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Opening Note
Rediscovering Grace
When we we’re little, we come across these small things that we feel we relate to, maybe a like
minded life enthusiast or a hard core academic, someone who wants strive to be the best footballer
in the world, someone who just wants to be with his family all his life.
These people, You feel you ‘get’ them and even they might feel the same for you.
Sometimes, you come across ideas that you relate to, maybe a political or philosophical point of view
in a debate or just a video that you saw, a song that you heard that stuck on in your head till day, defined you, made you feel that it was written just for you!
There can so many such things that you’ve felt since childhood that come close to your identity, you
feel they’re a part of you know.
So, has it ever happened before, that you saw a way of life that you felt was just You?
Ever happened that some people drive you more than you thought anyone ever could?
Ever happened that the need to achieve something became so bad that you ended up giving all you
had to do it?
Because I did. And some other smart people around me do it every single day.
That is the power of this organization, to a certain set of us, it starts making sense, little by little, it’s
not easy to find out what it really does, people sometimes take a couple of years to themselves realize and be able to convince someone else how it works.
Some understanding of it might come though, through the simplicity with which it claims that it was made for nothing less than to change the world.
And nothing comes simpler than this, that is it’s beauty, it churns out leaders day after day and
people never even find out that through the course of the hardest phase of their lives, they became
the strongest of individuals that humankind could ever produce.
Through the course of that phase, there lay a code, a code which silently but consistently was shaping them up from inside, somehow so beautifully that even they didn’t get to know.
AIESEC is deeper than we think, it runs you on a more holistic level than we can see, buried deep inside lies the code, a code which ones revealed will help us in providing the same experience to
hundreds and thousands of people. Make more leaders in an year than the world has seen in all it’s time, make more experiences that an MNC could produce in 10 years.
So I invite you, on this journey with me, to understand how we can dig out this code, the most
beautiful secret of our time, the most powerful secret of our lives.
Hope you join the search for ‘Grace’.
Abhinav Bhatnagar
Applicant
Local Committee President 2014
Section A
Personal Information
Name Abhinav Bhatnagar
Address 5659, Duplex, MHC, Mani Majra, Chandigarh
Telephone 01722735270
Mobile +918968611344 Email abhinavbhatnagar84@gmail.com
Academic Information
Bcom II 49%
Bcom I 58%
Class 12th 83.8% Class 10th 88.6%
Additional Achievements and Experiences
Attended Football National’s Training Camp in 2010, was Captain of School, House and Class
Football team
Attended the Delhi Photo Festival in 2011
Won 2nd prize in the Photography Competition of PECFEST 2011
Attended the Shodh Yatra 2012 in May this year. It is a like TGY but it is in one particular
district and is on foot; is based on Rural Development
Attempted Cross-Country in 2012 in June, July this year, travelling across the country in
General Compartments, living the life of the average Indian
Interests
Football | Travelling | Photography | Video Editing | Music | Gaming
Section B | AIESEC Experience
Current AIESEC position Vice President | Marketing
Applying for
(if more than one, list according to preference) Local Committe President 2014
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 (Exchange Coordinator: iGIP)
Duration: 3 Months
I was barely able to contribute but the team experience of being around similar minded people was
what made a difference for me. My 1st Team-Leader Subigya Basnet, one of the most simplistic
leaders I’ve ever come across, made it so easy for me to connect despite of having been so different
than the rest of the members of my team.
Team Leader (Vice President: Marketing 2013)
Duration: 1 year
The difference or the gap was fulfilled when I applied for the executive board for this portfolio called
Marketing, going back to something that I was passionate about, and the experience turned out to be
one of the most intellectualy competitive and physically challenging, probably because it was not just
the role of a strategic head that lay there, but also because there was the position of one of those 13
leaders who were going to lead an LC.
The experience of being an EB member of AIESEC in Chandigarh is one of the most envigorating ones
out there, it challenges you to the core, brings out the best in you and also shows you your worst. I
would never have imagined going through anything like this ever in my life had it not been day I
decided to make the call of joining this oganization.
The team experience of being in a group of 13 motivated individual transforms you, going through
the same high’s and low’s living life as if it were a fight undertaken by set of individuals together,
having come together to the point where we could really look at each other and see ’SuperHeroes’.
Lost in the
Crowd Connect
Knowing myself better
The Why
Let's do it now
The How
Let's do it now
The What
Failures Dissappointment
Patience
Believe 2.0
Learningsand
Amends
Deliver Let's
make it big
By making it
right!
2. What have been your main achievements and non achievements in AIESEC in the past?
3. List the Local/ National/ International conferences you have attended and in what capacity.
Main AIESEC Achievements:
1. EBC Experience (Wanderlust)
2. Strategic Responsibility for Driving oGCDP in Q1
3. Delivering a strong Q3 and Q4 with my Team
Main Non Achievements:
1. EBC Experience (The Reds)
2. Portfolio State of Q1 and Q2
3. NTT Application
1. 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?
Being on the executive board of AIESEC in Chandigarh has been a nothing but a privilege, an experience that I
feel has shaped my AIESEC Journey and will always be the guiding light for me whenever it comes to the core of
Leadership.
In it’s essence, I would divide my experience on these 3 lines:
Value Based Leadership Development:
Through the course of my EB Term, I established this strong belief that it is nothing but Values that form the basis
of a Leadership Body or an Individual Leader. Values form over the course of going through a challenging inner
and outer journey and that is the process that we want every single team and individual to go through in this
organization. Values pave the way for Greatness more so than any Strategy or focus area, because they guide the
collective direction of an organization over a longer course of time. When the Value Systems of an organization
are shaken, it is shaken by it’s very core, something which needs to be re-built by people who think they are
worthy of it.
The Essence of a Team:
The essence of a team lies in it’s ability to believe in a common long term stand and the ability to uniformly take it
forward. Failing in either of the 2 makes it a make or break situation where both people and the organization
suffer, where we say that Team Experiences drive Organizational Growth. One Leadership stand taken by the
entire organization together can make us achieve the impossible, provided again, we keep it simple and clear, and
uniformly take it forward.
General conduct & behaviour: 6
Contribution in meetings: 8 Contribution to LC culture: 8
Communication style: 6
Understanding of AIESEC: 8 Ability to motivate people: 8
Marketing/Selling skills: 8 Ability to organise own work: 6
Commitment towards Job role: 9 Willingness to cooperate: 9
Performance*: 5
Crisis Management: 7 Handling pressure: 6
Assistance to others: 9
2. What are your three basic Learning’s/Values for life, which you have derived through your
AIESEC experience?
I have always connected to AIESEC values very deeply. Starting from the time I joined, I stayed
because of my belief in long-term impact generation models and absolute disbelief in short term
gratification gimmicks. Also the idea of working on someone else’s growth and development and
someone else looking over you, was the second bigger reason that I believed in this organization
for.
Over the course of time; I realized how these values we call ‘AIESEC Values’ are the sources of
guiding light when you’re particularly going through a hard time, through a challenging
environment, through a strong inner and outer journey, they make you see the bigger picture with
so much ease.
The problem with us is that we don’t stand and stare. How many times do we look back in the day
and see how many values we followed, for some it’ll be hard to say that they even followed one, for
some it might even be that they managed to follow more than 4 out 6, one in a million will be that
person who might say, he followed all 6.
We talk more about passion, ambition and growth while we stop even looking at integrity,
excellence and leadership.
And that is the challenge, the journey that we undertake, together to make a 800 of those people
feel like they lived through a leadership experience, ready to change the world with the ideals that
they just formed here in our beautiful city of Chandigarh.
I have come to associate very closely with the following 3 values;
Striving for Excellence:
I associate very closely to this because I had always felt that I had been a fighter, probably a
tendency that every boy gains if he was ever close to a sport. I’ve faced the hardest of struggle in
this EB Term, and the feeling of striving continuously, tirelessly never ended, when it did, I knew
that it would turn out to be the start of something bigger.
Activating Leadership:
I figured a little later how satisfying it is to enable an individual to reach an end goal, no matter
who they are, what they do, how they think, it always feels like the best thing to do even if it takes
them even a step further.
Demonstrating Integrity:
This I think is probably the easiest and hardest part of Leadership. It gets harder when the going
gets tougher and few manage to stick by it. My experience majorly left me at cross roads whether
to stick by it because it was getting too difficult too manage, but then you probably need to fall
once and then rise above. Integrity is hard to find if it hasn’t been looked for long enough, when it
is, it is the simplest to live by.
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 genuine believe that every individual carries unlimited potential and unlimited power to change the
world. I believe the same for myself. All it needs is experiential learning. These 3 things coming
together makes me believe that Leadership can change the world, and that is the thought that makes
me believe in AIESEC.
If I think of what I could tangibly do to take a step forward towards that, the idea of delivering these
life-changing experiences is the best thing that comes to my mind.
Also, having seen the Local Chapter so closely, in it’s high’s and low’s with it’s strength and
weaknesses, I feel it brings in me a need to apply, because the learning’s I have gone through, I feel
there is a lot to give back to this place where I learned so much, a lot more to do in the place where I
could have done so much.
The Power of an Experience
The Power of Multiple Experiences
Change the world
2. Describe your future short-term and long-term career and personal goals. How do you expect
an LCP term to help you achieve these goals and why now?
Short Term Goals
Passion for
Leadership
Drive Belief and value Driven Mindsets
Foresightedness and Clarity of thought
Driving Actions to build and operationally and organizationally
strong organization
Idealism and Righteousness
Alignment
Direction and Growth
Local Committee President 2014
Completetion of my PG Diploma
Gain the ideal Leadership Experience
Go for an internship to
Morroco,Turkey and/or South
Africa
Beat ManU 6-0 with India on
Legendary
Optimize Personal and Professional
Life
Develop 1 person everyday - Intiate
Leadership
Explore Interest
Training and Developmen
t
Long Term Goals
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?
Study Advertising from MICA
Work at Nike in Advertising
Make Videos like those on Vimeo, Incredible India
Click Photographs like Steve McCurry
(Probably on exchange!)
Study Marketing or Training from Ivy
League
Achieve a state of Happiness with
High Potential and High Growth
Activate Global Leadership as a Life and Organizational
Coach
My Post Graduate Diploma ends in the April of 2014, post that I do not have any Academic Plans for
the year, at least physically from Chandigarh. I will aim to complete at least 2 Virtual Courses from
Coursera, but nothing apart from that. I will start preparing for Management Studies during the latter
part of the year, since I intend to start studying at MICA from the year 2015, if at all.
I also aim to follow a strict diet and a workout schedule, with running and swimming being an integral
part, mental and physical fitness has become important for me again, we can probably look forward to
an LC Health Drive next year! It is desperately needed.
An LCP needs to give a 100% time commitment to the role, more so of mind than for the body, with
most of his/her time being spent in analysis, developing thought to drive the organization, supporting
his team closely, followed by the management body with his team, followed by the LC with his
management body.
An LCP needs to know LC, MC, Program and External Cycles like the back of his hand, and have plan A,
plan B, plan C which should ideally never come out, since he empowered his Strategic Heads to make
their own Plans, resources and estimate and fulfil requirements.
In that sense, an LCP needs to give every single second to his role, just because it takes a lot more
than it seems to lead an organization of 200 people and deliver a 1000 leadership experiences.
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.
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.
•To deliver 820 leadership experiences by rediscovering the essence of AIESEC in it’s purest form, and create 500 responsible and entrepreneurial leaders who are ready to take it forward locally, nationally and globally in the years to come.
The Vision 2014
•This year will leave behind a legacy of rediscovering the essence of the AIESEC experience, with challenging team and individual experiences to take forward the local chapter and create the strongest leaders for the organization in this process.
The Legacy 2014
•To achieve high Customer Centricity and Brand Relevance in the market by Internal Core Strengthening of the organization, thereby setting the course of magnanimous growth in 2015
Mission 2014
Football Camp
o A fighter’s spirit
o Passion and Strength
o Sportsmanship
Success in Photography
o Purpose
o Openness to Learn
o Commitment
o Perfection and Practice
Travelling and Exploring
o Overcoming a challenge
o Inner Discovery
o Understanding People, Societies and the Country
6. Describe your leadership style? Explain how your style will be suitable for AIESEC Chandigarh
in it’s current state.
Right now, the LC needs a leader who is mix of Transformational, Charismatic and a
Bureaucratic Leader.
He needs to be passionate, inspiring and value driven but should also Lead by Example and guide by
his Way of Being. He needs to be aligned, driven by simplification, clarity, efficiency and clarity.
Paternalistic Laissez-Faire
DemocraticRelationship
Oriented
Transformational
Leadership
Passionate & Value Driven
Section E | LC Administration
1. List down the different aspects of the job role of an LCP.
Governance and accountability
Being the face of AIESEC in Chandigarh
Guarantee the legality and accountability of the Local Committee and ensure the education, review and application of the internal legislation - the local
compendium.
Representation on National Role
Representative of the LC in the National and International Association
Defining and aligning the year plans according to the National Growth Strategy
Strategic Direction
Facilitating the direction, envisioning and implementing the strategy of AIESEC
in Chandigarh for the year 2013 leading to 2015
Nurturing the brand, culture and identity of the Local Committee
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.
Administration and Operations
Committing to high quality functions and programs , 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.
2.Analyse the trends of the past three years (including 2013) of AIESEC Chandigarh's
strategic direction (include performance & culture). How do you see the organization
direction of AIESEC Chandigarh shaping up in the coming two years? Also, give a SWOT
analysis of the LC for 2013
Year/Criteria Strategy Culture
2011 -Growth in
Exchange
-Focus on MC
Contribution in
terms of
exchange,
conferences
delivered
-Membership
Crunch
throughout the
year
-Driven by Changing strategies and
Growth
-Evolving LC to 2015
-Strong MB Culture
2012 -Sustained
Exchange
Performance
-High Focus on
Functions, Talent
Capacity and
Brand
Strengthening
major successes
of the year
-Emotional Connect throughout the
LC.
-People driven by a common goal,
-High value for Leadership, Purpose
Driven State for the LC, Resilient
Management, Relatively high
member performance,
-Loss of connect to 2015 due to
immediate state
2013 -High Volume
Exchange and
TMP.TLP
Experiences
-Strong
operational
processes,
-L&D and
Pipeline as focus
areas in Q3 and
Q4
-Driven by Operational Growth
-Good office culture in Q2 and Q3
-Strong conferences and forums
driving culture but lack of an LC
Culture
-Loss of emotional connect to 2015
despite of relatively high
performance
The next 2 years
Year/Program iGIP oGIP iGCDP oGCDP
2014 180 75 350 200
2015 250 120 470 280
Given the idea of 2015, it’s targets and strategies, it is clear that the next 2 years need to be about
growth, but growth in a manner which is defined and sustained. Such growth can only come from
an equal focus internally and externally. External Market understanding and positioning followed by
selling and servicing, all of this encompassed by organizational and operational Growth.
It will also be about rediscovering AIESEC, the essence of AIESEC, the idea of 2015, the idea of
transformative Leadership changing the course of impact that we as an entity are going to create in
the city till 2015.
It will be about team experiences driven by team purpose, team missions collectively coming
together to deliver 2000 leadership experiences creating an impact across all organizations or
individuals that might come in the way.
It will be about discovering the direction that we need to take as an ideal local chapter, that we
need to take to pioneer across the global network.
3. What focus areas do you propose for AIESEC in Chandigarh in 2014? Give action steps that
will contribute to these focus areas.
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
The Focus Areas for 2014 will be defined on the line of:
‘Achieving 100% growth by simplicity and rediscovering AIESEC’
Action steps
Improving Client/Customer Experience, building loyalty in the external market
Improving Delivery Rate and Reducing Delivery Time by right positioning, right
raising, right expectation settings, optimizing IR building and OS evolution to
serve stakeholders as independent products and sub-products
Increasing efficiency, affectivity and flexibility internally with functions evolving
as sub-systems inside individual portfolio’s
Increasing Conversion Rate by client delivery, servicing and engagement.
Evolving External Positioning according to the new products and strategies
Going into phase 1 of Engagement and Servicing
Documentation according to previous data from existing customers.
Board, alumni and existing customer engagement and support.
Gaining Market Sense through external feedbacking and surveys.
Driving documentation along standardized parameters so as to provide a strong
base for growth.
Internal Core Strengthening as the basis for the above 2 (Building Operational and
Organizational Strength)
Revising Program Definition for the LC
Defining Key Focus Areas, Strategies, Key Activities for each Program along the
lines of integrated functional understanding and implementation independently
and focus on external positioning
Defining key synergy points for programs and functions, building Q1 OS and
initiating Training with the same
Implementation of L&D to empower individual teams to deliver high
performance as well as providing a flexible environment for them to innovate
according to their client’s needs
LCP
Key Changes in the Structure:
The structure has been evolved to a 2 tier OS with Independent Product Responsible
and Senior Body Members in the management body level.
iGIP has been divided according to Sub-Products being handled by Team-Leaders and
Markets being overlooked by Senior Body Members.
iGCDP has been divided into Projects being handled by Team-Leaders and Issues being
overlooked by Senior Body Members; a similar OS with the existing OC structure will
evolve into the same; the only difference being the time based nature of some of the
projects.
oGCDP has been divided according to geographical markets and sub-markets with
independent processes being handled by each team separately thus bringing in
accountability for it’s overall functioning.
oGIP follows a similar structure because there still needs to be utilization of the existing
market in terms of raising.
Marketing and BD have 1 senior body member according to the need of the focus
areas and strategies to be driven for the same. These will ensure synergy in terms of
strategy and lead generation for the exchange departments in all their respective areas
of functioning.
Finance, TM and CIM have Managers according to Programs, senior body members will
need to be there if the portfolios have excess information and operations to track and
strategy to drive.
LCP
VP iGIP (1)
SB Market 1
TL Sub Product 1
TL Sub Product 2
TL Sub Product 3
SB Market 2
TL Sub Product 1
TL Sub Product 2
TL Sub Product 3
SB Market 3
TL Sub Product 1
TL Sub Product 2
TL Sub Product 3
VP oGIP (1)
TL Marketing
TL IR
VP iGCDP (1)
SB Issue 1
TL Rising India
TL Rural Developmen
t
TL iCAN
SB Issue 2
TL Conserve
TL Footprints
TL Worldview
TL Healthcare
VP oGCDP(1)
SB Market 1
TL Sub Market 1
TL Sub Market 2
TL Sub Market 3
SB Market 2
TL Sub Market 1
TL Sub Market 2
TL Sub Market 3
VP Marketing
SB Brand Positioning
Manager Social Media
Manager OGX
Manager ICX
VP ER and BD
SB Sales
Manager ICX (project selling)
Manager ICX (NEP)
Manager CRM and
other Sales
VP TM
Manager OGX
Manager ICX
VP CIM
Manager OGX
Manager ICX
VP Finance
Manager OGX
Manager ICX
5. Give an activity calendar of AIESEC in Chandigarh for the year 2014.
Events Timeline Objectives
Managing Body Summit January Presenting EB and
Senior Body Plans to
the MB, Preparing LC
Direction and Major
Growth Strategies,
Training and L&D
Review Defining
Individual Product and
Project Plans
Recruitment January-February Pocket Recruitment to
fill Talent Capacity as
per MB Plans
oGCDP Promotions and
iGIP Raising Drive
February Initiating
implementation of Q1
strategies by focusing
on right positioning
and selling
Internal Stakeholder
Gathering
End of March/April To bring major
stakeholders together,
EP’s Interns, Alumni
together, showcase Q1
for AIESEC in
Chandigarh, creating
pool for growth from
the same
CSR Summit (Pre Event
and Post Event)
End of June and
Beginning of July
To Deliver Q1 of
Project Selling and
other BD/ER Clients,
Used as a platform for
Branding iGCDP
Projects, Strong OC
Experiences
MB Summit Mid July Revising Q1 and Q2,
Looking ahead
towards Q3 and Q4,
Planning for the same
July Local Congress End of July Revisiting Q1 and Q2
with the MB,
Presentation of Plans
to the GB
Recruitment Beginning of August to
Beginning of
September
Filling Talent Capacity
for Q3 and Q4,
Delivering Strong OC
Experiences
October Strategic
Conference
Beginning of October Road to 2015, journey
of 2014, Assessing
final growth path of
2014.
Corporate Conclave November To promote final drive
for NEP and iGIP, Used
as a platform to brand
GIP as a brand,
service all BD/ER
Stakeholders
6. 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 in 2013
- Operational Growth in
terms of Individual
Departments
- Operational Processes
have been strong
- Decently empowering
forums
- Conferences a highlight
-Resilient Leadership and
Management Body
- Resilient Leadership and
Management Body
Functional
Understanding driving
growth; Synergy
A Collaborative
Environment
Proactivity and
Support
A global environment
(TMP/TLP+X and
X+TMP/TLP)
-Intern and Member
Engagement
-Overall LC Culture
Culture in 2014
Retain Add How?
Operational Growth driven by
strong department culture
and Strong Operational
Processes
Organizational
strength as the
biggest driving
factor;
Organizational
Understanding,
Value Based
Leadership
Development
Consistent direction, Constant Alignment throughout
leadership and management body, Conferences and Forums
Building strong Talent Management Practices inside
departments, Culture comes directly and naturally though
X+TMP/TLP TMP/TLP+X and Alumni engagement
Conferences and Forums Operational
Growth driven
by functional
understanding
OS Evolution, Functions acting as subsystems inside individual
departments with strategic support from functions, team
experiences being driven by an entrepreneurial outlook, L&D
as a tool to boost the same
Resilient Leadership and
Management Body
Reviving the
international
organizations’
spirit strongly
driving culture
IXP and
exchange
X+TMP/TLP
TMP/TLP+X
Intern Engagement Plans
A culture of
Understanding,
empowerment,
support and
proactivity, a
culture of
growing
together
Basic Lead Sensing and Lead Planning, Value Based Approach,
Independent and Entrepreneurial Outlook driving Effective
Leadership, Timely achievement of plans driving work
satisfaction and mutual relationships, Strong Support approach
and processes from the leadership and L&D
7. Describe the role a VP will play in the LC (around performance & attitude) in 2014.
8. Propose a Governance & Accountability model for the LC for the year 2014.
Overview
The Governance & Accountability Model of 2014 would be based on programs delivering experiences
to their customers in the right manner by effectively tracking utilization of functional processes and
A VP will play the following the role in the year 2014 :
According to Performance:
As a product responsible, he will be solely responsible with his team for the growth of his
product working on aspects of Product Development, Packaging and Selling, Market Understanding
and Research, Branding the product as a whole and seeing the financial viability of the same.
As a strategic head, he will only cater to the overall functioning of the product with regards to
the external and internal market.
He will also be responsible for guiding behaviour of the department in regards to the product and
the learning curve of his/her senior body members, team leaders and members in accordance to the
skills and development that GIP and GCDP develop build in the TMP/TLP Program.
He will be responsible for balancing resources, talent and finance, according to the needs of all
stakeholders.
As an EB Member, he will play the role of the ideal EB member, driving events as a coordinator,
conferences, forums and summits as conference manager, agenda manager and facilitator.
According to Attitude
He will play a role in thought and directional assessment being part of a decision making authority,
overall and product strategy creation, defining ambition, goals and targets, and will all of these,
driving all of the above 3 in all teams he is responsible for, play the bigger role in defining the
course that this LC needs to take it to where it deserves to be, a giagantic force that contributes,
pioneers and becomes the support system in the national network by working passionately for the
LC’s 2015 vision, selflessely for the experiences of his and his members’ and the stakeholders that
he engages.
independancy of the units functioning as Products, Sub-Products, Projects or Markets.
Basic Framework
The framework will incorporate basic exchange targets plus functional performance for eg Member to
Exchange Ratio in case of TM, No of Stakeholders engaged in case of Marketing, Percentage of
Recievables collected in terms of finance, Project selling appointments done in case of BD and
Dcumentation Procedures followed in case of CIM.
Focus Areas and Tracking
The Governance and Accountability Model will also be based upon focus areas of the year decided,
for eg, Learning and Development, Financial Sustainability and NPS etc. The same will be created and
tracked by Special Task forces created within the senior body for these specialized areas.
9. 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?
2015 for Chandigarh
We will be the most credible and diverse youth voice in the student sector by extending
our outreach to deeply penetrate Chandigarh and surround regions.
We will be recognized for building leadership, which as a product will start holding value in
the city, with us providing the maximum amount of TMP/TLP and Exchange opportunities
in the city, via which we will easily become a monopoly for providing leadership
experiences in the city.
We will be known for generating cross generational impact on the society by engaging
more and more people under the TMP/TLP program and by providing a high quality AIESEC
experience.
2014 for Chandigarh
We will grow our scale of operations to cater to wider markets for all programs thereby
becoming the youth voice of the city
We will build loyalty among our customers there by creating a strong base for us to
penetrate the market and increase our client base.
We will build and improve our processes to provide high quality AIESEC Experiences and
thereby create cross-generational impact on the society.
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 Board & Alumni
engagement for
Market
Understanding and
Expansion as a
measure for
calcualated growth
GIP Branding
Brand Positioning
Process Optimization
External Brand
Relevance for iGIP,
Value-Based Delivery
oGIP Branding YGIP
through effective
collaboration, content
generation and
showcasing impact
Process Mapping for
effective Marketing
Content Generation
for Branding YGIP
Uniform and
dedicated IR building
Brand Outreach for
the Product of YGIP
iGCDP Project Selling via
proper packaging
Financial
Sustainability through
project budgeting
planning and selling
IR Building though
continuation of Open
Heart with process
mapped content
generation
Project Branding for
increasing the
relevance for iGCDP
as a product and
support growth of
raising
Financial
Sustainability driving
better experiences,
better delivery,
helping Upscaling,
branding issues,
increasing outreach,
resulting in more
clients
oGCDP Market Segmentation
according to
geographical division,
independent units
working to provide
more experiences
Marketing synergy
driving growth,
Implementation of
Campus Units
according to new OS,
OGX Based Events
driving ELD
Conversion to OGX,
Integrated
showcasing impact
modules
implemented across
all teams
Better Delivery for
EP’s, Brand
Strengthening
TMP OS Evolution driving
growth in GIP GCDP
Entrepreneurial Units
acting independently
to achieve optimum
utilization of
functional strategies,
Performance tracking
and Appraisal with
L&D implementation,
Predefined Job-Roles
based on Program
Behaviour and
Leadership
Development
Value of AIESEC
Experience more
externally relevant,
Brand Strengthening
in the student sector
TLP
2. Please give your (probable) targets for the next year. Please justify the same, especially
along the lines of:
Portfolio Project Project Target Portfolio Target
GCDP-ICX
Issue Health and Lifestyle 65
350
Issue Cultural Understanding 40
Issue Equal Rights 80
Issue Poverty Reduction 65
Issue Environment 50
Issue Economic Growth 30
GIP-ICX
Sub Product Marketing 60
180
Sub Product IT 35
Sub Product Business
Administration
20
Sub Product ET 75
GCDP-OGX
In-Bound 60
200 Out-Bound 80
Expansions 60
GIP-OGX
Education 15
50 Marketing & Communication (Mgt) 10
IT 15
Alumni 10
TMP 2000
TLP 500
Volume
(According to Backward Planning)
Floating Membership: 200
No of TMP: 2000
No of TLP: 500
Experiences
(Experiences will be clearly enabled on 2 major aspects)
Program behaviour: Experience that TMP and TLP promise to provide under GCDP and GIP
will be tracked according to the same parameters along with national and global guidelines.
Leadership Role: Experience that a GB, MB and EB role promise to provide according to the
leadership development of an individual will be tracked according to specified parameters.
There will be proper definition and differentiation of GIP GCDP TMP and TLP roles according to
responsibilities, requirements and learning curve achieved in the beginning of the year and all program
heads will work towards building the same competencies throughout the year.
This will help in uniform delivery of TMP/TLP experiences by enabling us to understand lead sensing and
enabling us to implement leadership development at all levels across all programs.
Tools to Implement the above:
Structured Long Term TM planning in the beginning of the year integrated within departments
Building an L&D Plan for the same supporting both in terms of Operational, organizational and
Individual Growth
X+TMP/TLP, TMP/TLP+X, IXP, Reintegration and CEED to be brought in as a culture with proper
structure and support
Specialized EB and MB Training and Development a focus from the beginning of the year
Review Mechanisms and PGS’s be structured within departments and with the TM Cell as need be
Proper focus on competency and skill based Recruitment
a. Logistical Management
ICX
(Trainee House Needs)
Trainee House Outsourcing to be responsibility of VP Finance & VP ICX, increasing to 5
Trainee Houses by the end of 2014
Quality Task Force to be formed inside ICX departments that would cater to Trainee and
Landlord and other stakeholders’ needs. VP ICX to ensure effective documentation and tracking of complaints, have the task force be enabled with training and resources to
firefight.
Office Culture
(Building an Environment)
Office to be arranged for by the end of Quarter 1 and Beginning of Quarter 2 to boost understanding, engagement and performance with OS Evolution.
Implementing workplace ethics, creating an enthusiastic and flexible environment with
the same, supported by logistics to initiate a new work culture drive in the LC.
Logistical management
(Small Logistics)
Building and maintaining a pool of reusable logistics with the LC, ensure Logistical
Management within departments with an end responsible, doing the same LC logistics by
the finance department
Having standardized LC and Internal Departmental processes for Logistic Management,
using basic tracking for the same.
b. Stakeholders Experience Delivery
d.University Clients
(University Support Groups)
Membership
Please refer to part (a).
Leadership
Please refer to part (a).
Corporate Clients
(Driven towards Increasing Customer Loyalty)
Reducing Delivery time for each client and increasing delivery rate for each
client by data analysis and interpretation for reducing matching time.
CRM Process Mapping and Implementation for physical and virtual engagement
for all Clients and Customers.
Virtual Engagement and Communication Plans involving content generation for
newsletters, photos and videos.
Event Participation in the Corporate Conclave as part of the CRM Package.
Taking forward University Support Groups with fixed engagement plans created and
standardized by the oGCDP department.
Investing in Gift Packages for University Contacts, eg Mementos, Trophies or any other token
of thanks as a gesture.
NGO’s
Regular Physical and Virtual Media Engagement through newspaper articles, logo spaces,
pictures etc integrated into the showcasing module.
EP’s
Reintegration plan for EP’s till the point of allotment
Delivering Pre Scheduled and Pre Prepared EPIC’s like we deliver our own conferences, with a
specified agenda and effective delivery
Engagement through showcasing module
Trainees
Defining delivery mechanisms and task forces within teams and proper training of delivery
processes
Intern Engagement Plan defined in the beginning of the year and implemented throughout.
A minimum of 25 Trainee events to be planned through the year to engage 350 trainees.
Minimum MoS to be set as 1 trainee having attended at least 1 trainee event.
Engagement thorough showcasing module.
e. International Relations
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?
4. Propose key synergy areas for GCDP & GIP, and how it would lead to growth of GCDP & GIP.
Sensible Demand and Supply Analysis
Promotion of
Continuation of Strong Internal Marketing Campaigns with Content Generation and Showcasing
integration of national resources with the same
CEED, IXP, National Conferences
EP Task Forces
Focus on Co-Delivery to build long term IR
Net Promoter Score distinguishes our customers on the basis of Promoters, Detractors and Passive
Customers. It is the driving factor behind growth because we as an organization have reached a
saturation point in terms of delivering quality experiences with the kind of knowledge that we have 1st
hand access to. NPS involves Data Analysis and Intrepretation to give us the exact areas that we need to
focus on in providing quality experiences to all our stakeholders. It gives us a basis for strategy
formulation along the lines of customer experiences without which we would not be able to grow.
Following are the action steps
OS Evolution forming a base for improved stakeholder servicing
Prejoct Delivery Model to be standardizaed according to the TN Taker
Reduction in Delivery Time and Increase in Retention rate by Optimized Matching
CIM in process optimization
Supply Demand Management
Effective IR Building with constant content generation focussed on LC-LC Partnerships
Improved IM processes to engage clients better
Be as elaborate as possible.
Project Primary
Portfolio
Supporting
Portfolio 1
Supporting
Portfolio 2
Timeline Final Results from
Project
Budgeting & Tracking,
Standardiza
tion of Contracts,
Investment Module
Finance All Exchangers CIM Through the year
Better tracking, All books in place,
Better investments
driving growth, Increased ROI,
Better processes, Legalization,
Professional and Accountable
Project Primary Porfolio
Supporting Portfolio 1
Timeline Final Results from Project
Standardizatio
n & BI Reports
CIM Marketing Throughout the
Year
Standardization of
Documents and Visual materials to be
presented to externals
Project Primary
Porfolio
Supporting Portfolio
1
Timeline Final Results from
Project
Knowledge Management
&
Communication as a
Behaviour
CIM All Exchangers Through the Year
Database of all the Documents Recorded. A
maintained, updated
documents wiki # of files stored on
Podio, Myaiesec.net (all operation recorded)
Internal Communication,
Feedbacks, Processes
Optimized, Legalization.
Project Primary Porfolio
Supporting Portfolio 1
Timeline Final Results from Project
Education/Traini
ng
TM CIM Throughout the
Year
Delivery of Resouces
and Learning to the membership to
achieve Organizational goals
Project Primary Porfolio Supporting Portfolio 1 Timeline Final Results from Project
Recruitment TM Marketing February, August New Members in the LC | Brand strenghtening
Project Primary Porfolio Supporting Portfolio
1
Supporting Portfolio 2
Timeline Final Results from Project
Project Selling
iGCDP BD Marketing End of the year
Projects from iGCDP/iGCDP as a
product being sold | Contribution to
Footprints corpus
Project Primary
Porfolio
Supporting
Portfolio 1
Supporting
Portfolio 2
Timeline Final Results from
Project
Reintigration
TM oGCDP February/August
Integrated Expeience to EPs
Project Primary
Porfolio
Supporting
Portfolio 1
Supporting
Portfolio 2
Timeline Final Results from
Project
Campus UNITS
oGCDP TM Marketing Throughout the Year
Different campus Unit resulting in
more raises and experience delivery
Project Primary
Porfolio
Supporting
Portfolio 1
Timeline Final Results
from Project
Showcasing Impact and Social Media
Marketing All Exchangers July - September
Brand Strengthening |
Credibility | Online EWA
(COW) | Engagement of
all
Stakeholders | Strong
Promoters of AIESEC
Project Primary Porfolio Supporting Portfolio 1 Timeline Final Results from Project
UR Marketing oGCDP August - october ELD Conversion - Establishing brand in internal Campus -
Initiating Education support
group
Project Primary Porfolio Supporting Portfolio 1 Timeline Final Results from Project
AM TM oGCDP Year long oGCDP Conversions from AMs
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?
2. Give your (probable) ER target for the next year. Justify the same, considering the ground
realities faced in the LC in 2013.
External Relations and Business Development collectively provide a pool of
resources to the organization to grow in terms of its operations as well as
income.
Following are the key activities of External Relations and Business Development
combined:
Raising money according to previously packaged products via sponsorships and other
avenues
Striking business partnerships for exchange
Alumni Relations and Board Engagement, Support and Utilization
CRM or Customer Relationship Management across the Local Chapter
ER Target: Rs 15,00,000
Following were the major bottlenecks of 2013
Lack of Product Packaging
Lack of Market Knowledge
Inability to capitalize on Hospitality and Education
Low capitalization of IT Sector
Delivery of Events not a focus area
Lack of Utilization of existing clients and Upscaling
Lack of Utilization of NEP in Q1 and Q2 but strong growth in Q3
Following are the ways we can achieve our ER target in 2014:
Proper Product Packaging in the beginning of the year along with extensive Market
Research
Focus on NEP as a major fund raising source
Customized Product Selling according to the needs of the Client
Focus on the IT sector and partly on the hospitality and Education sector for both NEP
and Fund Raising
3. What sources of revenue do you propose that will bring in regular income to the LC (apart
from direct exchange programs)?
Financial Management
1. Describe your understanding of the role of Vice-President Finance in the LC.
We as an organization with a major outreach in all sectors and a multitude of products to offer can
provide extensive deliverables to the external market. The focus should be on packaging and
customized selling. Following are the avenues where we can sell from:
Event Sponsorships
Finishing Strong | 25th Year | Alumni Event
Annual Stakeholder Events
CSR Summit | Balakalakar 2014
Youth Corporate Conclave 2014 | Youth To Business Forum
Packaging Operational Activities
GCDP Project Selling
oGCDP Promotion Programme
Recruitments
Youth Empowerment Plan
Intern Engagement Events
EPIC Programme Plan
Stakeholder Databases
Packaging LC Activities
Forums
General Body Meetings
Management Body Meetings
Executive Body Meetings
Conferences
LC Days
Summits
Trainings
Implementation of Finance as a sub system:
Tracking of Project Budgeting and Overall LC Budgeting
Creating and Tracking Financial Policies, Strategies and Focus Areas
Reviewing financial accountability, setting mechanisms to track and review the same
Timely overview of Cash inflow and outflow
Setting Governance procedures to ensure smooth flow of finances and ensuring overall
profitability
2. Define a financially sustainable LC. How do you envision AIESEC Chandigarh in 2014 with
respect to financial sustainability?
A financially sustainable LC is that state of an LC where it is sustainable in terms of it’s short and long-
term financial strategy, and ensure that all incomes, expenditure, investment and savings are
regulated to ensure growth driven by Profitability.
Characteristics of a Financially sustainable LC
Fixed Deposit of more than 2,50,000 at all times
Bank Balance of more than 1,50,000 at all times
Short Term and Long Term financial strategy in place with an aim to help the LC grow by
investing and sustain by saving
Standard financial processes in terms of planning, timelines and profitability models
Standard review and tracking mechanisms, timelines as to collection and transfer set
Proper Documentation at program levels and at an LC level
Constantly Trained membership and Leadership to take forward financial policies and
strategies
Zero Debt, Liabilities or Receivables at quarterly periods
Strong ROI Plans for all investments to be made short term and long term
Financial Sustainability for 2014
Defined exchange, ER, expenditure, investment plans from the beginning of the year
Programs equipped with Training, resources and documentation to take forward their
independent plans for growth
Every program becomes a self sustainable unit, thereby making the local chapter move from
financial sustainability to financial growth and prosperity
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?
Budget
Inflow- iGCDP- Rs 8,00,000
oGCDP- Rs 18,00,000
iGIP- Rs 21,00,000
oGIP- Rs 8,00,000
BD- Rs 13,00,000
Outflow- iGCDP- Rs 7,00,000
oGCDP- Rs 3,60,000
iGIP- Rs 3,60,000
oGIP- Rs 1,00,000
Misc- Rs 4,00,000 (conferences, subsidies, RnR)
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.
Long-term action steps to ensure financial sustainability and growth
Empowering iGCDP to become financially sustainable by project planning and
implementation
Initiating Long term program planning by the EB in support with the SB/MB
Corpus: 1.80000 800000
Bank Balance 100000 1.50000
Working for Client Retention in all programs
Up scaling with existing clients by better delivery and CRM
Sustained growth in all programs in terms of expansion
CIM strengthening and evolution in programs
Building infrastructure to sustain high operations and synergy
ER Partners to build infrastructural support
Standardizing control, tracking and review. Governance and accountability models.
1. Attach an outline budget with respect to your ELD program targets, including ER income
from events, collaborations etc.
The Difference
Talent Management (As a function)
Talent Management (As a Program)
Recruitment Allocation, Induction and Training
Learning and Development Performance Tracking and Appraisal
Contribution to GCDP GIP Implementation of Team Experiences
Alignment to TMP/TLP Principles
Performance of the Portfolio
Talent Management (As a function)
Talent Management (As a Program)
4 recruitments done throughout the year; 2 major and 2 pocket recruitments
High Contribution to GIP GCDP by TLP; Very less contribution from TMP; Low
member engagement; lack of retention
Allocation and Induction focus areas for
August Recruitment, Training also worked out for August recruitments
Membership Crunch due to lack of
member retention and haphazard recruitment; pressure on TM as afunction
Lack of Member Engagement and retention from programs brought in the
need for 2 extra cycles of recruitments; putting pressure on allocation induction
and training in both cycles
Need assessment of Membership has been low; Team Experiences need to be
more holistic
Learning and Development a focus area
for Q3 and Q4, implemented majorly in Q4, working out well
Alignment to TMP/TLP Principles has
been low due to lack of understanding of TM as a program
Performance Tracking and Appraisal has been problem with lack of tracking
procedures in place and delay in synergy
with exchangers
2. Analyse the recruitment’s conducted this year. What innovations do you propose in the
existing processes to make them even more effective for next year?
Recruitments in 2014
January Recruitments Pocket Recruitments
No of People recruited: 30
No of registrations: 120
Source of Recruitment: Social Media
Retention Rate: 60% (relatively high)
Poor induction and training
Wanderlust (Exchange Support+OGX OC) (Recruitment plus oGCDP raising)
Source of Recruitment: Campus Promotions and Social Media
No of people recruited: 30
No of Raises for OGX: None
Retention rate: 20% (Very Low)
Poor induction and training
May Recruitment (No OC) Pocket Recruitment
Source of Recruitment: Social Media
No of Registrations: 75
Conversion Rate: 30% (Low)
No of people recruited: 20
Retention Rate: 25% (Very Low)
Poor induction and training
August Recruitment (The Reds)
Major Recruitment (Focus Area)
Source of Recruitment: Social Media, Campus Promotions, Word of Mouth, YE, Empower No of Registrations: 1600 (including online)
Conversion rate: 60% (Low)
No of people recruited: 116
Retention Rate: 75%
Good Induction and allocation; Lack of Training
Major Problems for Recruitments in 2014
Poor conversion rate because of lack of proper sales training
Lack of Proper Packaging and late in timelines in the case of Wanderlust; Lack of a proper
OC Experience due to unorganized structure and lack of direction
Tracking and Conversion of registrations and form sales a major problem
Social Media conversion has been low due to lack of tracking, engagement and follow up
Innovations Proposed for 2014:
Recruitment to be done only twice an year with programs and EB focusing on member
engagement, retention and growth in membership learning curve Recruitment be done only in batches of more than 120; at the minimum
Campus Promotions and Word of Mouth to become a major strategy for effective
conversion
Timely Product Packaging, Market Research and Selling so as to be able to make
investments and generate profit IM processes to be stronger in OC Culture
Market Segmentation to be done according to requirements
Proper Promotion timelines to be followed
Proper Packaging to be done along with OC training by LTT
Proper Finance Tracking
Synergy and timelines between promotions and selections to be decided
Phase wise promotion and selections for separately clustered colleges
Timely and focused induction
Focus on skill based allocation so as to improve retention rate and followed up with
strong training
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 analyse the same. Also evaluate its contribution to growth in ELD programs.
Learning and Development will need to be focus area next year, given the state of TMP/TLP as a
program right now, with low productivity, hampering of experiences, and state of growth driven by
both.
Following will be the effective measure to evolve the state of Learning and Development in the LC:
Expansion of L&D Task Force for 2014 with EB and SB/MB responsible
Setting quarterly task forces to implement LTT at the local level
Building year long LC Plan for L&D with EM and SB/MB and the LTT taskforce
Focus on Tracking performance measures in January and February to build a reality check of
current membership learning curve and leadership development with on going basic trainings.
Marketing as a function serves the following roles for AIESEC in Chandigarh in the year 2013:
Brand Building and Strengthening
Enabling Operations to achieve direct growth in Sales (Tracking)
Brand Building of Products and Projects offered by AIESEC in Chandigarh, along with a
basic focus on branding AIESEC in totality (Partnerships and Social Media)
Content Generation to serve Social Media and PR
Current State
The High’s:
Processes based specialized OS in Q4 resulted in minor growth but improvement of synergy and
understanding of the function in exchange portfolio’s thus also resulting in minimal growth in
terms of sales.
The Year has seen some good online campaigns, generating high traffic and high number of
registrations. Innovation and dedicated content generation has been the key in making Social
Media work.
Youth Empowerment has been a success in Q3 and Q4 with Recruitments and oGCDP delivering
results in UR and On Ground Promotions.
The Low’s:
Constantly changing direction has hampered the growth of our Brand and the products
Lack of Synergy with programs has slowed down the growth of both Brand and Sales
PR and Partnerships have seen an all time low, due to delay in timelines of both events and
programs, and lack of product packaging due to the same
2. How should Marketing evolve in the LC in 2014? How do you see it contributing to ELD
programs in 2014?
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?
2. Comment on how you envision the role of Information Systems in the functioning and
administration of the local committee in 2014.
Marketing will see growth in 2014 majorly as a function acting as a driver for individual products
and sub-products driving sales and brand building.
Major changes for the same will include:
Change in OS according to product to supplement growth of individual products and the
brand of AIESEC
Exchange portfolios majorly being responsible for the growth in sales of their products by
performing marketing operations on their own as independent units and the marketing
department acting as a strategic unit to support the same in terms of direction and leads
External Branding of Products will see a bigger role than the brand of AIESEC
Business Intelligence: Data Collection, Analysis and Decision Making
Process Optimization: Documenting Procedures, Creating SOP’s, Reducing Delivery Time,
Increasing Delivery Rate, Client Servicing, Loyalty and Retention
Internal Communication: Channels & Frequency of Internal Communication, Developing an
Internal Communication Plan
Increasing Customer Loyalty
To attain high client retention rate and improve NPS, thus also helping in Up scaling.
Reducing Delivery time for each client and increasing delivery rate for each client by data
analysis and interpretation for reducing matching time.
CRM Process Mapping and Implementation for physical and virtual engagement for all
Clients and Customers.
Virtual Engagement and Communication Plans involving content generation for newsletters,
photos and videos.
Brand Positioning and Strengthening
Leading to Growth (Internal and External)
Feedbacks and Surveys to understand market requirements and documenting the same.
Utilization of the above information to create specified internal and external brand
strengthening plan for all new programs according to their new brand policies (majorly
involving dedicated content generation within departments).
Capitalization and effective utilization of all leads and sign up’s generated from the same
(Tracking).
Increasing Team Performance and Work Satisfaction
By increasing collective productivity of teams, departments and the local chapter
Providing the right resources to be used at the right time so as to effectively capitalize on
available opportunities in the right way.
Enabling personal relationship building bringing the ‘Human Element’ in work in the process
of handling their own stakeholders.
Blank Paper Challenge
The 6 S’s
2013 2014
Structure: Basic, Sustainability Driven Structure: Evolved, Growth Driven
Systems: Operational, Undefined, Less
productivity
Systems: Functional, Defined and Structured,
High Prodcutivity
Strategy: Basic, Low Implementation, Operational Growth
Strategy: Evolved, Grounded, Directional, Functional, Sustained and Growth Driven
Staff: Low Capacity, Management high,
membership Low
Staff: High Capacity, Management High,
Membership High
Skills: Management and Leadership Highly
Skilled, Membership unskilled, lack of resources
and structures
Skills: Management and Leadership will have
Leadership Development, Membership Highly
Skilled
Style: Operational, Goal Driven, Action Oriented,
Unidirectional
Thought Driven, Action Oriented, Sustained and
Progressive
Shared Values
2013 2014
Needed Growth, Strong Departmental Culture, High level of participation, Resilient Management
and Leadership, Value Based Development
Thoughtful Growth, Evolutiion in Organizational and Operational functioning, Synergy Driving
Growth, Customer to Product centric behaviour