Div Shah| LCP Applicant 2015 by Div Shah

Div Shah APPLICANT For LOCAL COMMITTEE PRESIDENT 2015

AIESEC in Baroda

Div Shah| Manifesto For Local Committee President 2015| AIESEC Baroda

-------------------------------------

The decisions I take, The choices I make; Will take me on a journey, a journey so beautiful and full of challenges. For I am GEN 2015 -AIESEC Baroda on turning 20. ------------------------------------

Div Shah| Manifesto For Local Committee President 2015| AIESEC Baroda

LC RoadMap to 2020|Vision 

Developing the business Leadership to grow faster.



Continuum.



2020 Envisioning and Alignment.

“To really learn something from someone, you need to start clean, curious and dumb”.

Div Shah| Manifesto For Local Committee President 2015| AIESEC Baroda

Endorsement: Letter of Proposal

To whomsoever it may concern

Date: 7th Nov 2014

I hereby endorse Div Shah Vice President MPR, AIESEC Baroda 2014 backed by his knowledge and experience of working as Team Member, Team Leader for Talent Management and later upholding VP term in MPR portfolio of AIESEC in Baroda. Div has been very passionate about his portfolio and has taken up the charge of leadin g and excelling in the portfolio when the department itself was struggling for life. The way he handled and brought back the team and made it strong shows his potential to lead a LC as well. He has always kept AIESEC in Baroda in his top priority and has shown keen interest in its development. Thus without missing this opportunity, I would like to endorse him for the position of Local Committee President , AIESEC in Baroda 2015.

Abhishek Chhabra Vice President Talent Management AIESEC Baroda 2014

Div Shah| Manifesto For Local Committee President 2015| AIESEC Baroda

Endorsement: Letter of Seconding

To whomsoever it may concern

Date: 7th November 2014 I hereby endorse Div Shah VP MARKETING, AIESEC In Baroda for 2014-2015. His hard work, efficiency and commitment towards a goal makes him a good leader. He has been a passionate and outstanding achiever for the Local Committee and given the best quality of his work. He has taken keen interest in developing the Organization as well as our local committee and has participated with all his heart in all the activities and challenges the LC has put forward for him. I would like to take this opportunity to say that if there is a certain level of skill, commitment and experience required, Div fits into the block. His belief and his passion of being an AIESECer will drive him to success. Hereby I wish to endorse him for the position of Local Committee President for the year 2015-2016 of AIESEC in Baroda.

SUMIT PRASAD LC VP IGIPâ&#x20AC;¨ AIESEC Baroda, India 2014-2015

Div Shah| Manifesto For Local Committee President 2015| AIESEC Baroda

EXECUTIVE SUMMARY The National elections got over and the results were quite predictable. The old Governments did not perform well and hence there was a change of guard. The new Government, with a little bit of care and effort, can show improvement in most areas and perform well. Similarly, in all organizations, it is easy to perform well when a new set of people take over from an average or poor team. Performance, like everything else in the post- Einstein era, is relative. But what do you do when you take over a great legacy? How do you perform well and improve an organization that had been already at the pinnacle at one point of time and has been one of the best in the world? That is the question that the new leadership of AIESEC Baroda would face. Charles Dickens was not confused when he said: “It was the best of times and it was the worst of times.” But why did we fall then? How can once the best fall? Was is about over confidence or were we adamant to one single way of growing. So than how do we It’s time we know what our focus should be. It’s time we own it, believe it and make it happen. It’s time we redefine how we always did it. It gives me immense please to presenting this manifesto and I thank all the stakeholders of AIESEC Baroda who have contributed to bring the Local Chapter where it is today. The plans presented here reflect on how should we change with the changing trends and how can we build a process centric base so as to make the upcoming years of our Local chapter aligned and grow easily. The plans presented are after long hours of thinking and various conversations about what can work in our chapter. AIESEC Baroda is

AIESEC Baroda is AIESEC Baroda is

. .

AIESEC Baroda is the With this I enclose my manifesto for the post of LCP AIESEC Baroda, and wish the LC all the best for the times to come.

Div Shah| Manifesto For Local Committee President 2015| AIESEC Baroda

My theme for the year is:

Context: I remember reading this story of a young saint. Disciple: I wish to see the Lord. I have been praying for it since long. I can give away everything for that. Young saint: What will you do once you meet the Lord? Disciple: Umm…Continue Praying Young Saint: That’s it! Understanding: This theme relates to every individual of the city who is somewhere or the other obsessed with things like his relationship, cell phone or not clear about anything in his life. We are so obsessed with doing something, that we forget what is it leading to and its outcome. Same is the case with AIESEC Baroda. We were obsessed with doing ICX and thus have false reasons that do not exist for not doing other programs. It’s time we rise above the obsession. Time has changed and we are lagging behind. The legacy that we are obsessed with is challenging us to grow, challenging more today than ever before. Gradually this year we moved ahead with support functions(our long-time dream) but failed doing exchanges. But was giving up our core products to grow the support practical enough? Is all about redefining how you look at AIESEC. It doesn’t mean you be obsessed with AIESEC leaving your studies or the either way. Simply it implies to rise beyond your things, what you are always doing and look at new roads, or else we lose our competitive edge and never impact our bottom line. With the change it is also important to build it such that it never falls. It needs to have a continuum. Proper base will prevent the future generation getting obsessed from something else and thus get the overall growth with the prospect of which he/she has joined, and this will maintain the true relevance of AIESEC Baroda for years to come. The future of our entity will depend on what we do this 2015. It’s time to be more practical. It’s time to redefine what we are and what we are known for. It’s time to

Div Shah| Manifesto For Local Committee President 2015| AIESEC Baroda

PERSONAL AND INDIVIDUAL SECTION NAME: Div Shah MOST RECENT ROLE IN AIESEC: VICE PRESIDENT Marketing and Public Relations EMAIL: div.shah@aiesec.net SKYPE: dievvshah1 MOBILE NUMBER: +91 7405059129

AIESEC EXPERIENCE Dates

Designation

Description of Role and

Results

Key Activities Feb 2013

Team MemberTalent Management



Membership Tracking



Knowledge sensing

and Training 



LC 

and its sustainance till 2014.

Training. Team Leader Talent Management



Management Body



Tracking 

Implementation of

IXP( Synergy Project)



Recruitment

Highest IXP ever done in our LC.



Team minimums 

Piloting New Tracking Mechanism

Associate

Membership Handling and

June 2013

Piloting AM in the

Revamped and implemented the new recruitment process.

Restructuring Aug 2013

OCP August Recruitment



Recruitment



responsible 

EWA activities



Implementation of

newly defined Recruitment Process

Recruiting 140 recruits.



New Recruitment Process Establishment.

Div Shah| Manifesto For Local Committee President 2015| AIESEC Baroda

December 2013

OCP Transition Pocket Recruitment



Pocket Recruitment



Responsible. 

recruits through Referential selling.

Implementation of

newly modified

Recruitment of 60



Recruitment Process.

Zero Investment from the LC.



In-kind Raising and Partnerships.

January 2014

Vice President Marketing and Public Relations



Team Management



and handling 

Products External

Establishment. 

Marketing 

Showcasing Impact



Media Relations

Process

Around 22 members including 4 team leaders currently actively working to brand our programs.



Viral Campaigns



Highest no. of events ever done in our LC

February 2014

Executive Body Co-ordinator Recruitments



Recruitment



70 members

Responsible

Recruited.



 Profitable

Backward Planning

Recruitments

August 2014

Executive Body Co-ordinator Balakalakaar



Balakalakaar Event

Reframing 



Event Reframing



Higher cash

Delivery and OC

Team Handling

Incoming 

New Tracking Methods Implemented.

October 2014

Team MemberiGIP Taskforce, AIESEC India



Product Restructuring



More Outreach channels



Designing the new website with the new Brand



National iGIP Brand and Product Output.



Planning for the tasks upcoming commission should take.

Div Shah| Manifesto For Local Committee President 2015| AIESEC Baroda

PAST POSITIONS HELD OUTSIDE AIESEC:

Date

Position

2009

House Vice Captain

Relevance/ Key Learning 

Team Work



Organisational

Understanding  2011

House Captain

Responsibility

Annual Sports Meet Head Winning the best House for the year.

2013

General Secretary, SMJV

Contribution in Environmental conservation around the city.

ALL CONFERENCES YOU HAVE ATTENDED, INSIDE AIESEC:

Conference May Local Congress 2013

Role Delegate

Regional Youth Leadership Conference 2013

Team Leader

October Local Congress 2013

Delegate

Key Learnings  Portfolio Understanding  Job Role Clarity  Planning  National Understanding  New Learnings from LC and their processes.  

National Leaders Summit 2014

Delegate

 

April Local Congress 2014

Agenda Manager, Delivery Team

 

June National Conference 2014

EBC

  

National Strategic Conference 2014

Delegate

Functions and how they complement. Crisis Management/Planning Clarity on Job role National Alignment and Perspective Delivery Planning

Team Management National Standings AIESEC India 2015 Clarity  Future: Inside and Outside AIESEC

Div Shah| Manifesto For Local Committee President 2015| AIESEC Baroda

 AIESEC Baroda Accountability  Q4 and Q1 Planning October Local Congress 2014

Delivery Team

 

Minute Delivery Planning Visioning AIESEC Baroda 2015

Div Shah| Manifesto For Local Committee President 2015| AIESEC Baroda

AIESEC and YOU 1. WHAT DO YOU UNDERSTAND BY AIESEC?

“The best thing about AIESEC is its ability to empower youth of 20- 22 years to dream the impossible and achieve it.” AIESEC is where I can make mistakes, learn and grow to develop that powerful experience of the world outside the college doors. It helps me understand my potential and introspect the person I am on a daily basis. It helps me develop the right kind of social responsibility with a sense of rationality. It enables me to step out of my comfort zone, enough that I grow and get that entrepreneur outlook everyone in the city is looking for.

2. WHAT ARE YOUR THR EE MOST SUBSTANTIAL PERSONAL ACCOMPLISHMENTS (NON-AIESEC), AND WHY DO YOU VIEW THEM AS SUCH.

2009

House Vice-Captain

Understanding school working and its dynamics. Understanding how a huge Management Body works Awarded Best Board of Honour member

2011

House-Captain

Team Handling Awarded Best House for the year.

2013

General Secretary, Animal

Articles in Local Newspapers

Welfare Society.

about how students are helping animals and Animal Houses.

3. ELABORATE ON YOUR WHY? WHAT? HOW? IN AIESEC

WHY

WHAT

HOW

Div Shah| Manifesto For Local Committee President 2015| AIESEC Baroda

4. PRESENT A SWOT ANALYSIS ABOUT YOURSELF

Strength:

Weakness:

Honest

Short Tempered

Strategic

Judgemental

Far sighted Calm and Flexible

Div Opportunities:

Threats:

AIESEC

Weakness

Studies

Judgemental nature

5. WHAT QUALITIES DO YOU POSSESS TO BE AN IDEAL LOCAL COMMITTEE PRESIDENT?

Adaptability Creativity Ethics Initiative

Confidence Dedication Honesty Integrity

Consistency Enthusiasm Humanity Focused

Organized Open-Minded

Patient Motivator

Passionate Knowledge of situation

Passionate

Productive

Punctual

Purpose-driven

Strategic

Supportive

Div Shah| Manifesto For Local Committee President 2015| AIESEC Baroda

6. WHY HAVE YOU DECIDED TO RUN FOR THE POST OF LOCAL COMMITTEE PRESIDENT?

My AIESEC journey has brought in me a pure thought of love and pride for our local committee and the city we live in and a vision to take this local chapter ahead and contribute towards its welfare and sustainability. AIESEC has taught me humbleness, and true humbleness comes with the will to repay, and hereby I am at the disposal of the LC. The LC has fallen and we need take back what is ours. The fine line between what is and what could be makes me feel sad. I am restless for change and impatient for progress. It’s time to redefine how we look at our fully obsessed tasks. “AIESEC Is the kind of organisation that makes you think the impossible and make achieve that.” External Context: It’s an honour to apply for the position of LCP for an LC (run by youth) that has a huge potential to change the city.

7. WHAT MAKES YOU FEEL HAPPY?

I feel happy with the things I love to do! On an AIESEC Centric note: 

Achieving Targets and getting RnR



Watching the History ppt.



Viral Activities when our message reaches a lot of people. 8. WHO ARE YOU INSPIRED BY AND WHY?

Inspiration often comes in small Packages. If we deliberate upon it, we will find it to be true and motivational. Inspiration goes straight to the soul and builds that never dying thrust. But having a single role model for the complete life is what I feel doesn’t allow you to grow. If you aim at the stars, you can never reach the sun.

Div Shah| Manifesto For Local Committee President 2015| AIESEC Baroda

I do not have a single Inspiration and instead try to learn different qualities from many. The reason why I get inspired is basically because I can connect to them. Here are few people whom I look up to: Adolf Hitler, John Kennedy, Oprah Winfrey, Narendra Modi. 9. WHICH FICTIONAL CHARACTER WOULD YOU RELATE YOURSELF TO THE MOST AND WHY?

The Fictional Character I connect the most to is TYRION LANNISTER. His few qualities skills that I find I have/ should have are: 

He is Intelligent, witty and well read



He has skills for business and manoeuvring



He displays sympathy for the outcasts.



He is repulsive but duty-bound



He is empowered with creating a longlasting Royal Dynasty.

10. WHAT IS THE MOST SIGNIFICANT CHANGE THAT YOU HAVE BROUGHT ABOUT IN THE ORGANIZATION?

The most important thing I have brought in my department is the way we brainstorm during planning. I think the way we do has brought really good campaigns, Viral Campaigns. It has changed the way we used to work earlier. With around 22 members who have definitely learned how to do that, I am sure this will be carried forward with/without me to bring a key factor of innovation, something which we forget while doing Operations. 11. WHAT IS YOUR LONG-TERM GOAL IN AIESEC? HOW IS THE GOAL ALIGNED TO THE GOAL YOU WANT TO REACH IN YOUR LIFE?

With the end of my Bachelors this April, I will be concentrating completely on AIESEC. Post the term I wish to do Masters in Marketing, something I realised from various roles I took in AIESEC and found a new passion all together. So far this is the last role I see myself doing inside the organisation. But I am open to most supplementary roles thereafter. I aim becoming a successful entrepreneur and AIESEC and its various leadership roles are helping me evolve, introspect and get that edge over others. In a General sense, AIESEC is making me more confident, more practical and broadening my horizon thus make me ready for the outer world.

Div Shah| Manifesto For Local Committee President 2015| AIESEC Baroda

12. HOW HAS AIESEC CHANGED YOU AS A PERSON? PLEASE IDENTIFY AT-LEAST 3 CHARACTERISTICS.

AIESEC has completely changed me, from an introvert to confident, responsible, outgoing and a strong person. Before I got into the Organization I had no clue what I wanted to do in life ahead, AIESEC has given me a bigger picture in life. AIESEC has taught me how each experience you take matters. AIESEC has evolved me and has changed me for good. 

Confident



Knowledgeable



Adaptable

13. WHAT IS AIESEC FOR YOU AND HOW DO YOU CONNECT TO IT AS AN INDIVIDUAL?

To me AIESEC is magic, it transforms you and changes you without forcing itself to you, there is nothing more magical than an organization that is so vast, so immense and yet so close that you know each and every one, and what you need is what you get. Belief, faith, teams, leaders, ethics, and things you never thought exists. 14. WHY WOULD YOU GO OUTSIDE AND PROMOTE AN AIESEC EXPERIENCE?

AIESEC is arguably the world’s best kept secret, everyone deserves to have the access to it, and this can change a lot of things. Everything that the world is standing for or against today, AIESEC relate to it. AIESEC no longer needs to be the reflection of the society. 15. DESCRIBE AIESEC TO A 10-YEAR-OLD KID IN A MAXIMUM OF 50 WORD

AIESEC is the something you will join 10 years from now. It is the school from where you will have friends from across the world, go to different countries to talk, learn and know more about yourself. 16. RATE YOURSELF ON SCALE OF 10 ON EACH OF THESE PROFESSIONAL SKILLS

a. Team Management b. Project Management c. Information Management d. Interpersonal Communication e. Negotiation Skills

09 07 08 07 08

f. Public Speaking

Div Shah| Manifesto For Local Committee President 2015| AIESEC Baroda

g. Networking Skills h. Crisis Management i. Time Management j. Result Oriented Approach

07 08 09 09

k. Ability to learn new things

Div Shah| Manifesto For Local Committee President 2015| AIESEC Baroda

AIESEC Baroda 1. PRESENT A DETAILED SWOT ANALYSIS OF AIESEC BAROD A.

WEAKNESS: STRENGTH: Legacy

Amount of Experience Delivery

Oneness

Stakeholder Management

Policies

Finance Tracking

Ownership

National Representation

Growing Market

Quality/ CEM Investments

OPPORTUNITIES: 2015

THREATS:

Expansions

Knowledge in Membership

Untapped Market for OGX and iGIP

Financial Stability

2. BASED ON THE SWOT PLEASE MENTION SOLUTIONS OF THE WEAKNESS AND THREATS.

Amount of Experience Delivery Stakeholder Management

Financial Tracking and Investments National Representation Quality/ CEM

The more the number of exchanges, the more the Experience. CRM And CEM JBM should happen which can lead to a lot of leveraging. Also constant integration in our LC forums and events. ROI based Investment and Proper Tracking to enable Transparency which can help us forecast for future Roles. Taking more roles Nationally so as to understand the national dynamics and trends. Pre-Planned Projects for ICX, which enables a better Quality. Right Expectation Setting

Div Shah| Manifesto For Local Committee President 2015| AIESEC Baroda

Brand Positioning

A brand Relevant to the city that drives programs, this can be done by increasing the outreach in all the medium and being the relevant youth Organisation of the city. Attending Externals forums and representing AIESEC as the premium youth Organisation. Properly planned LnD drives at Local forums and tracking. Inevitable to attend the National Conferences for people on Leadership Roles to have the bigger picture of AIESEC as an entity. Planning Projects Quarter wise Using the Business Model ICX driving OGX partnerships in schools, university.

Knowledge In Membership

Financial Sustainability

3. ACCORDING TO YOU WHAT CHANGES HAS AIESEC BARODA BEEN IN THE LAST 3 YEARS?

“Culture brings continuity to one’s existence, but this sort of continuity was precisely what was lost increasingly achieving/ moving towards 2015.” Details

2012

2013

2014

GCDP

264

176

51*

GIP

25*

Events

National Event/s

National/International

Members

The number of experience delivery has decreased considerably which has decreased the amount of AIESEC knowhow among the members, something which is a matter of concern. The National representation has decreased from the number of candidates attending conferences as well as people who take up National leadership roles. Strong measures to stabilize and establish the working culture as well as brand of the entity has been taken this year. The GCDP to GIP ratio has increased to 2:1, which is ideal International ratio, but the overall number is very less. The T versus A achievement has decreased miserably for all the programs with the progressing year.

Div Shah| Manifesto For Local Committee President 2015| AIESEC Baroda

The back office has established process enough this year, to drive the coming year but none of the exchanges could build something sustainable and no projections seen so far as compared to the former years.

Baroda 400 362

350

328

300

296

250 221

200 150 100

76 50 0 2010

2011

2012

Baroda

2013

2014

GCDP 2014 5% 2013 18%

2012 27%

2010

2011

GIP

2010 26%

2014 9%

2013 15%

2013

2010 23%

2011 20%

2011 24%

2012

2015

2012 33%

2014

2010

2011

2012

2013

2014

By and large, we have grown in event delivery and Branding Initiatives, which were nationally aligned, but the ELD growth/Conversion still remained a question.

Div Shah| Manifesto For Local Committee President 2015| AIESEC Baroda

“It is not that we are falling, it’s about not growing weak.”

4. PRESENT THE VARIED CHANGE IN CULTURE AND MEMBERSHIP OF AIESEC BARODA IN THE LAST 3 YEARS.

Scope

2012

2013

2014

Membership

JD Clarity

Performance

Ownership

Leadership

Open to Accept

Culture

Retention

5. PLEASE MENTION THE JOB – ROLE OF A LOCAL COMMITTEE PRESIDENT.

National Representation Sub- committee Representation Executive Decision Maker External Representation Strategizing Executive Body Team Management End Responsible LC Growth and Development Ultimate Governor of all processes

Div Shah| Manifesto For Local Committee President 2015| AIESEC Baroda

6. PLEASE PRESENT SW OT ON THE DIFFERENT POLICIES OF AIESEC BARODA.

The processes of a LC are defined on the basis of the Local Policy a LC has. It is highly recommended to update the policies regularly to remain and grow with the developing targets and year. Strengths Finance HR CIM

Processed and Detailed. Drives Performance

Brand General

Well Defined and Objective

Weakness Process Implementation Loopholes and non-objective. Understanding in membership

Opportunity The Policy

Knowledge among the membership Lack of implementation

One AIESEC Brand

Drives Ownership Evolving with the change

Threats Process Implementation Lack of Governance The new changes with GIS Lack of Accountability Not followed

Evolution

7. PLEASE COMMENT ON THE ADVISORY BOARD AS A UNIT.

We have advisory Board to add relevance and the outer perspective that we as students lack. The Board of advisory is a bunch of 5 people who are city shaker in Baroda and a bunch of highly inspirational and powerful people I know of in our city. All of them know the organization in and out. They have not been capitalized well in the past three years as we have been immensely operational .I feel they can properly guide us in terms of our external market. These are people who know the city in and out and are the best team to consult as mentors. If this cannot happen, we should revamp the Board. Joint Board Meet needs to happen at least once a year to meet the criteria of the Compendium which hasn’t happen since last 2 years. 8. AIESEC BARODA NEEDS TO ADAPT A GROWTH MIND SET AND THUS DRIVE INNOVATION.

“Mind sets Predict Motivation and Achievement” We need to have a growth mind-set where we focus on improvement instead of worrying. It enables hard work as in more number of quality exchanges, more understanding about the entity thereby. Growth through Innovation helps our programs to grow, develop new products, streamline processes and enter new Market. Benefits of Growth through Innovation:  Helps convert ideas into business value.  Embeds an innovative and entrepreneur culture.  Create successful partnerships and collaborations.

Div Shah| Manifesto For Local Committee President 2015| AIESEC Baroda



Spark creativity.

9. IN THE RACE OF INNOVATING, WE ARE FORGETTING THE BASICS AND THE IMPORTANT. HOW DO YOU THINK IS THIS STATEMENT RELEVANT TO AIESEC BARODA

“Even the smallest thing we do has an Impact on us.” With the push to move towards the new vision and goal, AIESEC Baroda tried to evolve so much so that the few basics, few strengths are forgotten. AIESEC Baroda did innovation in the terms of Back Office functions and their Jobs, but no proper ELD could be tracked i.e. No exchanges happened. Doing Exchange is the first task and the ultimate MOS of an LC. Thus, AIESEC Baroda should redefine how they look at exchanges and remember Innovations are based on the Base.

10. TOP THREE CONCERNS OF AIESEC BARODA. WHAT ARE YOUR STRATEGIES TO OVERCOME THEM?

Sustainability

Leadership Centric Chapter

National Alignment and Representation Overcoming Concerns Strong Processes Implementation. Faster and Simpler Processes. More and Diverse Team roles. Leadership In every Experience. More alignment of members to personal goals via PGS and LEAD. Ambassador Programs (ILCEPs, CEED, Conferences). Constant driving of International and National Trends and Evolving accordingly. Personal development Funds for people on Leadership Roles.

11. TOP THREE PRIORITIES FOR AIESEC BARODA IN 2015. WHAT ARE YOUR PLANS TO IMPLEMENT THEM?

Div Shah| Manifesto For Local Committee President 2015| AIESEC Baroda

Financial Sustainability National Alignment (Product Specific) Transition to EXPA and Evolution of OS

Financial Stability:    

Implementation of the Business Development Model ROI Tracking Tools Introduction and Usage Self Sustainance of every Portfolio and new Innovations to implement it. Exchanges versus Quarter as per the forecast.

National Alignment (Product Specific):    

Big Fat Indian Experience (BFIE). Product Based oGIP. Special Units under MC monitoring. Ambassador Programs

Transition to EXPA and Evolution of OS: For 4 years AIESEC Baroda tried to grow as per the new 2015 vision, which we failed miserably because of no timely evolution of our OS back in 2011 and only focusing on the number of exchanges. This is the main Reason for the loss/ downfall of the LC from 2012 to 2014. If we compare our LC with the other LC, the major change we see is the timely updating, which brings the vision and why, what and how very clear. Now with 2020 in picture, the complete focus of new achievements and targets will bring new things. So for Growing in the upcoming years the coming year holds importance and Evolution accordingly.  Creating sense of Need  Communicating the new Vision  Empowering others to act  Build On change  Institutionalize Change 12. WHAT WILL BE THE POSSIBILITIES FOR MA RKET GROWTH OF AIESEC BARODA IN 2015 AND WHAT WILL BE YOUR STRATEGY TO ACHIEV E THAT.

Expansions: Our AIM to engage and develop every young people in the network. This can be done by extending our markets. There are a lot of untapped markets around us from where we can leverage from. Key Tasks: VP Expansion Appointment. Specialized Units University/ School Relations Ambassador Programs/ LCC

Div Shah| Manifesto For Local Committee President 2015| AIESEC Baroda

Aiming towards making it an OE Branding Events Investments with ROI OGX-ICX Partnerships| Specialized GCDPi Projects MNC-2015 Vidhyanagar:  LCC Appointment, VP expansions End Responsible.  UR, SU Followup/Establishment.  Specialized GCDPi Projects Rajkot:  1 Ambassador  1 Visit  Leads Conversion Bharuch:  GIP Leads  UR1  Constant Visit/ FollowUp

End-2015 Vidhyanagar:  30 Raises  3 UR  1 SU  1 Branding Event( Y2B follow-up Event)

JNC 2016 Vidhyanagar:  GCDPi and GIPi Piloting

Rajkot:  15 Raises  1 SU

Rajkot:  OE

Bharuch:  10 GIPi Raises  UR/SU

Bharuch:  3-4 GIPi TNs  GCDPo Leveraging  Corporate Event/ Attending

13. WHAT KIND OF A RELATION DO YOU THINK A LCP SHOULD HAVE WITH THE MB IN AIESEC BARODA AND HOW WILL YOU MANAGE THE MB IN 2015?

All the teams should be led by only once person. The VP TM shall be the end Responsible for handling the Team Leaders Body. Since post Q3, there shall be a need for a senior Management body that is what shall be led by the LCP. The relationship should be such that they can approach the LCP in case of need, issues with the respective VP or something. The relationship should or else follow the hierarchy yet be friendly More EB-MB Days should take place and PGS/ Consultancy should also be done by the LCP in several cases.

14. DESCRIBE IN DETAIL YOUR PLANS FOR THE YEAR 2015 CONSIDERING THE OS WILL BE FLAT STRUCTURE AS PROPOSED.

Generic OS:

Div Shah| Manifesto For Local Committee President 2015| AIESEC Baroda

LCP GCDPo

GCDPo

GCDPi

GIPo

GIPi

GIPi/CEM

MIM/PR

F/Legal

PROCESS BASED OS: GCDPo (Need of the hour) Making oGCDP Happen:

LCC VVN

oGCDP0(Inbound)

IXP

LCP

SU Head Youth Marketing(Outbound) College Ambasador(Expansions)

GIPi (Focus Area) Competition driving Growth

VP GIPi LCP VP GIPi

CEM TN I TN II

EXP

BD/AR

Div Shah| Manifesto For Local Committee President 2015| AIESEC Baroda

Management Body (Q3 and Q4- Pipeline Building)

OS EWA/EVENTS VP TM TL AM

ASSOCIATE MEMEBRSHIP

VP F TL EVENTS

EVENTS

15. PROVIDE YOUR CALENDAR FOR THE YEAR 2015.

December 2014

Transitions, Planning

January 2015

Team Leader Body 1, Recruitment, LTS, Coach Visit, NLS, Raising, LCC VVN.

February 2015

AGM, JBM, CEEDer Arrival, Karaoke Night, LTT Formation, RYLC.

March 2015

Raising Push, March Local Congress, UR Based Penetration into the market.

April 2015

Quarterly Review,Y2B, Parents Evening, Team Leader Body 2,

BUILD TO LAST

EB-MB Day( Review) May 2015

Matching Push, OGX-Y2B follow-up, Final OGX Raising, Y2B Follow-up events( Including Expansions), LC sports Day

Div Shah| Manifesto For Local Committee President 2015| AIESEC Baroda

June 2015

Matching, JNC, Awards Night, , Y2B Follow-up events( Including Expansions)

July 2015

Re-planning, Social Business Summit, Realizations, LC Day*

August 2015

Recruitments, GV, Leadership Café, ILCEP, LTS

September 2015

Mini BKK, Q3 Review, RYLC

October 2015

October Local Congress, NSC, Campaign launch. Envisioning 2020 and Evolution

November 2015

LCP elections, Pipeline Building, XP delivery, RMR

December 2015

EB Announcements, Transitions, Boot Camp.

OURS IS THE FURY

HEAR US ROAR

HIGH AS HONOUR

16. WHAT IS THE LEGACY YOU WOULD LIKE TO LEAVE BEHIND FOR AIESEC BARODA AS AND IF LCP?

   

Envisioning 2020 and Evolution Shift from Leadership oriented to a process oriented LC An LC known for the contribution it makes to the national plen in terms of ELD and culture People on National and International Leadership Role

Div Shah| Manifesto For Local Committee President 2015| AIESEC Baroda



Value Driven LC



Sustained Membership and Finance



Best Progressive Local Chapter



Process Centric LC

I don’t believe in trying to fix things that choose to break. 17. IN THE CONTEXT OF 2015, RANK IN ORDER OF IMPORTANCE THE KEY RESPONSIBILITIES OF LCP

In Order of Preference: 

Financial sustainability



Strategy

 

Planning tracking and reporting Governance and accountability



Team management



Communication to the local and national plenary



Representation in the network and external environment.

18. HOW WILL YOU ENSURE YOUR EB MEMBERS GET AN ALL-ROUND AIESEC EXPERIENCE?

EB Development Fund: Special Funds for EB members for attending external relevant events, National Conferences, Development Courses, Training Travels. Regular PGS/ External Consultancy: Constant Check-up/ follow-up on how are they are aligning their careers and AIESEC Experience. Mentorship: Mentorships from Alumni who have had cooling period, so as to give the right inferences of the organisation as well as the world outside.

19. ACADEMICS & OTHER ACTIVITIES ARE DIFFICULT TO BALANCE IN AIESEC BARODA. WHAT WILL BE YOUR PLAN TO IMPROVE THIS FOR THE OVERALL MEMBERSHIP OF THE LC?

It’s time to For a perfect growth, every person needs to balance both of it as both hold an important part of his life.

Div Shah| Manifesto For Local Committee President 2015| AIESEC Baroda



Making members Understand the importance of both.



LEADs on Time Managements during LC forums from Externals.



Relaxation of Job Roles during Exam Cycles with proper TM Planning.

Div Shah| Manifesto For Local Committee President 2015| AIESEC Baroda

OPERATIONS and FUNCTIONS 1. PLEASE MENTION THE LOCAL CONFERENCE OUTPUT AND NSC OUTPUT ACROSS ALL PORTFOLIOS OF THE LOCAL COMMITTEE IN YOUR WORDS.

GCDPo National



Output



Local Output



GCDPi

GIPi

MC Monitored SU for Market expansion



Asia-Pacific IR and Leveraging



Customer Centricity



Continuous TN auditing Mechanism

Selection Module for GCDPo Eps



Individual TN Promotion



ORS



E-mail Marketing for the complete database

Ambassador Programs for IXPs and International NSTS.

Local



 Quality ReRaising 

Raising Fee



GIP B2B marketing



SEO



Website



Events brand standardization



YGEP Winter Peak Support

WordPress Restructure

 B2B Marketing  Program tracking and Development Framework



Focus on IT



More Nationalized UR partnerships( IIT Roorkee and IMT Ghaziabad)



Global GIP Innovation Project/ Short term GIP

 Account Management  Sales Development

Nationalized Project Structure

Marketing National

GIPo



Raising Drive



GIS Integration

 Product Based Promotion  Raising Events

TM 



BD Continued Productivity tracking and focused program based tracking Transition and Pipelining Project for TMP/MB/EB



Strong function based competency



Assessments

 Transition and Pipelining Project for TMP/MB/EB



Events brand standardization



Billion Hearts Beating initiative to be taken to a total of 5 LCs



Support my school sessions across 15+ LCs, spreading the message and objective of this



campaign



Events



GIP Support

Div Shah| Manifesto For Local Committee President 2015| AIESEC Baroda



New GCDP Support tools



Efficient Use of Support Tools

 Ideal Capacity Building



Board Management and Meets



NEP

2. PLEASE MENTION THE 2014 FOCUS AREAS FOR AIESEC BARODA THAT WERE DERIVED AT NSC/LCONG.

Focus Areas: -

GIPi

Financial Sustainability

3. PLEASE ANALYZE THE CURRENT ICX DEPARTMENTS AND PROVIDE 5 SOLUTIONS TO SUSTAIN AND GROW WITH QUALITY.

Whenever we talk about ICX departments the myth of No quality with quantity comes up. But examples prove Quantity can be the driver of Quality.

Problems

Solutions

Effective CRM

Sales appointment, follow up, expectation setting , JQ , Delivery , Feedback

Growing the capacity

Deliver by increasing Talent capacity, No. of clients, No of projects and so on.

CEM

Proper EP expectation setting, Punctual documentation , Proper reception , Good living space , proper job description to EPs , Feedback , Showcasing impact

Project selling

iGCDP project selling which shall make portfolio financially sustainable plus the TN internship fee can be aided to provide better quality on internship

Showcasing In the Network

Synergy with CIM

4. PLEASE ANALYZE THE CURRENT OGX DEPARTMENTS AND GIVE INFERENCES, WHAT WOULD YOU DO DIFFERE NT TO GROW AND ESTABLISH BASE FOR THE PORTFOLIO.

Mistakes are meant for learning and not repeating.

Problems

Solutions

Matching

Right Expectation before Raising

Delivery/ Realization

Following the cycles for Raising

Div Shah| Manifesto For Local Committee President 2015| AIESEC Baroda

IXP

IXP responsible, Stress on the need and complete Integrated Experience.

Raises

Expansions, GCDP Partnerships (o+I), UR Leveraging.

Numbers

Hard Work

5. WHAT DO YOU UNDERSTAND BY TMP | TLP DRIVING GROWTH FOR 2015. WHAT ARE THE MAJOR AREAS ARE YOU LOOKING TO GROW THROUGH TMP | TLP

With the new customer flow, TMP/TLP doesn’t exists anymore. Still taking the national context more people doesn’t mean more productivity. Still I shall be using Team Members for growth of the LC in the following ways:  Early Recruitments: Shorter Time Period, Smaller Number, Product Based, Job Role Based.  Initial and Ongoing Operational Training at every phase.  Implementation of the team minimums strongly.

Istanbul versus Delhi University! The number of Active Members in Istanbul(60) are 50% that of DU(150+),and the EB members of Istanbul (6) and DU(18), yet the projections are 30% more, which means Members don’t drive Growth but the productivity of every Member does. Istanbul is currently the number one LC in terms of Projections in the International Network (!!) 6. HOW DOES THE NEW CUSTOMER FLOW AS A FOCUS AREA SEEK TO DRIVE DOWN RELEVANCE IN THE CITY BARODA?

Stage: Open. The new customer flow has a portion of it which is freely accessible for the people to view. That means people will be able to view the opportunities before they pay, unlike the earlier myaiesec.net. This means we charge them (the raising fees) for all that we have already shown/ available opportunities (just like an e-shopping website). Which will make the conversion easy compared to our website or anything. Stage: Reintegration. Like other websites, once a customer gets special privileges. Similarly, of the various choices of the person, he will keep getting timely updates to have the sense of customer centricity. Further Regular feedback tools to add to the knowledge, about what level of services are we providing to the Customers. Hence this will make it relevant and the message of AIESEC in the city.

Div Shah| Manifesto For Local Committee President 2015| AIESEC Baroda

7. WHAT IS YOUR UNDE RSTANDING OF CIM AS A PORTFOLIO? WHAT IS YOUR VISION OF THE PORTFOLIO FOR 2015? WHAT IS YOUR PLAN OF DRIVING GROWTH THROUGH IR AND NETWORK PROMOTION IN ALL PROGRAMS?

CIM is internal Marketing and usage of new tools to boost/ grow exchanges. CIM is for more and better exchanges, and delivering the needed new generation technology. It helps LC in various Local Branding initiatives across the network. It also has various feedback mechanism that helps develop the customer centricity. Thus CIM being a support function drives more exchanges. That is/was the essence of 2015, using new tools to achieve the Targets.

8. CONSIDERING HOW EVENTS HAVE BEEN IN PAST 2-3 YEARS, DO YOU THINK AIESEC BARODA SHOULD DO EVENTS IN 2015? IF YES, CLEARLY MENTION YOUR BD PLANS, TIMELINES AND DELIVERY PLANS FOR EACH EVENT. IF NOT, IS THERE ANY OTHER STRATEGY YOU HAVE TO FULFIL THE EVENT OBJECTIVES OF PROFITS AND OUTREACH?

Events help get external Branding and external relevance. With the kind of events we have done in the past years, they have help us gain noticeable Image and endorsement for the work we do. Also the experience we get is highly recommended and also helps building our other products (ELD). Events are also profit generating and the best platform for doing BD. The events and the timelines will be planned which will give enough time for raising cash and delivering the event. Event

Timelines

Objective

Y2B

March

Branding, Profit, AM

Y2b Follow-up events

April, May

UR, Expansion Branding

Social Business Summit

July

Corporate leads, EWA, Local endorsements.

GV Week

August

Showcasing Impact, Expansions

Mini BKK

September

Branding, PR

Leadership cafĂŠ

August

Alumni engagement, Recruitments, UR

9. HOW DO YOU SEE THE STATE OF THE FINANCE PORTFOLIO EVOLVING, TO FACILITATE GROWTH, PROGRESS AS WELL AS SUSTAINABILITY IN 2015? ANALYSE THE INVESTMENTS MADE THIS YEAR AND MENTION THE MAJOR INVESTMENTS THAT YOU SHALL BE FOCUSSING ON IN 2015.

Spending on needs is not INVESTMENT.

Div Shah| Manifesto For Local Committee President 2015| AIESEC Baroda

Finance is the backbone of any organisation. To grow we must invest a few things for the showcasing of our products that we have. Also right ROI tracking tools needs to be in place so that a sense of confidence erupts to invest more. Sustainance of the portfolio depends on its financial stability. Investing the profits from one product into another product inculcating loss is bad Business. A sense of Business Intelligence needs to come up. Steps for the same:  Doing GCDPi delivery program majorly only in Q3.  Sustaining Individual programs rather than Complete LC Finances.  Payments to be made only through cheques/ account Transfers to establish Transparency.  Regular Finance Updates among the Full Members and keeping product heads accountable to it. Investments 2014

Investments 2015

Zero

Expansions Branding Tools External Events( Attending) Office Infrastructure

10. HOW WILL YOU ENSURE THAT ALL PROGRAMS RUN BY THE LC ARE FINANCIALLY SUSTAINABLE?

Financial Stability drives growth. Investing the profits from one product into another product inculcating loss is bad Business. First the total (recon, admin, etc.) cost of exchange per recon per quarter needs to be found. National and International trends on exchanges shall be found and considered. Only post that targets/ realisation targets be made. (Say doing huge GCDPi during Q1 is not profiting) GCDP house to be taken on during peak cycles and project duration to be made accordingly to minimize waste of House. Locals/LC members to Host Interns during off peak cycles. GCDP project selling: Colleges to be given 15 interns (new Project) and them promising us minimum 30 raise to grow both the programs to grow together. Admin charges: A lot of cash is lost in bearing the charges of Administration. This needs to be minimised by raising the various necessary required prior to its use like stationary. Doing the profitable programs more, considering the current need of the LC. 11. MENTION KEY SYNERGIES THAT ARE OPERA TIONAL IN THE LOCAL COMMITTEE.

Div Shah| Manifesto For Local Committee President 2015| AIESEC Baroda

Here is the list of synergies that should be operational for growth.

Marketing

GCDPo Leads Generation

GCDPi Showcasing Impact

Product Restructuring MDP

IXP

Finance

Investments

Sustainance through Project selling During High Operations: Help in Team Minimums Sustainance

GIPo Lead Generation

GIPi Warm TN Generation

Product Restructuring MDP

MDP

IXP

Investments

Training and development for Corporate Exposure. Account Management

Other Synergies: BD+M= Events BD+F= Financial Sustainability TM+M= EWA/ELD TM+F= LC Growth drivers

12. PLEASE MENTION YOUR EXCHANGE AND EXCHANGE SUPPORT PLANS WITH YOUR THEME RELEVANCE.

Myth: Exchange Support and Exchange should have different plans. Exchange Support planning happens only after Exchange and that too together. Hence an exchange support can start complementing before the actual size starts and gain outputs. We are obsessed doing our department work but we forget the real output lies in the cumulative growth. Also more the growth, more the exposure and knowledge.

Myth: Exchange and Exchange Support cannot grow together in Baroda. We are focused on one thing. Itâ&#x20AC;&#x2122;s time to understand that both the exchange and exchange Support are part of the same building and not two different buildings. Hence real growth can only be achieved with the growth of both the offices. They are more like the bow and arrow where arrow being the Front Office. Itâ&#x20AC;&#x2122;s time to stop being obsessed by only our products because Vision 2015 is all about AIESEC and not about its products.

Div Shah| Manifesto For Local Committee President 2015| AIESEC Baroda

AIESEC India 1. WHERE DOES AIESEC BARODA S TAND IN THE NATIONAL PLENARY IN TERMS OF PERFORMANCE, CULTURE AND BEHAVIOUR?

Performance: In terms of performance AIESEC Baroda currently stands 11 th in terms of number of experiences realized in the GCDP and GIP programs. Culture: I would say in terms of culture we as an LC are really participative in nature towards the national plen and we strive to be contributing in terms of culture soon. Behaviour: In terms of behaviour I would say that AIESEC in Baroda is one of the disciplined LC and one of the most humble LC of AIESEC in India. I think we are known to be introvert people in AIESEC India. We are also now taken as an LC, which is living in the glory of the past, and we quickly need to evolve.

2. WHAT HAS BEEN THE MAJOR CONTRIBUTION OF AIESEC BARODA TO THE NATIONAL PLENARY IN THE PAST 3 YEARS?

Details

2012

2013

2014

GCDP

264

176

51*

GIP

25*

Event/s

National Event/s

National/International

Pilot Projects

NSTs/GSTs/

Member/s

Facilitators/Nationalized Events

3. DEFINE AN IDEAL LC. HOW CLOSE IS AIESEC BARODA TO BECOMING AN IDEAL LC?

An Ideal LC  Each Experience Mattering (TMP/TLP and GIP/ GCDP)  AIESEC being externally relevant  Functional Office and office work culture  Recognized and known as the successful leadership organization  When everybody in the national plenary looks up to us and wants to be like us.  Has Processes Sorted  Substance with every coming years.

Div Shah| Manifesto For Local Committee President 2015| AIESEC Baroda

AIESEC Baroda is striving to excel in every programme, it is moving close where we are delivering life changing experiences, impacting the society, generating more and more leaders, while about to achieve 2015. We are too far yet.

4. PLEASE MENTION THE MINIMUM CONTRIBUTION THAT AIESEC BARODA WOULD BE MAKING TO THE NATIONAL ASSOCIATION FOR THE YEAR 2015.

GCDPo/NPS

GCDPi/NPS

GIPo/NPS

GIPi/NPS

Total

100/40

125/30

25/45

150/40

400

5. WHAT ROLE DO WE PLAY CURRENTLY IN THE NATIONAL PLENARY? HOW DO YOU PLAN TO EVOLVE THAT IN 2015?

At present we contribute only (76*) to AIESEC Indiaâ&#x20AC;&#x2122;s (3468*) exchanges. That means we only contribute 2.24*% which is a huge matter of concern for an LC who has been contributing in 2012 :( 362/4117) 8.79% and in 2013(221/4130) 5.31% of the total national Exchanges. Baroda is known to be doing even more than this. We have no national nor International MC Members since the last two years, which is a huge matter of concern. Are we just being those deserted turtles? If we achieve our 2015 targets and say AIESEC India too achieves its targets, the contribution will still be 4.83%, still very less than what we are capable to contribute. 2014*(Contributions at Present)

2015( According to Targets)

GCDPo

8/857

125/3240

GCDPi

43/1729

100/2665

GIPo

1/129

150/1915

GIPi

24/753

25/450

6. How will AIESEC Baroda leverage out of IC 2015, given that it is happening in Delhi. How feasible do you think it is for the LC to host an international conference like a Global Youth Conference with the high operations that AIESEC Baroda has?

AIESEC India will be hosting the IC 2015, which will provide a roadmap for 2020. But thus will be limited for the MCs and few Focus Members. Along with IC, one of the northern LCs will be hosting the Global Youth Voice where too a lot of AIESECers from across the world shall be a part of. There are higher scope of us getting more delegation slots in such conferences, considering the strength. With a lot of international AIESECers, it can help our LC like Baroda learn a lot of things from, strike IRs and learn a different perspective to AIESEC. This will help our LC grow but also get a huge perspective of around the world that too for the membership.

Div Shah| Manifesto For Local Committee President 2015| AIESEC Baroda

7. What will be the role & contribution of AIESEC Baroda to the national plenary in the term 2015?

With 2015, we promise to deliver higher exchanges to the National plen than ever. - More leadership roles (NSTs, GSTs) - Piloting of all the new ideas in my plans so that they can used as a BCP for them. -National and International MC Members. -Hosting National/Regional Conferences 8. DO YOU THINK THE PROGRAM-WISE GOAL/TARGET OF AIESEC INDIA IS ACHIEVABLE? AS MEMBER OF THE FOCUS COMMISSION, HOW WILL YOU MAKE SURE, AIESE C INDIA ACHIEVES AIESEC 2015?

We use stories to fool ourselves with reasons that donâ&#x20AC;&#x2122;t exist. Nothing is Impossible.

Lakshya(13-14) Achieved 1126 1943 124 872

GCDPo GCDPi GIPo GIPi

One Tribe(14-15) Targets 2500 2500 300 1820

AIESEC India 2015 Targets 2665 3240 450 1915

India

9000

8270

8000 7000 6000

5000

3000

4130

4117

4000 2972

3520

3468

2000 1000 0 2010

2011

As Focus 2015, I shall:

2012

India

2013

2014

2015

Div Shah| Manifesto For Local Committee President 2015| AIESEC Baroda

 Recommend the focus to follow the 2010 development Blocks so as to achieve 2015. They were amazing roadmaps to 2015 and if followed will help achieve 2015.  Expansions: Stressing on extra needs by the MC towards Expansions. They are the new untapped market and can be used to achieve/gain targets.  QUALITY: The trend shows the decrease in exchanges because of quality issues. We have dipped immensely in GCDPi because of various quality issues by some LCs. As focus, legislating strict laws against quality cases so that they are forced to Improved.  Customer Centricity: The organisation is very dynamic and changes every calendar year. A customer never comes back because of various Relation issues. New tools to increase Customer Loyalty. Legislating strict rules against LCs who under deliver as promised Making sure bigger clients are handled by the national team.

Div Shah| Manifesto For Local Committee President 2015| AIESEC Baroda

AIESEC International 1. LINK THE RELATIONSHIP BETWEEN AIESEC WAY, BHAG, AIESEC MID-TERM AMBITION, AIESEC EXPERIENCE PHASES AND PROGRAMS. ELABORATE ON CHANGES IN THE 2015 CONTEXT OF AIESEC AS COMPARE D TO 2010.

AIESEC was formed to establish peace and fulfil humankindâ&#x20AC;&#x2122;s potential. The vision statements is long term and shall take time. To see that we are moving on the right track we have midterm goals. To act wisely on how to achieve that we have AIESEC WAY. The AIESEC Way is a guide way on how we should act. Seeing that the organisation is so dynamic, it is necessary to let the new generation know continuously what do we stand for or else the whole motto of doing is/shall in AIESEC is lost. The BHAG is a visionary statement which is not possible in some near future and reflects in which direction we should be moving. Now from 2010 to 2015, we AIESEC as an entity have promised a few number of exchanges. The targets exponentially increased every year. This was/is similar to how we achieved the 2010 goals with myaiesec.net. But with higher tools and modern approach externally, we have new tools to help us match better. As in, help facilitate the cultural experience a person is looking for, or the country/province he is looking to impact upon. This will make the matching process faster; giving us more time to reach out to more people and making it more relevant. Thus by 2015, we shall have impacted more number of people, through one of our products where they gain a cross culture impact to sustain and prevent the world from any future wars. The AIESEC experience and processes also grew along with the changes in the external world. The average time a person spent in AIESEC decreased which brought changes in the process. The world grew faster. The external changes brought changes in our products. We piloted short term GIP experiences and shall be a product by 2015. This is how it has kept evolving since years to sustain and really depict what its logo stands for.

2. IF YOU GET AN OPPORTUNITY TO ENVISION AIESEC IN 2020, WHAT DO YOU THINK SHOULD BE THE AMBITION OF AIESEC AS AN ORGANIZATION FOR 2020 AND THE DIRECTION THE ORGANIZATION SHOULD BE TAKING SO AS TO MOVE TOWARDS THE VISION OF THE ORGANIZATION.

Div Shah| Manifesto For Local Committee President 2015| AIESEC Baroda



AIESEC being present in every country.



International Recognition for peace.



The most Customer centric organisation of the world.

Div Shah| Manifesto For Local Committee President 2015| AIESEC Baroda

Closing WRITE A ONE PAGE LETTER TO YOUR SUCCESSOR.

Sub: The Golden touch LCP 2016, Hey mate. How are you? How was that announcement? Wasn’t your announcement the best worldly feeling you got. But that’s not all. There are more feelings you wish to die for. Yes. I remember my happiness when we first touched 100 projections mark. And when last week we touched 400. It was just overwhelming. I know you were a part of it, but from my position it was something else. You will start understanding how you feel happy in others success and how important it is in your term to see others getting success. But there is more to this. The responsibility you are getting after this selection is next level. I am sure you know how hard it was to establish this brand and the processes, but you need to construct more, the base needs to be still stronger to achieve 2020. Promise me you too will work hard, with the same devotion and love for AIESEC Baroda so that your EB member get those goose bumps when they walk in the national plen while everybody stares at them because everyone wants to be like them. I have done my bit, it’s time for you to do more. Never let the LC fall in terms of culture because that is what we are known for. Do more, learn more. And post your term we meet again to celebrate the success stories of AIESEC Baroda. Cheers, LCP 2015.

2. LEADERSHIP IS A POTE NT COMBINATION OF STRATEGY AND CHARACTER. BUT IF YOU MUST BE WITHOUT ONE, BE WITHOUT THE STRATEGY.‖ COMMENT.

If leadership is the quality of a person, character is its face. A leader is someone who is always looked up to. Having a bad character leaves a bad impression among the people who look up to that Leader. This creates a rift if the leader is right or not. Or should he too be his kind. In a voluntary organisation like AIESEC and city like Baroda it is very important to understand the importance of leadership and value of character. People tend to loose trust in the leader if he is seen doing a lot of unparliamentarily things and hence find a flaw in his leadership. A leader does not need to be correct, but he needs to be pure, enough for people to look up to.

Div Shah| Manifesto For Local Committee President 2015| AIESEC Baroda

3. BLANK PAPER CHALLENGE: AIESEC BARODA 2015.

My Blank Paper Challenge is a Challenge for AIESEC Baroda. We did it in 2008, AND WE WILL DO IT again.

Itâ&#x20AC;&#x2122;s time we