. I give to you, the invincible AIESEC in Chandigarh Alone we are like sticks and stones, together we are invincible. Every experience in AIESEC has been a welcoming teacher, guiding us through times of distress and sadness. It has given us one, most important virtue, a feeling of oneness, a feeling of home. It is our duty towards this temple, to build a symbol of courage and hope, which can withstand every challenge that it might face. It is our duty, to build an invincible local chapter. Invincibility doesn’t mean that we will always win, it doesn’t guarantee everlasting success, it definitely doesn’t stand for accolades that we might earn. Being invincible stands for something bigger, it stands for resolute courage, our infinite will to contribute and never back down, it stands for the lifelong human connections, it stands for hope, most of all, it stands for our ability to take chances, face setbacks and move forward.
“Persistence and passion will make you invincible.” ― Christian Baloga
We have been a part of an undying legacy, a golden era of magnificence, and yet here we stand, envisioning the beginning of another age. What can be a better present to our future, a reminder of the past, a creation of the present, but an institution that lives to elicit greatness in others, an institution that was built to last, an institution that resonates invincibility. The greatest challenge our leadership has ever faced, is that of foreseeing challenges that we are yet to face. 2015 will embody our quest in solving the same. A leadership that lives to dream, is built to contribute and aspires to fulfill their purpose in the society will make an unconquerable organization.
They will become invincible. Pranav Lakherwal ‘The Invincible’ AIESEC in Chandigarh ‘Clear eyes, full hearts’
Section B | Personal Information Name Pranav Lakherwal Address 10B,GH 39,MDC, Sector 5, Panchkula, pin: 134109 Mobile +91 9915931168 Gender: Male Nationality: Indian E-mail [email protected]
[email protected] Date of Birth: 18.05.1991
Experience nSync Date October 2008-
March 2010 Role Volunteer, Logistics
Coordinator
Chandigarh.tv Date February 2011-
October 2011 Role Content generator
AIESEC (in Chandigarh) Date August
2010- till date
Role Exchange Coordinator, Team Leader, Vice President, NST, NTT
Core Skillset Communication Analysis Leadership
Title of Qualification Awarded
ICSE Boards Cambridge ‘A’ Levels
B.A. (Hons) Economics
Institution St. Kabir Public School National Junior College
Hons. School of Economics, Panjab University
Class Class 10 Class 12 equivalent
Semester 5
Score 93.80% 88 %(Uni. Conversion)
60 %
Achievements • Gold medalist in Nationa Children Science Congress held at Sikkim, research initiative on local ecosystems and biodiversity. (2007-08)
• University Level research attachment with Nanyang Technological University,(Nanyang Research Programme) Singapore on stowage optimization using advanced Java. (2008-09)
• Distinction in Cyber and Mathematics Olympiad, National level (2007-09) • Distinction holder in National Economics and Finance Management Quiz, organized
by the National University of Singapore Faculty of Social Sciences. (2009) • Student mentor in the Class Home Adoption Programme and Student mentoring at
Catholic High School. (2008-10
Activities • Participated in various track & field championships, specializing in long/medium distance running, earning accolades in various inter/intra- college and National events. (2008-09)
• Represented the college in the National Inter School Tennis Championships. ( 2009) • Male lead in the musical held at the 93rd annual Conferences of the Indian Economic
Association, held at Panjab University (2010) • Participated in local MUNs, earning valuable experience in the field of media
relations and earning the best delegate (CUMUN ’11) and special mention (UEITMUN ’11).
Interests • Football • Entrepreneurship • Emerging economies • Sustainable
development • Manchester United
Skills • Basic in advanced Java (optimization) • Basic in Adobe InDesign • Intermediate in core Java(desktop) • Intermediate in Photoshop,Illustrator
and GIMP • Intermediate in Final Cut Pro • Expert in Office
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.
7 January, 2014. ”Today was my first GBM, I just got recruited in December 2013. The energy was unbelievable, couldn’t believe that there could be a set of such amazing individuals in the city. I really don’t know how will I fit in amongst them, I seem to be a misfit here. Roll Call has a new meaning here,it feels different, let’s see how AIESEC fits into my life now...”
Exchange Coordinator Oxygen-oGCDP September-December 2010 ‘A start like no other’
Contribution: -Initiating class room presentations -negligible performance in exchange
Key learnings: -Culture of the organization is based on respect and humility -the leader is always right -public speaking
Organizing Committee Vice-President, Y2B,Corporate Promotions (Shaggy Doos) October- December 2010 ’Intense pressure’
Contribution: -covering most of the corporate sector of the region -Inability to align the team with the vision of the event
Key learnings: -Time and professionalism go a long way -deadlines matter, friends go beyond them to help you -Team building comes through living challenges
Team leader, OGX-InBound, GCDP+GIP(The UnBounded Braves) Febuary – December 2011 ’Profound courage and commitment’
Contribution: -Over 80 % member retention in the last 2 quarters -Delivering 8 oGCDP and 4 oGIP experiences in the first 2 quarters -Reintegrating 4 EPs, submitting 6 entries to the AIESEC story campaign -Failed at off-peak raising
Key learnings: -Right attitude and performance go hand in hand -Communication is essential in the heirarchy -Unprecedented efforts yield unprecedented results -Exchange Support is beautiful
Happiness lies only in a divine unrest; and if you are lapped in comfort you stagnate and miss it.
John Buchan
Resilience is all about being able to overcome the unexpected. Sustainability is about survival. The goal of resilience is to thrive.
Jamais Cascio
2012 ’Delivering Happiness’ Vice-President, National Support Team, Executive Body Coordinator,Facilitator and Mentor
Defined by the feeling of RooBaRoo, the flight of Parindey and the saving grace of Victorious Secrets. 2012 was where I found a sense of belonging
Contribution: -Achieving 25% growth in oGIP(realisations), working with only 4 active members throughout 2012 -Redefining National SOP for oGIP -Contributing to a debt free LC -Pipeline development could’ve been significantly better
Key learnrings: -Magic lies outside your comfort zone -A team is as strong as its weakest link -you can succeed with a team but you grow with a family(a team that no longer seems alien)
2013 ’Lead with Purpose, Build to Last’ Vice- President, National Trainers Team,Facilitator and Mentor
Defined by the resilient leadership of the year, the stand of SuperHeroes, the rise of Dynasty and a lot of insights with the NTT.
Contribution: -Co-creating and delivering the first L&D module of the country -High member retention -80 % targets achieved by mid-Nov -Off peak capitalization could’ve been better
Learning: -Even the mighty can fall -Patience, hope and the will to succeed can drive enterprises -The position does not matter in leadership -Ambition needs to be a behaviour
2. What have been your main achievements and non achievements in AIESEC in the past? (Mention a max of three each)
Major Achievements:
- There was a time when our status in the National plenary was at risk, revenue was hard to come by and all our plans were fading. The spirit showed by RooBaRoo to bring the LC together and save a falling home was tremendous, I was lucky to be a part of it
- From the biggest critique to the biggest fan, my stint with iGCDP has been nothing short of a dream, not only are we working on targets, our quality of stakeholder engagement has been top notch and our Member retention is currently the highest as well
Major Non-Achievements:
- One of my biggest failures was leaving behind a largely incomplete and inadequete talent capacity for oGIP. This had adverse effects on over-all matching and pipeline conversion.
- My inability to keep up with running and football have been a major concern. They have always been my undying passions. My health and lifestyle could’ve been better. These factors contributed to be personal well-being as well, something I could’ve worked upon
He that is down needs fear no fall -John Bunyan
Contributing to a debt-free LC in 2012-13
Changing the way iGCDP is done
Leaving/Grooming the right pipeline for oGIP,
for 2013
Lack of focus on personal well-beaing
3. List the Local/ National/ International conferences you have attended and in what capacity.
Conferences attended Month Role
National Leadership Development Seminar
September 2010
delegate
eXcel Exchange Summit 2011 March 2011 delegate
Local Congress May 2011 delegate
June National Conference June 2011 delegate
Summer Regional Conference July 2011 delegate
National Strategic Conference October 2011 delegate
Local Congress October 2011 delegate
National Leaders Summit Januray 2012 delegate
March National Conference March 2012 delegate
Local Congress May 2012 facilitator
June National Conference June 2012 delegate
MB Summit August 2012 facilitator
Regional Youth Leadership Conference September 2012
facilitator
National Strategy Conference October 2012 delegate
October Strategy Conference October 2012 facilitator
Nationa leaders Summit February 2013 delegate
Train the Trainer Summit April 2013 delegate
Local Congress May 2013 facilitator
June National Conference June 2013 delegate
Train the Trainer Summit July 2013 delegate
MB Summit August 2013 Agenda manager
Regional Youth Leadership Conference September 2013
facilitator
National Strategy Conference October 2013 delegate
October Strategy Conference October 2013 facilitator
March 2, 2014 ” I just came back from RYLC yesterday, I wish I could go back in time and relive it, it was beautiful. The EB of AIESEC in Chandigarh was a prominent part of the conference delivery, they made an amazing addition to the National plenary.I feel proud to be a part of such legacy. Really motivated to work and contribute...”
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?
I have had a rare honour of being a part of 2 Executive Body teams. Each had its own distinct features and learning(s). Where the experience with RooBaRoo entailed a turbulent year, which brought the best out each individual, the experience with the SuperHeroes was all about resilient leadership, they had the ability to see weakened pillars before they fell. The common feature of each term has definitely been the profound courage and commitment shown by them Fellow team members have been a source of constant support; they have been my constant critiques and motivation. The following could be the broad categories of evaluation from their end for me:
5. What are your three basic Learnings/Values for life, which you have derived through your AIESEC experience? (Answer objectively)
• Embracing failures as pearls of wisdom. • Don’t react, create instead • Contributing in all aspects of life, equally, selflessly.
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 fostered the belief that we as humans were always built for bigger things, from our ability to mentor and shape a life to follow a higher purpose. My ‘why’ lies grounded in our ability to elicit greatness in the lives of those we touch.
‘The task of leadership is not to put greatness into humanity, but to elicit it, for the greatness is already there.’
John Buchan
I stand for an invincible 2014 because of the following:
- Dream: I believe dreaming makes us human; it has the power to make us visionary. The word pioneering that constantly been thrown around our legacy, in fact is a testimonial to our ability to envision and create. I believe in our underlying ability to accomplish what we dream.
Known to be aggressive and overly-passionate Super Fun
Contributor of unique insights Firm believer in resolute leadership
Very critical of cultural errors and ways of being Strong Strategist
March 14, 2014 ”My first GBM after RYLC, and here I saw some amazing young people. My Team Leaders tell me that these were the Executive Body Members of 2012-13.Their stories are truly fascinating, where one got us out of debt, the other built us to last. I can see the nostalgia in my MB’s eyes.My AIESEC journey keeps getting better.
“Dreamers are mocked as impractical. The truth is they are the most practical, as their innovations lead to progress and a better way of life for all of us.”Robin S. Sharma
- Contribute: The most sublime form of leadership lives to contribute to the lives of others. Work, relations or society does not define their contribution; it is in fact defined by their unwavering pursuit of dreams, their commitment to people and their stand for fulfillment. Our contribution can change the world.
- Fulfill: Our inevitable role is to fulfill our purpose, in the organization, in life. From our tailored targets to our commitment towards membership, it is our duty to fulfill our utmost potential, to deliver the finest set of experiences in the network. And if all else looks bleak, look back to what we envision, you will realize the world needs a platform that can bring forth and fulfill human potential.
Qualities required for this role: Experience: Sometimes it sounds ironical to relate youth with experience, however in this case it is mightily true. Experience lends immaculate knowledge and practical wisdom. In this case, I feel the organizational experience has made me an ethical person, it has given me a moral code to follow and a set of skills I can use to nurture the right culture in the local organization. Vision: To have a dream for the organization and lead its people towards it, thereby aligning them to the same. This role demands a visionary approach, not just for fulfilling 2014 but also for kick-starting 2015 Courage: To be the face of local chapter, to stand one’s ground at the time of adversity, to show empathy, understand human emotions and to resurrect an unyielding culture of respect and creativity. This calls for profound courage.
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?
Personal Goals Career Goals
Short term
• Become the Local Committee President, 2014.
• Running the 2.4km in 9 min • Better my relationships (Parents, family,
friends)
Short term
• Finishing my graduation in June 2014 • Master final cut pro x and motion 5 (post
production)
Darwin Smith- Cancer survivor, Farm-boy, humble and the CEO of on the greatest consumer goods company ever built. He showed iron will,sheer courage and redefined Kimberly Clark’s Core Business, showing phenomenal vision making it an industry leader. They gave higher returns than companies like Procter and Gamble, HP, Coke and even General Electric.
May 28, 2014 ’’We went through the ’Clarity of Why’ session today, made me realize my purpose here, I think I can connect it with my purpose in life. May Lcong has been enlightening, I am now tracking my growth, especially through the inner journey. I can’t believe I have come this far, this is the beauty of the AIESEC way...’’
When it comes to contribution, one name that stands out is Zappos, from their company’s descriptor right on their website: "Powered by Service." to helping customers find ‘Pizza place’ late at night (Zappos is a footwear enterprise) Zappos takes its commitment to serve and contribute seriously - sacrificing short-term profits for it, investing a minimum of four weeks of training for each employee and operating a 24-hour warehouse that is admittedly not cost-efficient. “Delivering Happiness” at its finest
Long term
• Visit over 15 different countries before I turn 25.
• Build a personal library • Running the death valley
Ultra-marathon
Long term
• Finish my executive education • Co-create a consultancy driving
innovation and operations
The term of an LCP is the ultimate test of leadership; a practical MBA in a dynamic environment. What it will lend is:
• Experience: Invaluable to my goals, leading a 150 strong organization at the age of 22 is rare and endows one with essential experience for life.
• Management: A privilege to lead, manage and develop the finest leaders of the city, with the onus of one’s personal life, loved ones and dreams, nothing comes close to this test of Management.
• Education: A perfect place to implement the learning to practical performance, this role is definitely one of the best teachers one can find.
• Contribution: For me, the truest form of leadership lies in one’s ability to contribute selflessly, in all aspects of life (personal, professional and social)
3. Highlight your time commitment throughout the whole of next year (till Dec 2013; Academic or otherwise). Ideally, how much time should an LCP give to his role?
I will be a full-time working employee of AIESEC in 2014, besides my exams in the first two weeks of June. Ideally the LCP is available at all times of the day, 24*7 throughout the year. The beauty of AIESEC lies in the fact,” the more you give, the more you will learn.” It is the most intricate test of ‘life-management’ and requires constant endeavours to achieve an ideal state-of-being. However to make this year more efficient, we will be continuing the mandatory office hours for the entire EB, adding accountability and efficiency to the organization
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.
• Research and Analysis: Having received the gold medal in National Children Science Congress, Water-eco-system report, at the age of 14, I have always carried an immense passion in research and analytics. Carrying this passion forward, I went on to do a University level attachment in my high school (Stowage optimization and Java designs). Because of this, I am able to make sense out of complex problems, apply logic and offer inferences for each situation, a great blessing in problem solving.
• All rounder: From football, the sport I religiously follow, to avid participation in co-curricular activities, I have always maintained a passion to live a holistic life. From being a part of the school football team, to representing my institution in prestigious Quiz and knowledge-based competitions, I have earned laurels in all fields.
• Track and Field: A wise man once told me that I am the slowest, laziest person on the field and that I should quit sports. 2 years down the line I was running in Nationals representing my college. I still remember my sight failing as I was nearing the finish line, and the fall right after. Not only was I able to break into the elite athletes of Singapore I was able maintain the family legacy of producing national athletes.
Strengths Weaknesses
• Analytical • Adaptable • Composed
• Chaotic • Eccentric (at times) • Aggressive
I have always been chaotic since childhood, a trait that my parents recognize the most. However I have the ability to analyse and bring reason in the most critical and complex situations. My efforts have been directed to keep things simpler to tackle the element of confusion. My innate love for analysis lies in the constant endeavours of research projects that I have initiated in the past. Sometimes, my actions seem way off tangent, a hint of eccentric behaviour. This year has been vital in re-structuring my thought process. I believe in thinking out of the box. The diversity of experiences and stories in my life has made me adaptable. In high school, I was the only non-Chinese in my class, a stint that challenged my worldview and broadened my perspective. Aggression is another trait that I have developed, where it might seem like a weakness, I have been able to channel it for the greater good of the Local Chapter. My learning and experience with some of the finest leaders has moulded this aggression into strong ambition and aspiration for the Local Chapter.
5. What is your vision for AIESEC in Chandigarh for the year ahead? What legacy would you want to leave behind? Also, frame a mission statement for the LC for 2014.
AIESEC in Chandigarh’s Vision Statement laid out at NSC 2011:
First choice organization for delivering high volume of excellent stakeholder experiences through physical and virtual platform around the world. We are known for engaging and delivering socially responsible, culturally sensitive & entrepreneurial leaders around the world who create a cross generational impact on the society. The vision not only fully showcases my dream for 2014; most importantly it paves the ideal roadmap for 2015.
The Mission statement for 2014 would be:Lead to Contribute, Dream to Fulfill.
6. Describe your leadership style? Explain how your style will be suitable for AIESEC Chandigarh in it’s current state.
I believe a true leader lives to contribute to all aspects of her/his life. The following aspect
• Culture of Respect: For me leadership drives a culture of respect, this has been analogous to our Local Chapter’s existence since the very beginning.
• Disciplined Creativity: For me abstract knowledge and thinking out of the box have come naturally, why I chose the word ’disciplined’ is because the greatest institutions have thrived because of consistent innovation and their pioneering ability to strenghten their core.
• Contribute: Contribution is the underlying principle of every good thing in life. It is never for oneself, like your passion, like dedication, like love, contribution is not for oneself, it is
The years of 2006, 2007, 2008 have been prime examples of how instilling a culture of respect in leadership bore strong results for Chandigarh.
Apple’s rapid rise since late 90s is highly accredited to Steve Jobs’ resolute stand and his ability to drive consistent innovation, making them world leaders in 3 different industries
Exponential growth shown by GCDP was immensely responsible for Chandigarh’s ressurgence in 2009. The idea wasn’t to do numbers, it was to deliver impactful experiences that contribute to the society.
June 10, 2014 ’’Top Gun is in full swing, my motivation lies in the LC’s vision. It seemlessly creates 2014 and points towards a prosperous 2015. I am now a dreamer. JNC is coming, I will make it count...”
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0 50 100 150 200 250 300 350 400 450
2011
2012
2013
Year
LC Performance
Matches
Realisa4ons
Governence and
accountability
• Being the face of AIESEC in Chandigarh. • Guarantee the legality of the Local Committee and ensure the education, review and application of the internal legislation - the local compendium.
• Driving strong, untouchable accountablilty mechanisms to fulfull the utmost potential of the local chapter
Representation/
National Role
• Representative of the LC in the National and International Association • Defining and aligning the year plans according to the National Growth Strategy • Contributing to the culture and strategies of the Focus Commission, sharing ideas and collaborating across cities
Strategic Direction
• Facilitating the direction, envisioning and implementing the strategy of AIESEC in Chandigarh for the year 2014 leading to 2015
• Nurturing the brand, culture and identity of the Local Committee • Sowing seeds for a phenomenal 2020!
Executive Body
Management
• Mentorship of the executive body to reinforce efficiency, accountability and sustainability of operations.
• Being a constant support to the team at all levels. • Being the strongest pillar of the team, keeping the team on the same page, building ideas and inspiring innovation across all sectors.
Administration and
Operations
• Committing to high quality functions and programmes , contributing to a remarkable performance of the LC
• Developing and maintaining local BoA and stakeholder relations. • Empowering the management of the Local Committee to maintain efficiency and propel sustainability.
meant for a bigger purpose. To build a dream, to envision and to fulfill one’s role in the universe, a leader lives selflessly, making the lives of all she/he touches beautiful.
Section E | LC Administration
1. List down the different aspects of the job role of an LCP.
2. Analyze the trends of the past three years (including 2013) of AIESEC Chandigarh's strategic direction (include
performance & culture). How do you see the organization direction of AIESEC Chandigarh shaping up in the coming two years? Also, give a SWOT analysis of
the LC for 2013.
June 26, 2014 ’’SONA during JNC was amazing, though personally I had much to take back from it. We are running on our targets, but I realized my contribution to the LC could’ve been much more. It is time to fulfill those dreams, time to apply for the team leader position...’’
No legacy is so rich as honesty William Shakespeare
-The finest set of recruitment conducted throughout the year
-Shift to Team leader empowerment and pipeline development
-Immense National Contribution with a host of Best case practices
-High degree of National Contribution through NST members of the LC
-Significant contribution from the entities
-Phenomenal transformation of CRM and IM -Extensive measures to evolve events and
transform AIESEC's brand -
-Extensive measures to maintain financial profitability
-Revolutionary shift in delivering local conferences
2012
AIESEC in Chandigarh will witness a great reliance on 2015 while building 2014. The direction that I foresee our LC heading into is:
• Doing more of what we are good at, i.e., our core, leadership built on exchange. • Delivering programmes that our built on the key principles of an entrepreneurial
startup, driving responsible leadership in the process • Sustaining and improving quality as a behavior, ensuring high focus on client
experience • Building an untouchable brand in the city, that stands on the pillars of collaboration
and our commitment to deliver
SWOT Analysis of 2013
Strengths:
• Empowered membership • High potential talent capacity • Strong CRM • Sustainable implementation of all
programmes • Goal oriented approach • Resilient leadership • 25th year of our existence!
Weaknesses:
• Sporadic office culture • Negligible BoA involvement • Low member is to exchange ratio • Functions contribution to ELD not
tracked well • Lack of Profit-based entrepreneurial-
project approach • Alumni engagement in the first half of
the year could’ve been better
Opportunities
• External involvement in training of membership
• Early market capitalization through EwA initiatives like LEAD!n
• Efficient processes in all sectors • Committed network of alumni • Upcoming module of Learning and
Development
Threats
• Stagnant iGCDP market • Lack of TL-TL Transition during peak
cycles • Admin interferences in entity
operations • Gradual loss of accountability • Loss of essential cultural elements like
respect and ownership
Every ceiling, when reached, becomes a floor Aldous Huxley
Strategies
driving the focus areas
Invincible Leadership Invincible Experiences
Invincible Brand
3. What focus areas do you propose for AIESEC in Chandigarh in 2014? Give action steps that will contribute to these focus areas.
These strategies will inevitably lead to our “Images of the Future”.
Leadership development based on a strong entrepreneurial model of growth
Learning and Development driving stakeholder experience
Market penetration through showcasing
impact and collaboration
Focus Areas for AIESEC in Chandigarh, 2014. Together these can be seen as the ’ROOTS of SUCCESS’
• Financially sustainable outlook driving revenue generation across all sectors
• MOS for each leadership role to highlight member retention, member contribution, member experience
• Extensive focus on recruitment and IXP (Finding the best people to take the organization forward) .
• Re-emphasizing on the culture of ambition. (Do more of what we were always good at)
• OS developed to facilitate more intense, value-driven experiences
• Introducing a VP-Learning and Development
• High degree of stakeholder experience management
• Local Training Team to initiaite AM mentoring and LC training from January
• MB consultations to happen based on the need of each portfolio.(Consultations to revolve primarily around problem solving and innovation)
• Functions knowledge and applcation driving growth (Ensuring a rich culture of functional contribution across all secotors
• VP TM to make greater inroads into tracking, infering and reporting member experience
• Collaboration across sectors (Youth organizations, groups and councils), working towards a phase of ’Youth Board of Advisors’ for AIESEC in Chandigarh
• Introducing TLs on dual roles in every programme with Marketing
• Creating 2 Specialized Units, bringing back the umbrella LC Concept
• Using story telling and empirical evidence to drive showcasing impact campaigns
• VP Marketing to get a special budget solely for marketing
• CIM to supplement content generation and imact-recording needs for all programmes
1
If you look closely, the focus areas (Roots of Success) mentioned above
are analogous to the three statements of 2015
2
Invincible 2015
LCP
VP oGCDP
VP oGCDP
VP oGIP
VP iGIP
VP iGIP
VP iGCDP
VP iGCDP
VP F
VP TM
VP L&D
VP M
VP CIM
VP BD
Manager Ex Support
TM /L&D
Marke4ng
OC contribu4on
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.
OCP Issue(s)
OCVP project 1
OCVP project 2
OCVP project delivery
August 16,2014 ’’MB summit was an eye-opener, I feel ready to welcome the August recruits now. The peak cycle is also going to end soon, that was one memorable experience. Local Training team has been a real support, let’s make off-peak big!..”
Notable features: - Introduction of VP L&D - VP oGCDP OutBound to focus on campus/specialized units -Each programme head to deliver high volume of stakeholder experiences, thereby enabling a strong entrepreneurial environment for leadership development -Exchange being common bottomline for all exchangers, adding more jobrole to all members on dual roles -High percentage of exchange to come through membership VP iGCDP
OCP (Issue centric) TL Issue
Manager Exchange Support
Notable features: - Each VP to have at least one OCP ( Healthcare and Rights Protection-Environment together) -Continuing the recently implemented model of talent capacity -OCVP Project delivery to have multiple jobroles, where members will specialize in content generation, creatives, recording impact, tracking and delivery, the OCVP would take forward project selling (dual role with BD) - OC timelines to be quarterly, where operational focus can change every quarter, financial sustainability and revenue generation will remain the common bottomlines
The flexible Manager: -Role depends on the functional needs, dual roles will work quarterly -At times of member induction and experience tracking and training, focus would be on a TM/L&D synergy -Showcasing Impact campaigns, when launched would also be overlooked by her/him -At the same time, optimizing OC processes and accelerating operations would be looked upon
VP iGIP
TL sub-‐product
TL sub-‐product
TL Market expansion
TL SRM and delivery
VP oGCDP
OCP/TL (market segmenta4on)
OCP/TL (market segmenta4on)
TL brand posi4oning
Manager Exchange Support
VP Marke4ng
PR and partnerships
Social Media manager
VP oGIP
TL Market penetra4on TL IR
Manager Exchange Support
Notable Features: -Focus on Market Segmentation -Education and BA under one VP, IT and Marketing under the other, no market division anymore -TL Market Expansion to work on finding new industries/markets, initial quarter will entail heavy market research and BD synergy -Continuing SRM, bringing Client Experience Management through extensive feedback and showcasing mechanisms -Consistent implementation of task forces to supplement member experience and provide more TMP/TLP opportunities. -SRM will also undertake extensive CIM synergy to supplement showcasing and tracking initiatives Notable Features:
-TL Brand positioning ensuring higher customer interaction through inBound/pull marketing. High scope of innovation in the jobrole and timelines -Depending on the market realities of InBound and OutBound, 2 Quarters out of 4 will be run on the OC setup. This will depend on department focus on InBound raising, off-peak capitalization, brand positioning etc. -IXP to be run as an LC project with EB responsibles -Manager Exchange Support to provide flexibility to the framework -OCVPs to work on market division with members carrying forwrd the work of EP managers
Notable Features: -High relience on dual roles with other programmes -CIM to supplement content needs of Marketing, making Social Media manager more specialized in SEO and virtual presence -PR and Partnerships to work in direct synergy with BD, OCVP Project delivery (GCDP) -A third TL/Manager to be made when doing an event in collaboration with another institution ( for eg. 2nd Y2B, using the manpower of the college itself, within its premises, increasing brand presence and pull marketing) -Social Media Manager to synergize with Programmes depending on their recruitment cycles ( EP recruitment/ TMP/TLP recruitment etc.)
VP BD
Sales Manager Alumni rela4ons manager NEP manager
VP F
Finance Manager (GIP)
Finance Manager(GCDP)
Finance Manager (Func4ons)
VP HR
AM Manager
AM Manager
ELD Manager
VP Inforam4on management
IM manager TL/OCVP (dual role)
Notable features: -IM Manager to use technology to enhance member experience and accelerate ELD processes -The other position is essentially a dual role to enhance a department’s working - 3 bottomlines for the dual role membership Content creation, creatives and recording impact -IM manager will also venture into data analysis and business intelliegence
Notable Features: - Each Manager to synergize with a
programme or functions - Working to be more efficient as GCDP
will have Project Delivery Team, GIP will have SRM and exchange support Managers
- Each Manager to track and release finance updates for the programme/function they are working with
Features: - 2 AM managers to ensure high quality of AM experience and ELD conversions from the same - ELD/Ex Support Manager to be a dual role, driving TM policies in each department, tracking member experience and facilitating L&D
Features: -Extensive dual roles with GCDP (project selling,project delivery OCVP) and GIP (For NEP and Market Expansion) -Sales Manager to sell from the product basket -ARM to ensure a befitting follow-up to the 25th year and providing ELD leads and referrals to programmes
September 1,2014 ’’Today’s MBM was all about synergy, it seemed so difficult, yet the way functional impetus was explained, made my understanding much better. I see how simple and beautiful synergy is, must focus on member induction and training now, the new batch is almost here!..’’
5. Give your assessment of the role-played and contribution made by AIESEC in Chandigarh towards the National Association? How should this evolve in the year 2014?
AIESEC in Chandigarh always strived towards aligning itself to National policies and directives. Moreover, it is one of the few consistent LCs that has held the power of shaping and influencing the direction of AIESEC in India. Pioneering, a word that is consistently used to describe our presence is truly denoted by the diversity of pilot projects and innovations that we undertake. I do believe however, that we haven’t been as consistent in innovation and implementation as we used to be. That being said, our motive to expand AIESEC in the most relevant areas has been constantly denoted by self-sustaining entities that we have built. 2014 would see our contribution grow in the following definite ways:
• The most empowered delegations at National Forums • Greater contribution in terms of number (and output)
of NSTs and NTTs from our LC • Rediscovering the ways of building Best case Practices
for the network • Strategic Contribution to the entire network
6. Give an activity calendar of AIESEC in Chandigarh for the year 2014.
The events have been divided on the following lines:
• Key events: Will be the major focus of the Marketing-BD synergy for outreach and revenue generation. They will also determine growth and development of the membership.
• Medium scale events: will ideally be carried forward by portfolio heads, require lesser investment and give higher returns. Major purpose of medium scale events is Market Penetration and outreach.
Key Events:
Event Objective Timeline Financial Implications
Global Entrepreneurs Program Event
Establish a strong GEP Brand and get maximum Raises in the first cycle.
Mid feb/end feb This Event is for OGX Promotions and generating funding through strong BD(already potential partners) and OGX Raises. A good curtain-raiser for Y2B and also a vital means of generating registrations for May Recruitment. The scale wouldn’t be too big, however this is a key event because of its underlying importance to OGX
September 14,2014 ’’Our August batch just won the best delegation at RYLC, they are a testimonial to the amazing recruitment Marketing-TM pulled off. Our EB members were fantastic facis once again. This was definitely an On-site opportunity worth experiencing, I am glad I was a part of the team. Now back to work, let’s get ready for a grand welcome
Regional Youth Leadership Development Seminar
Induction of New Recruits, Contribution to AIESEC in India
End Feb Probably the most important forum in the life of any AIESECer, BD selling through contacts, youth-centric collaborations that yield revenue and a highly profitable conference. Can be sold Nationally as well
Balakalakaar Strong branding, BD funding and diverse impact
mid-May A well-planned BD Raising will be carried, as it is a big event in terms of fund raising capacity. Also brands iGCDP Projects right before Realization Cycle. (Micro financing boost)
Additional delivery to all those already associated through project selling, ELD conversion in the form of clientele for GCDP and a strong market penetration
Local Congress Local Review, Membership development and Motivation, Last lap before JNC, welcoming May Recruit
May Last Week/Jun First Week
Following the success of 2012-13 local forums, LCong will be deemed profitable and an experience to cherish
MB summit Absolutely critical to empower and enable the mid level management body of AIESEC in Chandigarh
mid-August No such implication, breakeven event
October Strategy Conference
OSC would only talk and build for 2015
October last week
Profitable, raising will be looked into for both local conferences, small funds to be accrued.
Youth to Business Forum and Annual Stakeholders Dinner
Connecting the youth to Business, showcasing AIESEC as a brand that will be recognized across sectors for creating responsible and entrepreneurial leaders
November mid BD appointments will begin right after RYLC. OC to come in September end. Capitalizing on relations with ISB, making it a greater spectacle
National Leaders Summit
Closure to the old guard and transitioning the EBs of AIESEC in India into action.
January first week 2015
Medium Scale Events
Global Village To be held in February (with GEP) & Recruitment cycle, can be an amazing selling event along with both the events; and includes Trainee Engagement
Project/Department specific Events
To be managed by VP’s of Departments, optional, to be carried out only if the Project requires Branding/Funding besides that achieved from the above events. Huge impetus to GCDP, member engagement and stakeholder experience.
LEAD!n Continuing the wave of youth empowerment, using promotions and youth outreach as components of the product basket. Extensive BD-Marketing synergy required
Youth to Business Forum (Marketing centric)
This is another initiative that Marketing will take up in collaboration with another educational institution, no real resources of manpower will be required from AIESEC’s end, however, this will generate a phenomenal market penetration and ELD conversions for us
7. Critically analyse the culture of AIESEC in Chandigarh. What aspects of the current culture will you retain and what aspects will you change in the coming year? How do you plan to do the same?
Culture for AIESEC Chandigarh has been one of the absolute pillars. It denotes our extraordinary work ethic and tireless commitment to be different.2012 was a test of our mantle, it was a test of our courage and never say die spirit. We survived, and are on the road to redefining success.
The culture I would like to retain and re-emphasize is:
• LCong and OSC Culture, besides review, doing Local conferences for Membership adds connection, motivation and element of fun
• Implementation of stronger Team Processes and learning circles, especially the ones that were envisioned this year
• Stronger emphasis on pipeline creation and building 2015 • Strong Department Culture and members having stronger motivation and ownership
for their own departments. Operating departments as autonomous entity-like teams with a very strong focus on TL and OCP development. Inculcate a healthy competition to uncover the talent of the membership.
September 25,2014 ’’New member induction was great, though 1 of them never really turned up. They seem excited, some of them went for a GCDP field trip the other day, came back smiling. Y2B OC Applications are out, the one experience that I had been eagerly awaiting for, I hope the interview isn’t too hard..’’
• Keep the simplicity, element of respect, and the honest ‘open to give, open to receive attitude dear to the LC
• Driving a culture of performance, emphasising on the relevance of volume and quality of experiences being delivered
• Bringing back the office culture, with scheduled office hours for the EB. Also to provide intellectual space to the GB to come forward and brainstorm
• Driving a culture of internationalism and integrated experiences, everything from CEED/intern involvement in the LC to driving a strong OGX-centric membership
• A healthy balance of formal and informal forums • Re-emphasis on strong IM and strengthening email marketing as a tool for
accelerating exchange A culture where each leader lives to contribute and elicit greatness in the lives of whom they touch, a culture that builds an invincible AIESEC in Chandigarh
’What character is to man, culture is to the organization’
Anonymous
8. Describe the role a VP will play in the LC (around performance & attitude) in 2014.
Avenues catering to performance ! Strategic contribution and direction setting for the LC – This comes in simply by the
privilege of being on the executive body of AIESEC in Chandigarh ! Department management – The bottomline of his/her role. Shapes the performance
of the LC, creates new leaders, develops a strong culture. ! Human Resource Directive for Department - A VP has to act like VP TM for his/her
members, everything from member engagement to member retention come under his perview
! Stakeholder Engagement– Being responsible for AIESEC in Chandigarh in front of the stakeholders. Presenting them with an extensive range of services and engagement opportunities as and when required.
Avenues catering to attitude ! Focus on member development – Besides being a functional leader, the VP will
lay the most stress on member engagement and empowerment. The whole idea of a strong MB springs out of the most capable, developed membership
! Forum contribution – A VP delivers almost all key messages at vital LC forums, for that reason it is vital that such information is of the highest quality and gives the right message
! Behaviour – The way a VP choses to be, inside and outside AIESEC determines the respect he/she garners for his/her position and organization. The will exemplify ’invincibile leadership’ to the network
! Live to contribute: A rejuvenated, perennially motivated indivdual, who has thrives on a greater purpose and lives the year to contribute selflessly.
! Accountability: Holding the MB and GB members accountable to their work
OCVPs driving member performance Areas that are lagging: Supplemented through L&D. Performance reviewal and accountability reports to determine the same
Members that are high-performing, given complementary support by L&D to accelerate performance. All based on reviews conducted by the OCVP and the OCP
VPs to drive accountability through OCPs and OCVPs, TM to track performance, L&D to follow up with knowledge-needs and innovation-accelerators, all dependent on review sheets and meetings
9. Propose a Governance & Accountability model for the LC for the year 2014.
A major supplement to the culture of 2013, governance and accountability measures will reinforce our LC’s culure of undiluted respect, disciplined creativity and driving aspiration:
• Board of Directors (group of 3-6 alumni) to be setup, major role to include -Holding the EB accountable to their goals -Holding the LCP accountable to his year plans and ways of being -Understanding the realities of the LC and suggesting solutions for the same -Provide external perspective on the organization, its functioning and the brand it carries -Ensuring auditing of LC budget, ensuring the right inflows and investments
• Quarterly review for all portfolios -Review document to be sent to all stakeholders through customized newsletters -Quarterly Board of Directors meeting to review the EB externally -LCP to review the EB by the end of every month, details of the same to come in a monthly newsletter -MB review and portfolio review to happen quarterly -Weekly Review Sheets for the MB -Conclusion of the quarter at an LC forum with updated analysis and reports
• Introduction of mandatory office/work hours for the EB • MBMs to happen once every month merely for updates, problem solving and
accountability purposes. • OC performance to be tracked and
evaluated every month, with strong bottomlines for members, OCVPs and the OCP.
October 4, 2014 ’’ Just came out of my first MB review, the meeting was truly intense. The L&D consultancy really helped clear my doubts and queries. Now I need to rush for my OCM, punctuality is a must here. More importantly, I am the OCVP promotions now, I need to hold my co-OCVPs and members accountable for their actions. Can’t believe Quarter 4 has already started, NSC is is also round the corner, the year just breezed past me..’’
VP
OCP
OCVP
Member Member Member
10. According to you, what role will AIESEC play in the city of Chandigarh as an International Youth Organization in 2015? In context to this, how will the year 2014 count to the progress to the same?
AIESEC, Empowering the city and the year, 2015 It is difficult to imagine how a group of 18-21 year olds are today shaping the realities of the city. We know them as AIESECers, where it was once the best kept youth-secret of the city, AIESEC today has made deep inroads into the setup of the city. They have been able to do so with their vision of developing human potential and grooming profound entrepreneurial leaders
Their phenomenal outreach defines their credibility. They are truly recognized across sector for their ability to develop entrepreneurial leadership. Today AIESEC connects some of the biggest, most reputed youth-run organizations and sustainable institutions of the city, delivering the highest quality of experiences in the process.
To understand how 2014 will contribute to 2015, please revert back to Question 3, Section E. The Focus Areas are invariable reflection of the 3 statements of 2015 and will yield the desired images of the future.
30 December, 2015
What people have to say. ’’AIESEC has played an immense role in bettering our office culture and transformed our economic realities, their interns have been a real blessing.’’ – CEO of an independent enterprise based at the IT Park ’’My 6 weeks in Ethiopia, on a ground-breaking internship with AIESEC changed my worldview, moreover I was lucky to come back and contribute to the social sector of the organization’’ – Student pursuing Economics, Panjab University ’’My AIESEC experience has empowered me to venture into entrepreneurship, today I am privileged to have a sustainable enterprise of my own in the city’’ – A reputed AIESEC alumnus, spearheading an upcoming startup
This article embodies our stand to deliver the most brilliant 2015. Here lies the inevitable future of AIESEC in Chandigarh. Connecting the roots of success, to the beautiful images of the future.
Focus areas of 2014: 1)Leadership development based on a strong entrepreneurial model of growth 2) Learning and Development driving stakeholder experience
3) Market penetration through collaboration and showcasing impact
We are recognized across sectors as the first choice partner for Our ability to develop entrepreneurial and responsible leadership
Strong experiences based on high volume of core exchange and entrepreneurial setup leading us to 2015 L&D to develop strong
competencies in membership, supplementing our ability to develop membership
Our growing physical and virtual reach makes us the most credible and diverse global youth
Empowered membership contributing to flawless stakeholder experience, adding credibility to our brand
Brand positioning initiatives and collaborations contributing to a significant increase in our physical and virtual reach
Our collaborative environment empowers every member to live a high-quality AIESEC experience creating cross-generational positive impact on society
Highly reputed, high yielding, relevant collaborations, powered by aspiring membership, invincible leadership, will create cross generational positive impact
Section F | Programmes
1. What will be the changes that will leverage the volume of AIESEC in Chandigarh ELD Experiences in 2013? How are these connected with the external environment?
Program Evolution Proposed Top 3 strategies Relevance with External Market
iGIP -Process Optimization
-Market Penetration
- Client Retention
- Tracking stakeholder experience
- Ensuring entrepreneurial model of growth
Accelerating innovation and economic growth for the firm. Adding on to the culture and
evolving mindsets. Value added services for better experience
oGIP -Collaborations and virtual outreach driving growth
-Strategic Investment in oGIP (CEEDs, delivery, physical and
virtual promotions)
-YGIP as a product for the external market
-Pitching GIP as a product in the internal market
-Ensuring fulfilment of talent capacity throughout the year
International Experience, better understanding of the
work, holistic growth to offered to all stakeholders
iGCDP -Customer Experience Management
-Taking co-delivery forward (the final phase of open heart)
-Ensuring entrepreneurial model of growth
-Issue segmentation to diversify and drive growth
-High performance tracking for efficient delivery and quality
impetus
Creating measurable impact, promoting human contribution and understanding. Positive
Impact on the society.
oGCDP -Market penetration through extensive Marketing synergy
-OS evolution (Implementing the OC structure for specific
projects)
-IXP and eXcel
-Capitalizing on University collaborations
-Improving Delivery rate and off-peak through L&D
Entrepreneurial model, developing leadership and
widening worldview, expanding mindset.
TMP -Talent Sensing fulfilling 100% talent capacity
- Learning and Development driving growth
-Strong implementation of the local training module
-Member experience and performance to become vital
performance indicators
-L&D
Providing intense experience that can facilitate efficient
teams in the economy. Providing practical
opportunities to those touched by EwA
TLP -Experiences based on the entrepreneurial model of
growth
- Learning and Development driving growth
-High intensity dual role opportunities
-Projects to be tracked on entrepreneurial lines
-L&D as a function to offer more support
Externally relevant, growth can be tracked and lived
throughout life
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
AIESEC in Chandigarh 2014- Performance
Issue: Environment Project Conserve
70
Issue: Poverty Reduction Project Rural Development
50
iGCDP Issue: Rights Project Footprints
70
Issue: Health and Lifestyle Project iCAN 30 Project Healthcare 40 Issue: Economic Growth
Project SME 30
Issue: Education Project Worldview
30
Issue/Market Expansion 30 iGIP Marketing 50 Education 50 BA 30 IT 20 Market/Industry Expansion 30 oGIP Education 20 IT 15 Management (80 % alumni) 10 oGCDP InBound 80 OutBound 80 Specialized/Campus Units 40 HR TMP 2000 TLP 500
Total Exchanges: 775 AM target: 35+50 IXP: 50 Average fb outreach: 20,000 Fb page likes: 25,000
Membership volume and experience: - TL, OCP and Manager roles to be filled by December end, subsidiary leadership roles to be
filled by mid January. - Extensive MB training to set up (Extensive L&D+MB summit + external training) - 4 MB cycles, 3 months each - Member engagement as mentioned earlier will be a top priority - OS evolution to enrich and diversify experience - RnR Campaigns to get launched by the end of Quarter 1 and Quarter 3 - Developing entrepreneurial and responsible leadership through extensive project delivery and
learning mechanisms. - Strong and efficient delivery of LC forums
Logistical Management:
- Initiating dual roles for ICX during peak realization cycles, especially GCDP
- Outsourcing project to be continued, projected revenue to double next year
- Invest in smart, high-return initiatives to drive exchange and experiences
- LC budget to be monitored by the Board of Directors - Initiating a strong Office Culture
Stakeholder Experience Delivery:
Membership: - VP L&D to take forward training and leadership development in
direct synergy with VP TM - MB Consultancy to be introduced, to eliminate doubts, supplement innovation and solve
problems - Year long engagement plan, regardless of portfolio and position - MB empowerment to be driven down to membership - Understanding the efficiency of each experience and making sure every VP pays attention to
the TMP/TLP experiences Clients:
- Showcasing measurable growth that the stakeholders have enjoyed through AIESEC - Professionalism to be emphasised upon in the LC culture - Quarterly review mechanisms to check quality and number of experiences delivered
Trainees:
- Extensive channels for feedback and troubleshooting - TMP/TLP on exchange to be implemented - Expectation setting,induction processes and implementation to be made better through IM-F-
ICX synergy, in this case implementing Customer Experience Management practices and Project Model Implementation Exchange Participants:
- Short term TMP and TLP engagement - Feedback and review mechanism to be implemented every quarter - Preparing them as Business Development Managers - EP training module to enable them with professional skills and bring in extra revenue (by
product of YEs and external training)
October 27,2014 ’’The Second day of OSC is here, yesterday we found out how stakeholder servicing had truly accelerated our operations in the past 3 quarters. Best of all, it is now a part of member behaviour, this will definitely contribute to a sustainable pipeline..’’
Parents:
• Parents’ evening twice in the year, Feb and September • Parent Letters to be mailed every quarter, showcasing the member presence, performance
and learning • Making parents a part of AIESEC initiatives and activities ( BKK + volunteering etc)
International Relations: - 3 distinct CEEDer cycles (Exchange + EB + LC contribution) - Focus on co-delivery, introducing open heart as an LC CIM Project - Aligning our ‘why’ with the motive of all our EPs and interns, driving it in all exchange related
communication - Furthering the concept of EP LEADs and training (physical and virtual) - Showcasing the exchange experience underlining the value propositions and blunt honesty - Moving onto Discover India to explore higher outreach and (internal) market outreach
3. How important is the integration of Net Promoter Score in evaluation of our Program Delivery? What are the action steps that you propose leading to better delivery of our programs?
The integration of NPS provides empirical support to our quality and the deepest inferences on our delivery. The whole concept of having promoters and detractors shows how our stakeholders perceive our brand and (think of) making it externally relevant.
Action Steps for Delivery:
- Quarterly review mechanism for all functions and programmes to gauge the level of engagement and delivery
- IM to present a consolidated Knowledge management system that contains all elements of official documentation(facilitating everything from expectation setting to project closure and transition)
- Detractor issues to have a 48 hour response time - NPS to be driven down as a behaviour in the LC - Ensuring timely filling of all NPS surveys, especially from EPs, inculcating NPS in our matching
and delivery process - Exchange managers to analyse the performance of their respective portfolios and submit
regular reports to the TM cell, highlighting the quality and efficiency of work - Working towards an NPS state of 80 for the entire LC and a response rate of over 90%
November 15, 2014 ’The winter peak is almost here, fortunately our NPS scores have been really good this year, the internal brand has strengthned significantly. Co-Delivery along with strong quality is getting us good IR. Can’t wait to deliver the biggest winter peak of our existence, fulfill my promise to this great LC..’’
4. Propose key synergy areas for GCDP & GIP, and how it would lead to growth of GCDP & GIP. Be as elaborate as possible.
LCP GCDP GIP Marketing Business
Development TM L&D
GCDP
Overall Exchange Strategy Development through IR,LC-LC partnership, GLE implementation
Project Branding, showcasing impact, value-added network for stakeholders, virtual training, market penetration, positioning,tracking ELD conversions
Product Packaging through MDPs, Partners Network, micro financing, crowd funding, sales training
Manpower Planning, TM Processes in Project teams, CEEDS, EwA volunteering, GCDP-X, team-tracking, talent sensing and full talent capacity,R&R
Training, operational support, engagement, ensuring optimal knowledge levels, LEAD sensing
GIP
Overall Exchange Strategy Development through IR,LC-LC partnership, GLE implementation
Showcasing client growth, corporate event tie-ups,partnerships,coverage, tracking ELD conversions
MDPs, upscaling products, NEP,sales training, standardizing proposals,Board referrals
EP Induction,talent sensing, specialized recruitment,optimal talent capacity,RnR
Training, operational support, engagement, ensuring optimal knowledge levels, LEAD sensing
Information
Management
GIS implementation, utilizing discover india, Process Optimization, IM, KM, content generation, showcasing-recording, creative support
GIS implementation, utilizing discover india, Process Optimization, IM, KM, content generation, showcasing-recording, creative support
Audit and feedback support, IT assistance, creative-creation, content generation
Myaiesec.net, Brand Education, KM, Virtual Forums, CRM implementation
IT support, newsletters, performance updates, HR analysis KM,programme and functional optimization
LC policy implementation, process optimization, ensuring accelerated operations, releasing knowledge newsletters, having strong virtual delivery module
Finance
Monitoring Receivables, Logistical Management, investments, ensuring an entrepreneurial model or revenue
Accounting, Investments in CEEDs, budgeting, ensuring an entrepreneurial model,
Survey Budgets, Publication Partnerships, using CIM to drive process optimization
Planning according to budget deficit, analysing markets and investment climate,building LC reserves
RnR, investment in programmes and improving talent capacity
Investing on training resources, imparting financial knowledge to the LC
Section G | Functions
! External Relations
1. What is your understanding of External Relations and Business Development? What all according to you falls under the purview of the portfolio?
Create sustainable markets for the local chapter and cater to the stakeholder requirements. It focuses on developing concrete products and also generating revenue.
o Alumni Relations Management o Stakeholder Management o Product development and selling o Maintain BoA relations o Source of financial surplus and LC reserves o Striking Multi-dimensional partnerships o Striving for inkind raising in strong synergy with Finance o Delivering NEP in synergy with iGIP
2. Give your (probable) ER target for the next year. Justify the same, considering the ground realities faced in the LC in 2013.
Product Target Details
Recruitment+ GEP event
Balakalakar
Youth to Business Forum
BoA-Funding
Regional Youth Leadership Conference
Project Selling
Total
2,00,000
3,00,000
4,00,000
50,000
2,00,000
2,00,000
13,50,000
Combining Recruitment with GEP event
The highlight of social impact
Building on Jan 2013’s event+ synergy with entities on the same
Reinitiating board ties and generating funds
Regional Product that can be sold with recruitments as well
Year long partnerships and promotional initiatives(includes micro financing) Using Impact lines to create a strong sellable product.
BD requires strong market research and timely implementation, something that has been missing due to incomplete talent capacity and absence of the right knowledge. Keeping in mind the extensive L&D framework, the newer models of synergy, especially between Marketing-BD, and GCDP-BD, we expect to have a much more feasible raising this year.
That being said, it also will depend highly on the timing of each Organizing Committee, the impact being showcased and the quantity of experiences delivered.
November 22, 2014 ’’Youth to Business Forum , 2014 was a huge success, it leveraged out of the first Marketing-centric Y2B we did in collaboration. Thankfully, we were able to only just match our BD targets with the recent money, can’t imagine how ecstatic they would’ve felt while repaying a debt in 2012 with the same money..’’
3. What sources of revenue do you propose that will bring in regular income to the LC (apart from direct exchange programs)?
! Micro financing the iGCDP projects and even the programme documentation. ! Project selling, through evolved OS, Issue segmentation and a highly trained sales-team ! Evolution of YEs and Leadership development programmes (for oGCDP EPs) ! Global Villages and LC collaboration with external events ! Sustainable partnerships through BD-Marketing synergy (Delivering 2 Y2Bs, and providing
marketing space to sponsors) ! Crowd funding and creation of alumni support fund (Crowd funding to be explored again
as a concept, alumni support fund to be presented to the Board of Directors for suggestions and approval)
! Financial Management
1. Describe your understanding of the role of Vice-President Finance in the LC.
The role of VP finance: o To prepare the Annual Budget for the LC. o Overall responsible for the Logistics of the LC (Trainee Houses, Office, Infrastructure,
GBM Venues) o Undertake key investments for the LC o Understanding the costs involved and the returns on investments/initiatives o Chairing the Finance Sub Committee. o Internal and external auditing o Member Education on Finance and Financial Implications in Exchange. o Building Corpus Funds. o Introducing Financial Policies (including the ROI Model) in the LC
Ensuring sound Book Keeping and being the legal responsible
2. Define a financially sustainable LC. How do you envision AIESEC Chandigarh in 2014 with respect to financial sustainability?
A financial sustainable LC is the one that satisfies the following:
o Adequate liquidity with no impending (or minimal) bad debts/receivables o Not being dependent on BD to raise for LC operations o Having sufficient reserves for surviving 2 quarters without any income o Exchange to generate 20% surplus at least
For 2014, besides the above points, the following would define financial sustainability:
o Contributing 8 Lakh to the LC reserves o Investment of over 2 Lakh on the Membership, yielding a positive return on
investment o Full implementation of the new legally bound contracts o Entrepreneurial model implementation to entail a strong sense of profitability and
revenue generation
3. What long-term action steps do you propose that will prevent the LC from facing a similar financial situation as it did in the previous year?
• IM systems to make all processes flawless • All official processes to be tracked and followed up upon (dual roles in every
exchange portfolio, depending on the timelines)
• Planned exchange, VP F to determine the number of ELD experiences and permitting exchange and operations on them alone
• iGCDP to strive towards a financially profitable, surplus generating portfolio through better delivery and project funding
• The strongest implementation of Financial norms and policies, implementing legal documents
• Creation of additional reserves for the LC (as mentioned before) • Strong synergy with L&D to foster optimal financial knowledge in the LC
4. Attach an outline budget with respect to your ELD program targets, including ER income from events, collaborations etc.
Money flow(Based on minimum-50% targets, if met)
Inflow Outflow
iGCDP High TN fee projects: 90,000
Intern House Collection: 1,95,000
Project Selling: 1,00,000
Assuming each exchange has a recon on 3,500: 387*3,500= 13,54,500
oGCDP: GEP event: 1,00,000
ELD money: 10,00,000
Investment on membership:2 Lakh
iGIP: 13,50,000 LC reserves: 8 Lakh
oGIP(inclusive of alumni going on exchange): 3,00,000
Total Expenditure on events : 4 Lakh
ER(including NEP): 5,00,000 Investment for ELD conversion: 2 Lakh
Total Inflow: 36,35,000 Total Outflow: 29,54,500
LC Surplus: 6,80,500 ( Re-invested into the LC, miscellaneous expenditure, corpus, reserves and the EB)
! Talent Management
1. What is your understanding of the distinction between TM as a function and TM as a program? Evaluate the performance of both in 2013.
TM as a Function As a Programme
Tracking personal development, learning and goal achievement of every member.
Driving L&D
Smoothest transition in the LC with direct support from all exchangers
Ensuring fulfillment of talent capacity
Understanding and implementing TMP TLP principles.
TMP TLP Management and tracking.
Working on increasing Integrated XPs along with OGX.
2. Analyze the recruitment’s conducted this year. What innovations do you propose in the existing processes to make them even more effective for next year?
Dec-January and May Pocket recruitment: EwA conversions tapped, skill-based recruitment also implemented (results could’ve been much better), very basic addition to the talent force, capacity wasn’t fulfilled, recruitment just enough to sustain minimal operations.
February Recruitment: Done with the introduction of Wanderlust, beautiful concept, delayed and sporadic implementation. Has the ability to do wonders, definitely a keeper’s. Started late, recruited 48 people, due to delayed IXP followup. However it serves as a great campaign for futre. (GLP)
August Recruitment: Extensive use of backward planning to determine the talent capacity, stronger Marketing-TM synergy, significant increase in form sales as compared to February. 116 members recruited, following the GCM module.
Making the process more effective:
• Initiating Wanderlust by end-January, with clear bottom lines for Marketing and oGCDP
• Bi-Monthly follow up for GLP and IXP • Sending eXcel/IXP newsletters at a regular succession • Using client referral and college recommendations to find the best people of the tri-
city • Bringing back outsourced GDs and TAs • Better utilization of college ambassadors in prior UR
“No company can grow revenues consistently faster than its ability to get enough of the right people to implement that growth and still become a great company.”
Packards Law
(Ensuring there is no talent crunch, throughout the year!)
Throughout history the greatest companies have used adverse times to their advantage. In the late 1970s, under the farsighted leadership of Dick Cooley and Carl Reichardt, Wells Fargo built a culture of discipline years before deregulation upended the banking industry. They built a team of Spartans: cost–obsessed executives exhilarated by the prospect of fierce competition. More than half of his executives went on to become CEOs of other financial institutions across America, Warren Buffet calls it the greatest team ever, and we call it activating leadership
Ensuring high TM-L&D synergy to build the most empowered membership (highly trained,no talent crunch), that undergoes the most intense inner and outer journey to fulfill their role as the penultimate leaders of the organization.
3. Propose learning & development plan for 2014, and how would lead to evolution of membership learning curve and provide high quality leadership experiences.
! 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 ELD programs.
Marketing as a function has significantly evolved in thought this year, laying greater emphasis on brand building and external outreach. We are nearing 16,000 likes and 700+ online registrations. Since recruitment is more about registrations and less about form selling, Marketing has become absolutely vital for the LC’s growth. With 15 newspaper articles this year, we could’ve definitely capitalized on mass media more. We collaborated with over 7 events with externals, and also delivered 4 crucial events for the LC this year. One major drawback has been lack of proper tracking when it comes to Marketing’s contribution to ELD growth.
2. How should Marketing evolve in the LC in 2014? How do you see it contributing to ELD programs in 2014?
o Marketing to strive for a greater contribution to ELD and tracking of the same o Achieving meaningful partnerships that increase the brand of AIESEC amongst the
youth o Striving for partnerships in sectors that provide for a more convenient delivery of
interns (for example initiating special deals for AIESEC interns, registrations to begin at the time of matching, value-added services for AIESEC stakeholders)
o Shifting to online registrations completely by the end of next year through viral marketing and innovations in social media (GORS, NORS)
o Flowing content to local media throughout the year regardless of any event, presenting AIESEC as a relevant leadership consultancy (High CIM synergy)
o Greater implementation of IT centric innovations to transmit case studies (CIM synergy)
o Greater investment in training of the Marketing cell to enable knowledge-based engagement (External training + specialized recruitment)
VP L&D: - Taking forward local training - Taking forward MB consultancy - Understanding the leadership and training needs of the LC
(Conducting LEAD sensing, synergizing with TM for Talent Sensing)
- Flowing National L&D guidelines - Ensuring customized learning modules for the MB - Driving innovation through pre/post review MB meetings - Making TM more specialized into TMP/TLP tracking,
understanding and implementation - Ensuring all LC policies are conveyed in the appropriate manner
to the LC - Using IM tools to release regular knowledge updates for the LC - Supplementing our ability to create entrepreneurial and
responsible leaders ( In pure training methodolgy, it is said enhancing one’s competencies)
- Coordinating with external mentors and trainers for LC sessions
Empowered membership
Empowered leadership
Better Stakeholder experiences because of better knwoledge of processes
Building 2015
o Bringing back the culture of SEO o Greater focus on physical promotions through contacts and client/Board referrals
! 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?
o Data Analysis and Business Intelligence o IT Tools and Platforms o Process Optimization o Internal Communications o
2. Comment on how you envision the role of Information Systems in the functioning and administration of the local committee in 2014.
Continuing from 2013, IM will continue to rebuild and renovate:
o Implementing Global Information System entailing Opportunity Portal, Helpdesk, myaiesec.net and AIESEC blogs o Creating, sending and analysing extensive stakeholder feedback outputs o Initiating better synergy with Finance to carry and maintain internal & external audits o Simplifying the IT for the general body o Using the Discover India Website to increase Chandigarh’s outreach in the internal
market o Maintaining audio-visual support for all portfolios (everything from member training
videos to EP engagement modules, EP training and process implementation videos/VLogs) o Generating high quality content for all portfolios (dual role exchange support
managers and TLs) o Recording Impact to be taken forward in all exchange portfolios (showcasing to be a
common bottomline in synergy with Marketing)
November 27,2014 ’’The LC newsletter is out, it is official then, the EB applications are now open. For all this time, I have nurtured a dream, a dream to build 2015, it is time I take that step forward and contribute and fulfill my duty towards the organization.’’
Current state: Strategies are built keeping in mind the external realities in mind Ideal State:Strategies to satisfy organizational goals and embody the vision of the organization
Current state:Single layer structure, driving strong leadership experiences Ideal state: Multiple layered leadership structure, working towards de-centralization Current state: Highly
unorganized, non-synchronous work systems Ideal state: Need to move towards a high-business-intelligence, process optimized model
Current State: Exclusive membership with strong will to learn and grow, in chandigarh’s perspective, people looking for an alternative Ideal State: Inclusive organization attracting the smartest, wisest and the choicest individuals throughout the city, at the same time breaking up the barriers between the privileged and the under privileged
Current state: Highly resilient, purposeful leadership Ideal state: A leadership that will fight for the world it believes in, drives a culture of rspect, thrives in disciplined creativity and signifies ambition
Current state: Competencies are based on the GCM module and our current levels of talent sensing Ideal State: Self-supplementing talent modules that can develop a particulr skill-set through extensive L&D as and when the need might arise. Also to cater to a dynamic-changing environment
Current and Ideal: 6 values of AIESEC