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Lead with purpose to become internally perfect and externally relevant
Passion Capital
Lead with purpose to become internally perfect and externally relevant
Passion Capital
Section A | Opening note
In a maximum of one page, summarize your application.
Organizations have different kinds of capital: Financial, human, intellectual and technological.
When you have these things in place, the idea is to simply put an effective strategy to pull them together. Success will come.
However, does it always? Throughout the course of history there have been organizations that have
had these capitals and yet failed. Why? How did those organizations failed to convert the essential idea
into a success story. Do we need something else?
“Without passion you don’t have energy and without energy you have nothing”
Passion an emotion. How can an emotion even make organizations successful? A lot of times it’s very
short lived. It fades away and seldom comes back. Yet we say an apple, a google and a Johnson and Johnson are successful because of this element. Does it just come to special people or is there
an alchemy to it?
Yes passion is an emotion, but passion capital is an asset. It is the energy, intensity and sustainability that leaders use to create long lasting value. It starts with an emotion but it’s about taking
this strong emotion and turning it into a valuable asset.
Whenever we see Usain bolt on track, Steve Jobs launching a new product or A. R. Rehman playing
his favorite tune, you get this feeling from inside which says “WOW”. Yes these people were passionate but their passion was backed with a very strong purpose. Their passion defined the way they chose to
live. Their purposeful passion gave them the persistence to come over numerous break downs and still
stand strong. Yes it took more than just passion.
Do you know why you do AIESEC every day? Can you shout out your purpose of being in this organization? Do you know your purpose in life? How big things do you want to do in life? How
many lives do you want to impact? How do you want your story to be? Do you have the passion to do things you are doing right now?
I believe in this organization. I believe in the way this organization is supposed to impact lives. I believe in the AIESEC way. I am deeply connected to AIESEC in Chandigarh and I believe we need to do AIESEC
the right way.
780 exchanges, a Dream to make that happen, a Purpose to deliver an empowering leadership
experience to each one of them, a passion to do AIESEC the right way and a persistence to overcome every challenge. I am building my Passion Capital and I invite you to do the same.
We need to build an internally perfect and externally relevant AIESEC in Chandigarh.
Lead with purpose to become internally perfect and externally relevant
Passion Capital
Section B | Personal Information
Please make a one-page resume that includes the following aspects
Alok Khatri R.N. 258, Kurukshetra Hostel, PEC University of Technology 22, Male, Nepalese Phone: +91-9915275191
Email: [email protected]
Academic Achievement and Qualification
2010- Present BE Production Engineering
PEC University of Technology, CGPA 8.9
2009 Intermediate Science
St. Xavier’s College, Kathmandu, Percentage: 74.5
2007 Nepal Board, Class X Little Angels’ School, Percentage: 85
Additional Achievements and Experiences
Crimson Nepal| Leader
Dec 2005
A Student’s Quality Circle at International Level
A group of 10 people
Presented case studies at International Convention in Lucknow.
Computer Graphics and Arts Club| President
May 2008- March 2009 Computer Graphics and Arts club is a college club at St. Xavier’s College, Maitighar, Kathamndu.
CGA IT-Village
o A regional level IT Exhibition held in Kathmandu with a financial worth of 5 lakhs. Magazine Publication: Genesis
Extra-Curricular Activities
Public Speaking First Runner up: Elocution Contest, Little Angels’ School
Quiz Winner of the school quiz for three consecutive years.
Finalist at the National level quiz competition organized by Occidental Public School.
Cricket Winner of the School Cricket Tournament, Little Angels’ School.
Winner of the College Cricket Tournament, St. Xavier’s College.
Participation in National Level Tournaments Representing St. Xavier’s School.
Runners up of the University Cricket Tournament, PEC University of Technology.
Dance
Participated in dance competition at PEC Fest 2010
Secured third position in group dance competition at India Fest, GOA
Secured second position in group dance competition at UIET Fest, Goonj
Technical Skills
Language C Programming
Others Microsoft Office, Internet Skills, Video Making
Interests
Tennis
Cricket
Dance
Lead with purpose to become internally perfect and externally relevant
Passion Capital
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.
Incoming Exchange Cordinator
World View Inbound
August 2011-December 2011
Contribution/ Performance
Started to learn about the
organization.
Contribution to baic exchange
processes.
Learnings
Understood the culture of the
organization that produced
amazing leaders.
I realized how team works.
Team Leader
Akshar
January 2012-June 2012
Contribution/ Performance
Contributed to building a storng
department culture.
Brilliant work culture driven by
ambition in the department.
R-M-R : 34-15-10
Strong pipeline for the August
leadership roles.
Learnings
Learnt how to drive a team.
Sales became one of my strongest
attributes.
Learnt to work with Passion.
Team Leader
IR Task Force
June 2012- August 2012
Contribution/ Performance
Analysis of global trends in
exchange.
Learnings
Learnt the essence of having a
strong IR.
Analytical way of working.
Team Leader
International Relations and Education
August 2012- December 2012
Contribution/ Performance
Driving a strong department culture
and taking it forward in the new
team.
Good induction and integration
process of the new members.
R-M-R: 20-12-8
Learnings
Team management
Allocation of work to the correct
people.
Understanding of members and
their engagement.
Lead with purpose to become internally perfect and externally relevant
Passion Capital
Memeber driven performance
contributing to strong piple for
2013
Regional Manager
AIESEC in Nepal
November 2012-February 2013
There was very limited contribution in my term as a Regional Manager. However, I
am really passionate about taking AIESEC to my country. I have been helping the
AIESEC Nepal Team in 2013 for its establishment and operation in Nepal. The
operations till now look very promising with a membership of 130 and a functional
Local Committee in Kathmandu.
Vice President
Incoming Global Internship Program
January 2013- Present
Contribution/ Performance
Operational contribution for the
evolution of the portfolio.
Innovation in the organizational
structure leading to growth.
LC contribution as agenda manager
of MB Summit.
Actively involved in devising and
implementing new strategies in the
LC.
Learnings
Team Dynamics
Understanding of AIESEC and its
possibilities.
The result oriented work approach.
Life skills and the core of my
personality.
National Support Team
Internatioal Relations- GIP
August 2013- Present
Contribution/ Performance
Creation of Module for Co-Delivery of
projects.
Creation of Module for form
clustering.
Learnings
The PURPOSE of doing AIESEC
everyday.
Putting structures into work.
2. What have been your main achievements and non achievements in AIESEC in the past?
(Mention a max of three each)
Achievements
MB Summit: When I go back to my why of being in this organization i.e. „Leading by self
discovery in me and my world” MB Summit is the most aligned project I have done. I being
Lead with purpose to become internally perfect and externally relevant
Passion Capital
the agenda manager of the summit put what I believed into it. I turned out to be a good summit
for the MB members.
Portfolio Evolution: We are only corporate exchange portfolio in AIESEC India to have such
an evolved organizational structure. We have been evolving the way we worked throughout the
year. This has laid a great foundation for the profolio to venture into newer avenues.
Self Discovery: When I move ahead in life, I will always thank AIESEC for letting me know
myself. I was good at a lot of things. However, I now know what I really want to do and the
purpose behind it.
Non-Achievements
Quality Management: Our NPS shows we are doing things fine however I dont think its the
right measure of things considering the response rate and the experiences we have delivered. I
as the Quality Manager was unable to cater the this issue successfully. We drafted SOPs for each
portfolio, however the implementation lacked.
New Market: Venturing into new market has been a problem. Though we had structures that
opened such avenues for us, we falied to get into new corporate markets.
3. List the Local/ National/ International conferences you have attended and in what capacity.
Conference Location Capacity
March National Conference
2012
Agra Delegate
May Local Congress 2012 Parwanoo Delegate
June National Conference 2012 Behror Delegate
National Strategy Conference
2012
Hyderabad Delegate
October Strategy Conference
2012
Koti Delegate
National Leaders Summit 2013 Jaipur Delegate
Regional Youth Leadership
Conference 2013
Amritsar Facilitator
Thapar Lcong Morni Hills Facilitator
May Local Congress Parwanoo Conference delivery team
June National Conference Silvassa Delegate
Regional Youth Leadership
Conference
Jaipur Facilitator
National Strategy Conference Jaipur Delegate
October Strategy Conference Koti Conference Delivery Team
Lead with purpose to become internally perfect and externally relevant
Passion Capital
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?
2013 for me has been a year of immense challenges. However, the experience was beautiful. I
had sleepless nights and restless moments. There were times when I was ruthless about my
work and there were times complacency creped in. However, every single time I was ready to
evolve myself. This has led to a learning experience which has no substitute. I stuck to my core
values and it helped. I would always remember 2013 as a year when I knew myself.
I was clear on what I wanted to do and I wanted to evolve with time. I would not let go any
opportunity to contribute. In my team, I would be looked as the one who is really passionate
and ambitious about AIESEC. Someone who would look after possibilities and business sense in
everything. Someone who challenges thoughts that are not aligned.
In terms of LCs organizational direction, I would be perceived as a person with growth mind-set.
Someone who is very progressive in terms of how AIESEC should be, the current state and the
evolution required.
5. What are your three basic Learnings/Values for life, which you have derived through your
AIESEC experience? (Answer objectively)
This is something that I am absolutely clear about and this is what the core of my personality is.
Purity: I have always believed in being genuine to whatever I do. I just can’t align to
something that falls out of this. According to me, purity of everything is the fundamental
of sustainable development. This is exactly how I have lived my AIESEC Experience and
it has helped. This value comes to me from my father.
Ambition: I have always been very ambitious. I used to compete in spelling contests
for middle school when I was in class one. Everything I did, I wanted to put a new
perspective to it and wanted to achieve more. Throughout my AIESEC experience this
has driven me to produce brilliant results and thoughts.
Openness: I am really proud to have got this into my value list. This is something I
worked on this year. I did not have this tendency to seek suggestion from people in
whatever I did. However, with the brilliant experience I had this year I now am very
open to ideas and feedback. This helped me a lot in the course of the year where I had
to manage and improve strategies.
Lead with purpose to become internally perfect and externally relevant
Passion Capital
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 would like to go back to my theme. I decided to run for the LCP of AIESEC Chandigarh because I
wanted to infuse PASSION CAPITAL into the LC and make it our strongest asset. This will come
with a strong purpose, clarity and the right direction. I want people to enjoy AIESEC in the truest
sense and start a new era that is based on purpose, purity, ambition and openness.
LCP is a leadership role and every leadership journey starts with a clear purpose. It requires the
belief in the purpose that convinces and drives the right people. It requires the persistence to stick
to that purpose. It requires managing short term goals while leading towards a bigger picture.
I am driven by purpose. I do not do anything half-heartedly. A team, an event, an organization and
even life, I don’t believe in anything that is purposeless. When there is a strong purpose associated
with the vision it’s relatively easier to come across challenges. This is how I have driven myself. I
believe in building a clock rather than time telling and that is exactly why I feel I am the best
suited for this role.
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
Career Personal
Become the LCP of AIESEC in Chandigarh Visit China to witness and understand the
top-bottom approach of development.
Complete my engineering maintaining by
current grades
To spend more time with friends and family.
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 have my regular academics from January-May. That would include mid-term examinations in
February and March. Subsequently I would have my end semesters in May that runs for 5 days.
Long Term Goals
Career Personal
Lead the development of Nepal by educating
and generating thoughtful leaders.
Become the developmental think tank for Nepal.
Study organizational and governmental
development
Become the Prime Minister of Nepal.
Lead with purpose to become internally perfect and externally relevant
Passion Capital
After that I would be done with my engineering degree. Apart from that I don’t have any time
commitments for the whole of next year.
Ideally, for an LCP the time is not a parameter because he needs to be there for the LC. However,
I believe we need to have a structure that guides our operation. The more random we are, the
more time it consumes. We need to start being efficient in the way we work.
Giving a country example:
This picture shows the bus system in China which used to be absolutely chaotic. This is exactly
how we have been working right now. No purpose behind development, no direction no
structure. Eventually, just like the traffic jam in the picture, we end up giving lot of time to our
work and end up being very ineffective.
This is the new bus transport system of China that is as efficient as the metro. Consumes less
time, its structured and has a lot of space for more growth. This is exactly how we want to be
passion capitalists. We want to grow, grow with a purpose and grow sustainable. We want
work efficiently and make things happen the right way. This is our belief, to create things that
adds value to everyone who is associated with us and in 2014 we will do it this way. A
purposeful AIESEC in Chandigarh. A home grooming passion capitalists.
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.
CGA it Village: This event has till now been the biggest learning experience of my
life. At the age of 17 I used to be driven by just ambition and nothing else. This is
Lead with purpose to become internally perfect and externally relevant
Passion Capital
exactly why I missed a lot of things. We delivered an event that had a financial worth
of 5 Lakhs. However, in the end we had a lot of unsatisfied stakeholders. This was the
time when I started realizing the concept of sustainability and long term vision for any
organization.
Cupitup Media: It’s fulfilling to start a business and it’s even more satisfying when
you start it from zero capital. I was a part of 5 individuals that had this passion of
creating a company and working for it. We started our company that printed
advertisement on paper cups. It was probably the most fulfilling team experience I
have at till date.
Tennis: I have recently got into tennis. It has been 2 months I have started training.
It is a sport I have never played in my lifetime. To start at the age of 22 and be the
most progressive player in my academy has certainly been a fulfilling experience. I
connected to the game, wanted to excel and it has been a really good experience.
Strengths
I believe my strengths are what I preserve at my core.
Purity: This includes everything. Honesty, humbleness and simplicity. I have always planned
and executed with purity. I never try to do things half-heartedly. I either live it or I Leave it.
Everything I do is based on purity.
Ambition: I am very ambitious. I drive myself with ambition. I drive people with me with
ambition. The ambition is based on purity and my core. I want to achieve big things and I want
them because of a reason. However, I still want to be more persistent to what I want to
achieve.
Openness: I am open to feedback. I want to better things I have created. I seek for
perspectives. It’s good to have purity and ambition. However, evolution with time is equally
needed. This is something I have worked on this year.
Weakness
Emotional: I get connected to people very strongly and am very emotional about them. I
make sure that I keep my work out of it but it really affects the mental state I am in.
Unstructured: I think I still need to structure myself a lot. I work a lot, however if I am able
to put things right, I will be more effective. This is something I am working on.
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.
I want to lead AIESEC Chandigarh, the way visionary companies are lead. Long term thought. The
year 2014 is a part of it. We are AIESEC and we know our vision. We want to become that ideal
local chapter. We will become. However, it will happen only if you start having this approach today.
This year we need to become passion capitalists. Passion is an emotion, passion capital is
an asset. I have a creed, a belief that I want to drive this year with. I have talked about it in my
opening.
Going back to my theme, I want to leave behind a legacy of passion capitalism. This is exactly how
people, organizations and governments around the world have enjoyed long term success. I I want
to leave Chandigarh with passion capitalist AIESECers.
Lead with purpose to become internally perfect and externally relevant
Passion Capital
Mission Statement for 2014
“Lead with purpose to become internally perfect and externally relevant”
6. Describe your leadership style? Explain how your style will be suitable for AIESEC Chandigarh
in it’s current state.
I am a clock builder. I lead with purpose. I dont want history to remember me. I want to build
an organization that is internally sorted and externally relevant. I dont believe in charismatic
leadership. I believe in content and its purity. I am passionate towards building leaders. I am
passionate towards building an organization and not an year.
I would not put forward my style of leadership as the right one to lead AIESEC. We are an
organization that changes leadership every year. Great organizations around the world have fallen
because of their tremendous focus on short-term goals. We need to take forward what the previous
year ends with. Improve it and drive it strong.
In context to AIESEC Chandigarh, I want to take forward the stand we had as a team in 2013 „Lead
with Purpose, Build to Last”, I want to live by it and materialize it. I envision AIESEC in its most
relevant state. I want to start building it today. However, I just need to improve the organizaiton
from 2013. I dont want to reinvent it.
Lead with purpose to become internally perfect and externally relevant
Passion Capital
Section E | LC Administration
1. List down the different aspects of the job role of an LCP.
Governance and Accountability: The responsibility of making decisions and actions. The actions
that are based on the vision and a long perspective of where the organization should reach.
Accountability on the legal aspects of the organization, performance and purpose fulfilment of the
organization.
Executive Board Management: Executive board is a team and the team has a purpose. Aligning
each and every action to the purpose is one of the aspects. Apart from that mentoring and tracking
the experience of each and every member in the team is equally important.
Strategic Direction: Directing the local committee by driving down strategies that align to the
purpose. Defining a culture for the LC based on its creed. Analysing cases of success and failures
and documenting strategies that work for future.
Representation: LCP is the face of the organization. Representation of AIESEC in Chandigarh as
a leader of a Global Youth Organization. Apart from that National and International representation
in the internal network as a leader of AIESEC Chandigarh.
Administration and Operations: Analysing processes and strategy implementation based on the
purpose and the creed. Timely reviews on LC projects leading towards better implementation.
Tracking the experiences in each market and analysing the potential impact that can be created in
them.
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.
2011 Dream Unlimited
2011 was the year, when the internal brand of the Local Committee was very strong. With the
evolution of programs in 2010 focus was on strong MC alignment. We had lot of international
CEEDers coming down to Chandigarh. The focus was on exponential growth in oGCDP and iGIP.
The year delivered more than 400 exchanges.
However, there was no cultural alignment in the LC. Though we delivered two amazing conference
financial management was very weak. We had the biggest recruitment till date however the
member retention was a problem with lack of proper engagement and development.
The LC in 2011 was passionate, however we had lost direction and the sense of evolution. It was
a perfect time to sustain processes and develop strategies and fix direction for the future. It did
not happen and by the end of the year the number of exchanges we did was not reflecting on the
LC health.
2012 Purpose Passion Performance
The year started with a lot of crisis. There were 16 people applying for the management body and
that with the executive board was the LC. The LC was in debt of multitudes and resource was
certainly a problem. The year had its tough times to start with where it lacked direction. However
there was a strong purpose connected to it. The LC wanted to come out of debt in a year. It is not
a magnificent thought to go forward with but for the year it worked and in this regards the year
was successful.
Lead with purpose to become internally perfect and externally relevant
Passion Capital
Functions evolved tremendously, with the most immaculate Talent Management. We did one of the
best recruitments till date and the human resource deficit was countered perfectly. LC had a
membership of almost 100. It was a good state to be, considering how we had started the year.
Information management and marketing brought in innovations that surprised the network.
However, these functions were not able to drive growth because of the purpose behind it was
missing and were not aligned to the context of the year. Programs were weak in performance but
they sustained throughout the year.
AIESEC in Chandigarh was a pioneering Local Committee in the network. The LC in a year went
into debt and the second year it came out of it. In the context of organizations times are not always
good and rosy. We as an LC created resources, paid debt and came up strong at the end of 2012.
2013 Delivering Promises
The year started very strongly with good exchange pipeline except iGCDP. We had a debt free LC
and an MB of 36 people. I was a good position to be in, when we start a year. We drove
performance brilliantly in the first half and looked good to end the year on a good note.
However, there was a tremendous knowledge deficit in the LC. Knowledge about the portfolios and
possibilities was minimal. The year had a lot of operationally sound people in the LC. However, the
intellect was missing. The year saw very few external partnerships that could help this cause.
Functions took time to contribute and their approach with exchange was not coherent for a large
part of the year. We recruited 116 people. This has been a trend now and we have not been able
to grow in the number of recruits for that last 3 years. Functions otherwise have been decent
throughout the year but they certainly need evolution.
The year as a whole went into figuring out what can work for us and what not. Portfolios have
evolved in terms of the thought process. However, there is still a lot to be met to achieve the
essence of the organization in every exchange we do.
3. What focus areas do you propose for AIESEC in Chandigarh in 2014? Give action steps that will
contribute to these focus areas.
Collaboration: We are AIESEC. Our vision as an organization is Peace and Fulfilment of
Humankinds potential. We collaborate with different parties in the market. However, we really need
to analyse if the collaborations we are having are purposeful. We need to collaborate with causes
and not parties that will help us move closer towards our vision. The purpose of the collaborating
parties must align. It’s difficult in a market like Chandigarh but that is where we need to become
passion capitalist and make it happen.
Sorting Internal Processes: We need to be internally sorted in all our processes and throughout
the year we need to work accordingly. Everything we do needs to happen as per certain framework.
Everything needs to be tracked. Every project needs to open and close. We need to be absolutely
perfect in our internal processes. This also includes timely execution of L&D initiatives, timely
trainee engagement forums and financial tracking. We need to be brilliant in the way we work,
then when we move towards 2015 we will have already developed these things as behaviours.
Showcasing Impact: Every experience we deliver should be the best experience we can give to
anyone. AIESEC is a platform and people should get the best experience here. We will put a lot of
focus on showcasing the experiences we deliver. However, we will not showcase experiences that
were not meaningful. We will deliver and showcase experiences that made a difference, which had
learning and the element of leadership in it. We will make investments in areas that help us in
better showcasing of content. With the exchange targets for next year it might seem tough.
However, that is what I want people to learn this year.
Lead with purpose to become internally perfect and externally relevant
Passion Capital
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.
EB Structure
Before I move into discussing the role of the middle level management, there are certain things I
would want to mention.
This structure is very market and issue based. This will change a lot of things but we need
to know how this is going to work. A different points in this application I have talked about
increasing the knowledge capital of our programs. This structure will ask for it.
o Client EwA: We do a lot of EwA activities for students and initially it was defined
to be for students. However, we can do it for our clients in the market as well. We
can put a similar concept with our clients in getting them to know about AIESEC if
they are initially not willing to take our product. Internationals can have forums for
clients where they talk about business trends in their countries and expansion
opportunities. Perspective clients can also be incorporated as knowledge partners
to increase the value of our internships.
Apart from that, there is one VP ET who will take care of all the products that we have
that can be sold to schools and colleges. It can be Education sub product of iGIP, World
View of iGCDP or ET of oGIP. The VP ET will have Senior Body members in place that will
work for respective projects. This will be a power move for better product packaging in
Education Sector.
Senior Body
We will work in projects in 2014, so the senior body under each Vice President will be responsible
for the projects. It will be a 3 month project and the Senior Body will be renewed every quarter. A
VP will be leading two teams, one would be operational with all the TLs and the other would be
project oriented involving all the SB Members.
There will be a minimum of 3 projects per VP every quarter i.e. there will be 3 SB Members.
The team leader for projects can be altered according to the requirements. The SB will work on
synergy projects with exchange support as well. For example: Project selling can be a project for
an issue that will be in synergy with business development. The terms will have clear timelines and
results to achieve.
LCP
VP iGCDP VP iGIP VP oGCDP VP oGIP VP ET VP Marketing VP Talent
management VP Business
Development VP CIM VP Finance
VP iGCDP
Team Leader Project
Team Leader Project
Manager SRM
Senior Body
Lead with purpose to become internally perfect and externally relevant
Passion Capital
Again, there will be a minimum of 3 projects per VP every quarter i.e. there will be 3 SB
Members. The SB will be in the market we are presently working in or intend to grow. The SB will
also take synergy projects with exchange support as well. For example: Market research and
penetration can be a project with marketing. The projects will have clear timelines and results to
achieve.
Some clarity on the above structure. The Senior Body will work on synergy projects with exchange
support. SB members will also work on projects like co-delivery because we want to figure out the
right issues for the right people.
Again, there will be a minimum of 3 projects per VP every quarter i.e. there will be 3 SB
Members.
SB market will take care of all the synergy projects with exchange support and the International
relations. We will focus a lot on co-delivery.
VP iGIP
Team Leader Subproducts
Team leader Subproducts
Manager SRM
Senior Body
VP oGCDP
Team Leader Projects/SRM
Team Leader Operation
Team Leader Operation
Senior Body
VP oGIP
Manager Subproducts
Manager Subproducts
Manager SRM
Senior Body
Lead with purpose to become internally perfect and externally relevant
Passion Capital
Functions:
Talent management cell will be very program based. As the function is evolving in terms talent
capacity and learning and development we need to get the right people in the right roles and
support them intellectually to have a brilliant leadership experience.
The managers for GCDP and GIP will take care of all the TM principals and growth of members in
the exchange portfolios.
Business Development as a function will work on projects. The projects will be in synergy with the
Senior Body in Exchange Portfolios. It will be different with the quarters. The number of project
managers will be depend on the synergy projects we take every quarter with BD being a part of it.
Alumni relations will be a taken care by ARM which will be in synergy SB member of oGIP.
Marketing as a portfolio will be very crucial in 2014. The organizational structure for every exchange
portfolio is market/ segment focused. Marketing will come into picture in penetrating into new
market and branding ourselves in the market we are present in.
The number of managers for ICX and OGX can be increased with the projects we take in every
quarter. They will work in synergy with the SB members of respective exchange portfolio.
Team leader partnerships and alliances will take care of all the external partnerships we do that
lead to ELD growth.
VP TM
Manager GIP
Manager GCDP
VP Business Development
Manager Projects
Manager Projects
Manager Alumni Relations/oGIP
VP Marketing
Project Manager ICX
Project Manager OGX
Manager Social Media
Team Leader Partnership and
Alliances
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Financial Behaviour is one of the key focus areas of the year. We will get into very minute details
in case of Finance in every exchange portfolio.
Manager iGIP will keep track of every iGIP exchange to be financially closed. All the exchange
related documents will be stamped by him after complete verification. He will also be taking care
of the budgeting and tracking of every project that runs under iGIP. He will be working in synergy
with SB members of iGIP regarding the same.
Manger iGCDP will also have a similar job role. He will also work on a synergy project for a financially
sustainable iGCDP with respective SB member from iGCDP and Business Development.
Manager OGX will take care of similar processes in both the portfolios.
CIM will also be very critical in terms of how we are tracking our data and putting the right
information and knowledge for ELD growth.
Manager operations will track each and every exchange document and mark an exchange complete
if and only if it’s financially complete. He will also work with manager SRMs to track and record the
experiences of each exchange participant and member.
Manager Business Intelligence will work with IR centric SB members for exchange leads and internal
marketing of our products.
Expansions: I have not put a structure for VP Expansions. The focus this year will be on sorting
internal processes and structures in Chandigarh. However, there will be a committee and project that
will be in operation to study the feasibility of AIESEC in cities that surround.
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 is one of the prominent entities of AIESEC India. We have had a big role to
play in the National Goal Achievement. We have been taking a lot of initiatives that have resulted
in national strategies. We have been responsible when we have been involved in decision making
at the National Level.
2014 the contribution towards the national association will certainly evolve. We will do each and
every program purposefully. We will research for AIESEC India on how we can improve the delivery
of each experience. We will contribute to the national goals and make them sustainable. We were
known for pioneering, we need to be known for purposeful action and innovation.
VP Finance
Manager iGIP
Manager iGCDP
Manager OGX
VP CIM
Manager Operation Tracking
Manager Business
Intelligence
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6. Give an activity calendar of AIESEC in Chandigarh for the year 2014.
Event Objectives Timeline
Transitions Portfolio and LC transition from
the EB of 2012 to the EB of 2013
December 2013
Talent Capacity
Planning
To analyse the talent gap keeping
in mind the half yearly targets
according to the LCP plans.
(To be done with LCP 2013 and
VP TM 2013)
December second week
January Recruitments Recruiting the right people for the
right roles.
December last week/January
first week
Planning Days Yearly planning for the EB
Project Planning for the Senior
Management Body with the EB
January third week
Joint Board Meeting To make the board aware of the
current activities of AIESEC
To seek knowledge about the
market realities and feedback on
yearly plans
January fourth week
Local Training Seminar To introduce AIESEC to the new
recruits.
January fourth week
OGX and leadership
centric event
To promote AIESEC internships as
entrepreneurial leadership
experience.
Providing the youth with business
insights on how travelling is
important and beneficial.
To provide the perfect transition
for VP BD 2013 by co-delivering
the event with VP BD 2012
January fourth week
Annual General Body
Meeting
To present the yearly plans of the
EB 2014
Ratification of the new EB as per
plans
Discharge of EB 2013
February first week
LC Day Project Report submission by the
Senior Management Body for
Quarter 1
April first week
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Performance Review for Quarter 1
Planning Days Project Planning for the Senior
Management Body with the EB
April second week
GCDP centric event Conceptualizing a relevant GCDP
event.
To put project selling as a focus in
Quarter 1
(The preparation of the event
should start right after the Global
Leaders’ Summit)
May first week
May Local Congress A local conference for review and
membership empowerment
May last week
LC Day Project Report submission by the
Senior Management Body for
Quarter 2
Performance Review for Quarter 2
July first week
Planning days Project planning for the Senior
Management Body with the EB
July second-third week
EP engagement event To ensure EP engagement and
foster the quality of experiences
being delivered
July fourth week
August recruitments Analysing the talent need
Fulfilling the talent capacity
Providing high quality organizing
committee experience to
members
August- September first week
OGX centric event To promote AIESEC internships as
entrepreneurial leadership
experiences
August third week
Local Training Seminar To introduce AIESEC to the new
recruits.
September second week
Awards Night Rewards and Recognition for the
summer RnR campaign
To empower the august recruits
for performance in the second
half
September third week
National Strategy
Conference
To host a national conference October first week
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To provide membership with high
quality organizing committee
experience.
October Strategy
Conference
To review the year and plan for a
strong end to Q4
October last week
Annual Elections To elect the new leader for the LC November second week
Alumni/ Corporate
Event
To round up the year for the LC
Showcasing the year to the
stakeholders
Building better CRM
December First week
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?
AIESEC Chandigarh has seen different cultures at different points of time. We have been passionate
as well as compalcent. We have been both responsible and carefree towards experiences that we
deliver to our stakeholders. We have seen both, love and disconnect in the LC.
We in AIESEC Chandigarh were known to be passionate, humble and pioneering. The culture based
on these has faded away. It has happened because our culture was seldom focused and guided by
a belief. Never had we defined the bigger picture of AIESEC in Chandigarh and driven a culture
accordingly.
We need a culture that supports big steps and powerful beliefs. A culture that allows beliefs to
blossom and looks ahead. A culture based on belief is the first step towards Passion capitalism.
However, there are certain parts of the present culture I would like to take forward. I want to take
forward ownership and love into 2014. We have people that connect to the people here, I would
invite them to connect to the purpose and the creed.
There is only one thing I don’t want to take, because everything else has come and gone. I have
been talking about purpose and for that the things that we do need to be in complete sync. We
can’t work randomly every year. So, randomness is one thing I will not take forward from 2013.
A Culture based on Creed
We will start with our belief. We need to define what we as a local committee believe in. It might
be a statement or a page long document that will then become our Bible, which should have the
framework of the AIESEC Way. With this belief, every member in the Local Committee will come to
understand his role and his authority. We will live by it. A culture is what we have internally and
the way we function. A culture that is based on creed will act as a fertile soil where ideas and
initiatives blossom. We need to do it because, our essence is activating leadership, and we want to
lead even in the way we work.
8. Describe the role a VP will play in the LC (around performance & attitude) in 2014.
The role of a Vice President will be really interesting in 2014. We will do each and every thing that
is based on the creed we define and the purpose we have.
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Firstly, the culture of each portfolio will be very different from the other. However, it will be aligned
to the creed. We have products for various segments in the market and our internal culture should
be supplementing that market segment. For example: People that sell BMW and Maruti in the
market will have very different internal cultures. By saying this I dont want to demean any of our
products. Both the products are brilliant and they have their own customer segment. We can’t get
into different market segements and work there until and unless we fit according to its realities.
Thus, a VP will have to get this culture right and make sure that it aligns to the LC creed. The way
we work in portfolios can be different but we will always be moving towards a common purpose.
Secondly, we will define our purpose and move towards it. However, to move towards a future
where we are relevant, in the market we need to deliver high volume of brilliant experiences. For
this we need to become passion capitalists. With purpose comes our belief, and with belief
the strength to do the unthinkable.
9. Propose a Governance & Accountability model for the LC for the year 2014.
I would again go back to the theme. I want to develop passion capitalists here at AIESEC in
Chandigarh. People finding the right reason to do what they do in AIESEC, being passionate
and persistent about it and delivering things greater than themselves. I dont want people to
have passion as an emotion. I want people to have passion capital as their most valuable asset
and take this with them for life.
Culture on
Belief
Resources Strategies Structures
Purpose Passion
Persistence
External Brand
Ambition and Performance
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Everything will start with a belief, a creed that will be designed with each and every member
being a part of it. I will govern the LC and everything we do as per the alignment to this belief.
Similarly our ambition and performance should only take us towards what we believed and
defined. We should be internally sorted and aligned to the belief and our external brand will be
percieved well.
We will hold every mechanism, project, exchange accountable for its alignment towards this
belief. All in all we need to internally prefect and aligned.
We will manage and marshall our resources in coherence to this belief and we be accountable
for fullfillment of the same. Every strategy and structure should only be focused towards making
this belief stronger and bigger.
This till here has been really purpose centric. However, I would like to put forward an example.
CASE: We put down „We need to provide high quality leadership experience”
What it means:
We need to track the experiences properly
There needs to be a proper feedback system around it.
We need to take care of the learning and development in that experience.
We need to do a proper financial closure to that experience if there are any
liabilities.
Conclusions
If any of these doesnot happen, we will hold the person responsible for
providing this experience accountable.
So Summing it up, the belief centric governance and accountability model will track us on the way
we deliver experiences and the number of experienes we need to deliver to achieve the state we
want to.
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?
The essence of this organization is activating leadership. Before, I even go into this question I
would like put forward a question, a question to everyone.
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This is a picture you will find when you go to the website or Rotary where they talk about
having reduced 99 percentage of polio cases since their first vaccination project in Philippines
in 1979. Let’s see the projects and initiatives we run in AIESEC and see if we are even doing
something similar. Obviously, we are a different organization but how can we talk about
leadership when we don’t have a bigger purpose. We do exchange every year. We have a lot
of clients. However, we lose a lot of clients every year. Very few of our clients, exchange
participants and members get the value from our programs the way we deliver them.
The purpose behind every exchange is lacking. We will start this is 2014 and I will make sure
this happens. Then in 2015 AIESEC in Chandigarh will play a role of a leadership organization.
An organization that goes beyond boundaries and generates youth voice and initiatives to solve
problems or grow markets in Chandigarh. We will play a role of a growth driver for every
business and student. We will work on social initiatives that in the long run make differences.
Everything we do will revolve around purposeful leadership. We will do things the right way.
We will do things as much as we can. We will first connect to the product and then show the
passion towards delivering the best experience to each and every one associated with it. We
will not limit ourselves.
2015 is the year we continue impacting markets in Chandigarh with our unique value
proposition. 2014 we find purpose in everything we do and deliver the high volume of
leadership experiences. It’s not easy. For this to happen every purposeful project should be
done by people that connect to it and are passionate towards it. That is exactly why 2014
is the year where we build passion capitalists.
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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 1. OS evolution
2. Synergy
projects
1. Project based
middle level
management
2. Client EwA to build
long term market
relationships
3. Customized market
based approach
Market based projects
will help us be focused in
certain market segments
and analyse our growth
in the same.
oGIP 1. OS Evolution
2. Synergy
Projects
1. Project based
middle level
management
2. Education Project
3. Customized Market
based approach
Education Sector will see
a whole new product
which will drive all three
programs.
Different markets will see
focused products being
offered.
iGCDP 1. OS Evolution
2. Synergy
Projects
1. Project based
approach.
2. Client EwA to build
high profile
relations.
3. Relevant Issue
based approach
Relevant Issues in the
market will associate us
with a cause making our
exchanges more
impactful for the external
market.
oGCDP 1. OS evolution
2. Synergy
Projects
1. Project based
approach
2. Issue based
approach
3. Market based
approach
Branding customized
issues in focused market
will guide students to
take up relevant projects.
TMP 1. OS Evolution
1. Defined Dual Roles
2. Getting right people
in the right place.
3. Experience tracking
and development.
Getting right people in
the right place with
evolved job roles will
increase the credibility. It
will thus increase more
promoters in the market.
TLP 1. OS Evolution
2. Evolved Job
Role for
Senior Body
Management
1. Project based
approach
2. Better experience
delivery with
focused learning
and development
Empowered MB structure
and project based
approach will lead to
better delivery of
initiatives and better
experiences.
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2. Please give your (probable) targets for the next year. Please justify the same, especially along
the lines of:
AIESEC Chandigarh Exchange Targets
Portfolio Division Target Portfolio Target
GIP ICX Marketing 40 170
IT 40
Education 60
Business
Administration
40
GCDP ICX Child rights/ Literacy 60 350
Health and Lifestyle 65
Rural Development 60
Environment 60
Cultural
Understanding
40
Education Projects 15
Career Development 20
2014 Issue 30
GIP OGX Education 30 60
IT 20
Business
Administration/
Marketing
10
GCDP OGX Career Development 40 200
Business Development 40
Governance 20
Cultural
Understanding
40
Poverty Reduction 20
Health and Lifestyle 20
Human Rights 20
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a. Membership Volume & Experience
We would need a minimum floating membership of 150 throughout the year
to fill the talent capacity for the first 4 months. This will go up to 180 with the
evolution in programs and OS in the second half of the year.
We will meet the demand of membership by 2 major recruitments which will
cater to all skill based and program based needs in portfolios.
There is a change in the organization structure with the Senior Level
Management coming into place.
The initiatives and operations will run in time bound projects with proper
project closures and transitions.
There is high focus on empowering the Senior Middle Level Management and
the middle level management.
Client EwA will provide a large number of learning partners which will help in
increasing the knowledge capital of the portfolios.
b. Logistical Management
Trainee House will work on similar modality as 2013. We will make sure we
maintain proper contracts which will be tracked by the IM cell. No exchange
can be complete without all the necessary contracts in place.
One of the first projects for me as an LCP would be getting an office that will
be sustainable. We will work towards getting the new office in 2013 itself, so
that we start good when we start.
c. Stakeholders Experience Delivery
Clients
1. There are integrated stakeholders relations managers in each
department. They would be launching newsletters and feedback forms
to the clients. This will track their experience and we would know
where to improve.
2. Client EwA will be a major project where we will build relations with a
lot of high profile people from each sector. They will initially act as
learning partners. We can sell our other products to them with time.
International Interns
1. We will have SRMs in place that will track their experiences and
analyse where and when to improve.
2. There will be process centric checklists every exchanger needs to
follow. This will maintain the uniformity in processes and will make
sure every exchange in complete. Every document, contract, feedback
form needs to be tracked and stored.
3. We will launch an internal campaign amongst departments to organize
events for trainees every month.
Exchange Participants
1. Reintegration of EPs
2. EP Engagement forums in regular intervals.
3. Experience tracking of EPs and showcasing in the right manner.
d. International Relations
Senior Body in each portfolio will take IR as a project.
Business Intelligence report to be quarterly released by the IM cell.
We will open CEED opportunities for internationals, who want to come down
to Chandigarh.
Internal marketing campaign to be launched for AIESEC in Chandigarh.
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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?
AIESEC is a service based organization and every experience we provide is very different. We
lack behind in quality because we are not consistent with the services we provide. Every year
a lot of our exchange participants come across different types of problems. Analysis of NPS
helps us develop the basic framework on which our exchange processes should be based. It
gives the right information about the loopholes in our experiences, so that we can fire fight
them at the right time.
However, fire fighting is a reactive measure. I would again want to go to the basics. We would
start every exchange with the purpose behind it. It will solve half of our problems. We will
brand our projects and exchanges behind the cause associated to it. It will not just be an
exchange, it will be a leadership experience.
Apart from that we will take the following initiatives to deliver our programs better.
4. Propose key synergy areas for GCDP & GIP, and how it would lead to growth of GCDP & GIP.
Be as elaborate as possible.
Market Segment: We need to identify certain markets where we can sell both the products.
We will start with the right purpose to get into that market. We analyse how that market will
benefit with both GCDP and GIP being present there. For example: We can be present in the
Education sector of Chandigarh with both the prodcuts. We can pacakge need based projects
that will drive both GIP and GCDP.
International Relations/ Co-delivery: International relations will be a project for both the
programs. We will launch an LC initiative where we co-deliver projects with various international
LCs so that we end up doing purposeful exchange. For example: we can co-create a project on
Poverty with a city or university based LC that is known for its Rural Development Studies.
Businesss Development: Both the programs with business development will work on
avenues to upsell or package products for our stakeholders that can be financially rewarding.
For example: We can partner with a company to do GIP exchange. Subsequently, we can run
a social initiative for them that would come under their CSR.
•Every intern who comes to the city needs to have alearning partner who is from the similar background.
Learning Partners
•We need to track every exchange with constantfeebacks from all our stakeholders. This will besupported by designated roles in the OS.
OS Evolution
•Every exchange will be documented as per the SOP.Constant auditing will be done to check the perfectionof the same.
SOPs
•Engagement of all the stake holders will be a primefocus. We will have specialized projects for this headedby an EB member.
Engagement
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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?
We have our products in the market. Business Development creates avenues where we can
develop and increase the business we do in a certain market. External Relations is the relation we
maintain with all our present clients and all the partnerships we do.
I would like to put the things under BD and ER very objectively
Project Selling
Client Relationship Management
Events
Multi- Dimensional collaboration
External Partnerships
NEP
Product Packaging
Alumni Relations
2. Give your (probable) ER target for the next year. Justify the same, considering the ground
realities faced in the LC in 2013.
Avenues of Income Revenue
Generation
Description
NEP Exchange 3,00,000 Exchange target of 20 NEP Realizations.
January Recruitment 20,000 Selling January recruitment. We will
have products like Leads and
recruitment partnerships.
OGX/ Leadership
centric Event
50,000 Selling avenues in the event that can
provide our partner with promotions.
We can incorporate sessions from our
clients.
GCDP centric event 2,00,000 We will conceptualize a GCDP centric
event and start selling it 3 months in
advance.
EP Engagement event 25,000 We will sell event avenues to our
partners.
August recruitments 1,50,000 August recruitments is a long project
and will have a lot of avenues for
revenue generation
OGX centric event 15,000 OGX centric event eg. Empower will
have promotions avenues for our
partners.
National Strategy
Conference
3,00,000 Revenue generation from MC
partnerships and local clients.
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Alumni/ Corporate
Event
50,000 This event will include a lot of corporates
we partner with and our alumni. We can
easily brand a lot of companies or
products through the event.
Project Selling 1,00,000 GCDP project selling to partners or
working on co delivered CSR projects
with corporates.
Miscellaneous
Products
50,000 Selling logo spaces in proposals and
official documents.
Collaboration Events 1,00,000 Revenue generation through
collaboration events with other
organizations.
Total 13,60,000
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.
A role of a Vice-President Finance is very analytical. He needs to plan the finances so as to lead
sustainable development in the LC. He is someone who needs to plan and execute investments
and through his structure and track on the return. He again through his structure needs to
track the performance of the exchange portfolios and hold them accountable on their
performance, money inflow and outflow.
He needs to have a functional unit that analyses the performance of each portfolio and tracks
the finances involved in each exchange. The functional unit needs to very strong and should
discard exchanges without proper financial closure.
He also is the legal representative in the LC. His functional unit needs to track all the documents
that complete an exchange. Next year, every exchange document that mentions AIESEC in
Chandigarh will be stamped by the Finance Cell. They will thus keep track of every exchange
and check for the financial closure of each case.
2. Define a financially sustainable LC. How do you envision AIESEC Chandigarh in 2014 with
respect to financial sustainability?
There are a lot of things for an LC to be financially sustainable.
We need to have brilliant document tracking system.
Every project we run should start with a financial budget and close with its verification.
Our exchange performance should be evaluated on the basis of the financial closure to
each exchange.
We need to have an investment module that does investment with the money coming
out per exchange.
We need to have a profit making GCDP, so as to have investments to increase the
knowledge capital in the programme.
We need to have a functional finance unit that tracks and holds every exchange team
accountable.
We need to have reserves that can sustain our operations for a year, if we need to go
into the phase of restructuring.
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We need a very progressive business development that creates avenues for us to work
on financially benefiting projects.
AIESEC in Chandigarh 2014 Finance
There will be tremendous focus on the purpose of any project and the financial closure. I want
Finance as a portfolio to continue evolving. However, there are certain things I will focus in terms
of Finance.
IT Integration: We are increasing in operations and Finance as a portfolio is very critical. We will
look into integrating financial IT Solutions like Fresh books to evolve in this portfolio. We want
every single financial document tracked next year.
Tracking and Investment: We will make sure we plan our investment module where profit is
calculated per exchange. Exchange is our product in the market and need to look into generating
profit per unit sale of the product. This will help us in better tracking and generating financial
resources for investment.
Venture Capitalist: This will be a power move to drive innovation in the LC. Finance will act as a
venture capitalist for projects that come up from the LC. We will be open for initiatives that the GB
wants to take in the form of projects. We will analyse the feasibility of the ideas presented and
launch a budget for the project. The projects should include exchange and should be able to drive
growth in our programs.
So as a whole, Finance in 2014 will be very exciting and it will be a prime focus area.
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?
I have covered a lot in the previous question. However, there are two things
We will take Finance as a very strong behaviour. Every exchange done will go through a
financial closure. Every change on system in terms of exchanges will be monitored by
Finance cell. Ideally, any exchanger will not be able to put a form on realized until and
unless it’s financially closed.
We will invest in getting knowledge partners for Finance as a portfolio. We will partner with
companies and their financial units to make this possible. The knowledge capital we have
till now will not help us evolve the portfolio. Thus this is critical.
4. Attach an outline budget with respect to your ELD program targets, including ER income from
events, collaborations etc.
Exchange Income
Portfolio Income
iGIP 17,00,000
iGCDP 2,40,000
oGCDP 20,00,000
oGIP 7,20,000
Total 44,60,000
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According to the new financial structure the recon should come between 2600-3200 INR.
Taking the worst case scenario. However this can vary with the number of exchange done by
AIESEC India.
Targeted total number of exchanges= 780
Targeted total number of TMP=1800
Targeted total number of TLP=400
Recon per realization= 3,200
Recon on TMP/TLP= 70,40000
Recon for exchange= 24,96,000 INR
Total Recon= 85%of Exchange+15%of TMP/TLP
= 3177600 INR
Minimum profit from ER= 4,00,000 INR
Exchange profit=44,60,000-3177600= 1282400 INR
Investment Module will be created according to portfolios. A part of it will be invested back in
the membership through avenues like.
Conferences
Operational Costs
RnR Campaigns
Performance based opportunities for internships.
A part of it will go to the FD.
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
Manpower Planning: Manpower planning in 2013 was good, especially in the second
half with the concept of backtracking coming into picture. All the portfolios had defined
number of requirements heading into recruitments.
Manpower Selection: The selections was based on competency model. GDs and TAs
were taken to filter out the right candidates for interviews. The final selection was done
on the basis of competencies.
Induction: Induction was as per the guidelines of the MC. The new recruits were given
the information about leadership and international environment. RYLC played a huge
role in their induction.
Mentorship: Mentorship was to get them into the culture of the organization and
analyse their alignment and competencies for portfolios. Mentorship was a continuous
process which was followed up throughout the year.
Appraisal and Review: Appraisals and review was not up to the mark. Something we
need to evolve in 2014.
Training and Development: There were structured training modules from the MC and
were followed up well by the TM cell and portfolio VPs. Development of the member
could have been better but there was a positive start.
TM as a program
TM as a program means how TMP/TLP is driving growth in the programs. The number
of TMP/TLP in each portfolio should be directly proportional to the number of exchange
done. The performance as such has been decent. However, this needs to evolve and
with the proposed OS this should work out.
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We had the right number of teams in exchange portfolios. However, the talent capacity
was not fulfilled which has led to incomplete teams in most to the portfolios.
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?
Trend:
Before even analysing the recruitment this year, I would like to talk about a trend. We have
been recruiting almost similar number of members for four years now. We as an LC have a
retention rate of 33 percent. Thus we have not been able to grow in terms of our human
resource. This is alarming and very critical.
Recruitments 2013
We had four recruitments this year. This is not the ideal case scenario. The talent planning and
promotions was not appropriate which led to incomplete teams throughout the year. The
number of recruits were good, but even before they were inducted into teams we lost around
25 recruits which is an alarming issue. The selection process needs to be more structured and
optimized.
February recruitments were OGX centric, however the capitalization was not proper. The new
product that was created did not help with the recruitment and OGX.
August recruitment was comparatively better. However, we still need to find right people for
the right role. Then only the concept of TMP/TLP driving growth will make sense.
3. Propose learning & development plan for 2014, and how would lead to evolution of membership
learning curve and provide high quality leadership experiences.
The experience in each and every role will be tracked and the learning and development will
be structured accordingly.
For example:
Role Timeline LEAD Learning Delivery
Senior
Body
Manager
January This will include
the leads given to
the individual that
will support him
and complement
his performance
according to the
defined Job Role.
The learning will
happen through the
operations an
individual does
according to the
defined Job Role.
This includes the
elements of Global
Learning
Environment. It
will help an
individual gain a
holistic team and
project experience.
February
March
Apart from this Learning and Development will also work on a lot of analysis to come out with
the right lead for the portfolio.
We will analyse the following things.
Retention Rate
Applicants/TLP
%Newie-Junior-Senior
Knowledge-Skills-Attitude
From these indicators we will come to know the exact learning and development deficit in each
portfolio and will be addressed accordingly.
Lead with purpose to become internally perfect and externally relevant
Passion Capital
For example:
CASE 1: The retention rate goes down in a portfolio in the very first month.
Problem: The induction module for the portfolio is inappropriate.
Solution: We will customize the lead for implementing better induction processes in the same
and the next cycle for the portfolio.
CASE 2: The conversion from new members to team leaders is very low.
Problem: The learning for a member in the portfolio is not appropriate.
Solution: We will customize the lead so as to empower the middle level management and
provide the members with the right direction.
This is how we will move forward. Every experience will be tracked and analysed. We will
customize need based learning sessions. We will deliver them and evaluate the result.
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.
Marketing as a function
Marketing as a function is very important in terms of increasing our presence in the different
markets. We do a lot of things in AIESEC and we remain as the world’s best kept secret. This
fact is changing, however the way we are changing is not appropriate. If we are to achieve
2015, this function will play a very pivotal role.
Marketing needs to work with the exchange portfolios to figure out new markets where we can
be present in. It will generate the awareness of the products which will then be capitalised by
the programs.
Marketing as a portfolio has evolved a lot in the past 6 months and we have been seeing
results. However, we have not been able to use this portfolio to the fullest because we don’t
work in markets. Our approach in the market is very random and so has been our marketing.
Marketing needs to be aligned to the purpose of getting into each market and the purpose
behind every partnerships.
Till date, we are still evolving and figuring out the right markets for us. We will continue doing
the same. We will invest in increasing the knowledge capital of the portfolio. Marketing is
important and we will make sure we do it in a structured way.
Contribution to ELD Programs:
We come back to the same point. We don’t work in markets. We have been getting leads for
our products from marketing. However, we need to have a market based approach in each
program to even measure its success. Right now, it’s there but it needs to be done in the right
way.
2. How should Marketing evolve in the LC in 2014? How do you see it contributing to ELD
programs in 2014?
There are certain things we need to do to evolve marketing in the LC and contribute to ELD.
Lead with purpose to become internally perfect and externally relevant
Passion Capital
Knowledge Capital: We need to have knowledge partners, who will help us evolve
the portfolio. This is important because though we have really good strategies to do
marketing, they on grounds remain inadequate and are left unclosed. We need to make
sure we are doing marketing the right way.
Market Based Approach: We need to have a market based approach for our
programs and our marketing campaigns needs to be aligned accordingly. The purpose
should be clear and the approach should be structured. Marketing will be very efficient
if we target the exact segments.
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?
Communications and Information Management in 2014 will be very important and these are
the spheres where CIM plays a huge role in.
Producing Business Intelligence Report and generating IR leads for exchange
portfolios.
Laying down CIM policies in the LC
Internal communication in the network.
o Branding
o Building Relations
o Analysing good case practices of other entities and see how we can implement
it in our LC.
Maintaining effective LC communication channels
Experience information tracking of all the stakeholders
Financial and exchange document tracking
2. Comment on how you envision the role of Information Systems in the functioning and
administration of the local committee in 2014.
Information Systems for me will be will be on very high priority, every experience will be
tracked. We will have every exchange documents and contracts stored. We will open and close
every experience as it happens.
This is highly important in the functioning and administration of the local committee in 2014.
We are growing as an entity and it’s very important that we are sorted and safe to any legal or
operational issue. However, this is just not a reactive measure. Every experience will have its
closure. If, not the experience is never complete.
We are moving into legalization where everything we do will be on legal papers. It’s very
important to make sure that we are perfect in our information and knowledge management.
Lead with purpose to become internally perfect and externally relevant
Passion Capital
Section H | Blank Page Challenge
An organizations performance is directly linked to 7 elements:
Strategy: the plan devised to maintain and build competitive advantage over the competition.
Structure: the way the organization is structured and who reports to whom.
Systems: the daily activities and procedures that staff members engaged in to get the job
done.
Shared Values: These are the core values of the company that are evidenced in the corporate
culture and the general work ethic.
Style: the style of leadership adopted.
Staff: the employees and their general capabilities.
Skills: the actual skills and competencies of the employees working for the company
The model is based on the theory that, for an organization to perform well, these seven elements need
to be aligned and mutually reinforcing. So, the model can be used to help identify what needs to be
realigned to improve performance, or to maintain alignment (and performance) during other types of
change.
Whatever the type of change – restructuring, new processes, organizational merger, new systems,
change of leadership, and so on – the model can be used to understand how the organizational elements are interrelated, and so ensure that the wider impact of changes made in one area is taken
into consideration.
The Task: Complete an entire analysis of the current state of AIESEC in Chandigarh and the future
(ideal) state of AIESEC in Chandigarh basing your thoughts on the above model i.e. do an analysis of
how all the above elements are interacting with each other and should be interacting with each other.
You can be as creative as you want! One Page Only.
Lead with purpose to become internally perfect and externally relevant
Passion Capital
I would like to start with shared values.
I began my application with this. The core values are absolutely critical for any organization. It’s their
belief, their creed. These are the guiding values that guide everything they do. They act as a compass
for any organization.
Current State of AIESEC in Chandigarh
Our core values come from the AIESEC Way and nowhere else. There are six values we ideally should
share.
Activating Leadership
Enjoying Participation
Striving for Excellence
Acting Sustainably
Living Diversity
Demonstrating Integrity
A lot of times, we fail to live by it. We are AIESECers and these should be the core values we should
live by.
As we don’t live by it, our systems are not sustainable. We are leaders that are not purpose centric.
Our strategies are mostly incomplete because they are not based on these core values. The way we
work internally is not perfect though we tend to evolve it. We lose people and retain very less because
as we don’t live these values, for people around us AIESEC is very limited. Our skills don’t improve as
it should. I might sound very pessimistic. However, if you are reading this last page of my manifesto I
would ask you to reflect on your AIESEC experience and see how things have gone. We have had a
rough time here. We have learnt, a lot. However, the learning would have been on a totally different
level had we preserved our core in everything we did. Our core are the AIESEC values. I would not go
into other combinations because for now I would want everyone in this Local Committee to preserve
their core. Never, drift from it. We can be good, rather brilliant but we need to stick to our core. We
need to believe that things will give us the right way to do things.
Ideal State of AIESEC Chandigarh
We are living by our core values. We are purpose driven and we respect our leaders because even they
are living by the core values. Our structures are much simpler and the experience much more enriching.
We believe in the values and our culture comes from that belief. We are leading with purpose because
we believe in something. Everything we do around it makes a lot of sense because of it. People in the
organization connect to the belief. Everything around them is based on that belief. They enjoy being
here. They lead with purpose. All the skills we need, we make sure we have them because we believe
in something and we want to make it bigger, bigger than ourselves. Every strategy we are a part of is
based on that belief, we connect and work for it. Our systems, people and our approach are sustainable
because it’s the belief that makes us do, what we do.
Everything is connected, all of these 7s, but it’s very simple. We need to have values and believe in the
right way to do things. Believe in the vision and the model of the organization and everything else will
make sense.