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3
Blank Paper Challenge
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AIESEC Experience 1. Present your AIESEC Experience (visually/graphically tabular) and list the three most important experiences.
1. EBC JNC 2015 - The most challenging and intense experience so far. An experience that taught me about Event Management and how important timelines are. The experience where I could finally say AIESEC put me out of my comfort zone. 2. Vice President Marketing - It was a dream come true. An experience so intense and challenging that I always had to be on my toes. An experience that taught me how to strategize, manage and perform on timelines as hard and impossible as it was. 3. Team Leader Marketing - My first team Leader Experience. An experience that taught me how to manage and engage members into the organisation. This experience also helped me decide and choose what I want to pursue as my career.
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2. What have been your main achievements and non achievements in AIESEC in the past? (Mention a max of three each)
GCs Support
Achievements
The experience of EBC at JNC shaped me as a person and thought me to be a solution oriented leader.
Good promotion and branding of GCs in the city. Been able to successfully expand our market.
EBC JNC
Good Pipeline
Non - Achievements Not able to produce a good pipeline for the next year. Focused more on operations this year.
Satisfied Pipeline left for GTo as a TL.
Lack of Branding
There was no proper attention given towards branding of AIESEC in the city.
Pipeline
3. What are your three basic Learnings/Values for life, which you have derived through your AIESEC experience?(Answer objectively)
Values
Management
Training
•Work harder than you think you did yesterday. This has helped me push myself forward towards achieving my purpose in this organisation
•This organization has given me insights into the way we manage, not just an organisation, but our day to day life as well
•Training members has been a really great experience for me. AIESEC has provided that platform for me where I can train people and watch them grow into the organisation
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4. List the Local/ National/ International conferences you have attended and in what capacity. Conference
Capacity
February LCong 2014
Delegate
South West RYLC 2014
Delegate
October Lcong 2014
Delegate
ALC 2015
Delegate
February Lcong 2014
Facilitator
JNC 2015
EBC
September Lcong 2015
Facilitator
5. What aspect of your Executive Body term could you have significantly improved upon? (personally and as a team)
Personally
Team
•Having contributed more towards iCX and branding. •Focus more on pipeline management.
•Improve the synergy between all. •More contribution of VPs towards their portfolios. There was too much dependence on the membership in exchange portfolios. •Lack of Accountability.
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Personal Questionnaire 1. What are your key strength and weakness? How will they effect the role you are applying for and what will be your unique contribution because of these strength and weakness ?
Strengths
Weakness
Determined
Perfectionist
•I would ensure that things are done cause of the passion and determinedness I have towards my organisation
•I need things to be done perfectly and in the right manner.
Patient
Failure
•A person who believes in learning from mistakes and really slow to anger.
•I don’t like looking at things left undone when I knew I could have completed it.
Workaholic
Stubborn
•I’m a person who always needs to keep myself busy. I like to put my time to use instead of just wiling away.
•My perfectionism also makes me stubborn at times.
Unique contribution would be to ensure that tasks get done on time because of my determinedness and perfectionism. Being a workaholic would also help me to contribute more towards the team and strategize and analyze what has to be done when.
2. What is your Leadership style? Explain with real stories from past leadership experiences. Leadership Style – Goal Oriented, Democratic, People centric and Purpose and Value Driven. I have always believed in working as a team. A team that stands united towards a common goal and perseveres it. Example: Vice President Marketing 2015 Being a very goal oriented leader, I started off the year focusing much on the needs of the organisation and the LC. It was later that I felt the importance towards my membership that I started involving them into the process and flow of the organisation in order to achieve a goal unitedly. Delivering to each of their purpose and ensuring them being able to achieve what their goal here is was of much importance to me as a Leader.
3. List the values you live by in your life and how you practice them in your day to day life. What kind of values would you want in your EB and the LC. There are the 4 values I always believed in and practice in my daily life. These are the 4 values I would want my EB and my LC to have. Solution Oriente d
Commit ted
Values
Honesty
Passion ate 8
4. What is driving you to continue in AIESEC? What makes you apply for President. “I’d made it this far and refused to give up, cause all my life, I had always finished the race.” – Louis Zamperini. This one line. I believe in my capabilities and I know that there is much more to contribute towards this organisation before I finish my race here. When you are a member, your main focus is more on developing yourself, but from a EB point of view, I believe it is more of giving back to the organisation and others from the role you are in. Giving back to it, what it has given you and giving others what you have got out of this organisation. And I think it is time for me to give back to the organisation as a President of the Local Committee. Its time to stand for change and inspire the people in your city. Applying Maslow’s theory of Hierarchy of Needs to an organisation, I feel I have reached the Self Actualisation/ High Engaged stage and it is now time for me to do something for others.
5. How will you make sure you execute your plans as execution is the biggest problem in all the leaders. Applying the 4DX strategy. Your team has to be liable and accountable to the lead and lag measures taken by them. Accountability is the key solution and it all starts here. Once you have your Lead and Lag measures in place, you got to hold people accountable for the same. Your operations would flow down through that with the help of a score board that has a timeline based T vs A against it. Refer Q3. Under Local Committee Understanding.
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6. What is your year theme. Why? Theme – The man, The city and A lot of Persistence The man – The people in my organisation. The city – Pune. Persistence pəˈsɪst(ə)ns/
Noun The fact of continuing in an opinion or course of action in spite of difficulty or opposition. Each day, I have tested my life in like manner, If I persist, if I continue to try, if I continue to charge forward, If I continue to try, I will succeed. I will persist till I succeed. I will not deliver to this world in defeat; nor does failure course in my veins. The slaughter house of failure is not my destiny, I will persist till I succeed. I shall avoid despair, but if this disease of mind will affect me, then I will work on, in despair. I will toil and I will endure, I will endure the obstacles at my feet, and keep my eyes on the goals above my head for I know, where the dry desert ends, there green grass will grow. I must fail often, only to succeed once. I will persist until I succeed. I will try, try and try again. I will persist and develop my skills as the mariner develops his by learning to ride out the wrath of each storm. I will persist, until I succeed. I will make one more attempt to close with victory, and if that fails, I will never allow any day to end with failure. In truth, one step at a time is not difficult. I will persist untill I succeed. So long as there is breath in me, that long will I persist, for now I know one of the greatest principles of success, if I persist long enough, I will win.
I have always persevered whatever I have wanted to achieve in life. People often give up on things because it is hard to achieve and cause of lack of will power. I have never given up hope on something that I wanted so bad. AIESEC in Pune, it is time to persist what you’ve always been wanting for your city through yourselves.
7. What is that one thing that you want to learn from this Leadership Role and the reason for it.
The life and role of a CEO in an organisation. What better, than start young. Refer Question no. 4 in Personal Questionnaire.
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ORGANISATIONAL UNDERSTANDING 1. What is your Understanding of AIESEC 2020 ? Envision the year 2020 for AIESEC in Pune in three statements as a leader of 2016. The 3 statements of AIESEC 2020 are: •
Shaping what we do around what the world needs.
•
Growing disruptively.
•
Being accessible to everyone, everywhere.
AIESEC 2020 Ambition: The Statements which answer what we want AIESEC to become by 2020. AIESEC 2020 Strategy: A roadmap that tell us how to get there, the main focus areas for every entity and the kind of AIESEC Experience we want to deliver to our customers
AIESEC 2020 Goal Setting: Clarity on the goal setting logic and redefined measure of success for
the organizations so we understand if we're being successful, know our targets and can measure our impact.
It all started off with the Dreaming process. The way we dream AIESEC to be in 2020. The entire thought process around those statements started off as Dreams. The statements are what we want to be in 2020. The path that follows is a road map. A Road map means a concrete plan of action for the AIESEC network in order to achieve and attain the statements. A plan in which AIESEC international is open towards receiving information and feedback towards. They want us, as the product of AIESEC to speak up for it. AIESEC is also going to now not just use the Business Model Canvas in order to grow and change the organisation. An evolution towards the value delivery aspect. It also involves The addition made to the BMC. The Value Proposition Model. About what a customer gets out of AIESEC. The AIESEC XP. These are instruments that we at AIESEC in Pune would also inculcate. Thus, AIESEC as an organisation would be more revolved around what the customers require and making it accessible to everyone
AIESEC being part of college curriculum in Pune city for providing leadership experiences. AIESEC is synonymous with Talent Solutions
AIESEC in Pune 2020
AIESEC in Pune being the pioneering LC in the National Plenary
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2. We are moving towards a more customer centric organisation. How will you in your year make AIESEC a customer centric organisation. How will you increase each customer experience in all the programs that we offer.
•
Customer Experience reflects with the organisation culture. If you have a very work oriented, fun and solution driven culture and if your members are happy, your customers will automatically be happy. Ensuring that the members are benefitting value out of each and every thing they do in the organisation and to make sure they see they belong here, and believe in the product they experience (leadership) and the product they sell, is important. Having a growth strategy plan for members in the organisation. Internal Quality Check
Good quality service and value delivery
Satisfied Employees
Good ROI and turnover.
Satisfied and loyal customers
It all starts with your EwA. Of what you promise your customer, to what you give your customer. •
Ensuring that marketing is very active and up to date with the latest trends and processes is vital in a customer centric organisation, especially when we follow the inbound marketing strategy. Often we forget that we are customers of AIESEC ourselves. Having that in mind, placing ourselves in the shoes of a GT/GC customer, helps us understand the value of CEM in an organisation.
•
Delivering Value to your customers. You got to understand what they require and adapt to those changes and offer them that. Standardisation of processes is crucial. There has to be a fixed way in which we approach and treat every customer, as much as the service sector is immeasurable in terms of variation of services provided. Using this proposed model, in addition to the BMC. This model is called the Value proposition Model. It helps us add value to a customer experience by looking at 3 things.
1. What is your customer doing right now and how is your organisation helping them. 2. What pains are your customers facing and what are your pain relievers/ solutions provided. 3. What are the gains your customer is already benefitting and what is the extra gain you are adding to it.
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3. Evaluate the new AIESEC way and LDM. How do you think they play an important role in an AIESECers life? If given a chance, what changes do you suggest in both? (If any)
The new AIESEC way is much more crisp, clear and to the point. It makes clear to an external as well about our values, LDM, why, how and what. Being an AIESECer, I believe I live by the values of AIESEC in my day to day life, and also know that I have inculcated the LDM in me. Inculcating values in you today is something that will affect you for the rest of your life. The AIESEC LDM is something we all go through in our AIESEC journey. The only thing is, we do not reflect on it in our daily course of life.
4. What is your understanding of the AIESEC Customer flow compare it with a different companies customer flow and suggest what changes and improvement can you get in AIESEC Customer flow in Pune to achieve more results. The AIESEC Customer Flow is a step by step experience of a customer from the organisations perspective/the back end perspective. It is spread out, right from the visitor stage to the complete stage of a customers experience.
The Flipkart Back Office Customer Flow:
1. Order Download in Order Management System When we order something on flipkart, the back office receives a notification on their OMS. This OMS is their EXPA. Flipkart website is their OP. 13
2. Inventory Allocation. This means that flipkart updates their warehouse stock list. This is inculcated in EXPA. A situation where, once an opportunity is taken up and matched, another person cannot see it. Like on Flipkart it shows ‘Out of stock’. 3. Order Picking. This is where the order is picked up from the warehouse and chosen. In AIESEC terms, this is where our EP gets to pick out and apply to various projects. Applying for various positions open. 4. Order Packing and generation of labels. Order is packed and labels are created. Considering the size and flow of orders and operations of Flipkart, This is where the EP is matched to the project and confirmation is received from both sides. 5. Order shipment. The part where the goods leaves the warehouse and is set to be delivered to the customer. This is the part where all the logistics and requirement needed for an internship is set out in place. Ensuring quality checks are taken up. 6. Shipment Delivered. The process where the customer gets the final product. Realisation! Flipkart has customer follow up plans like feedbacks in order to revive the customer again towards their website. They also do continuous mailing and other marketing strategies in order to make their customer come back again. This is where AIESEC as an organisation fails. We focus more on the delivery part that we often tend to forget about the follow up plan post that. Just image, having follow up plans in a way where we get matches further in future just cause of EP referrals and client referrals. This would be the way forward in terms of delivering quality and having a follow up plan in place in order to penetrate through more markets. The reason Flipkart has customer retention today, is because of their value offered to customers and the fact that they care about them even post their transaction. Engaging your stakeholders even post their delivery through proper standardised guidelines would help AIESEC in Pune to grow more. Also, regarding the customer flow, I think the ideal customer flow starts from once he has applied and signed into the Opportunities portal. There is so much inference given to the pre stages, such as stranger and visitor. These 2 phases are making marketers focus only on these 2 phases the whole time in order to increase traffic to the page while we not focus on the part where we actually start delivering value to them. What if Flipkart today said, I will focus on getting customers to my webpage, but ignore their shopping experience. This is where the marketers of AIESEC go wrong. This is also in relation to portfolios like iCX.
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5. How will you use the 4DX model in your year. Explain each in detail.
Wildly Important Goal: 295 Exchanges. Lag Measures
Lead Measures
150 Exchanges GCs
• • • • • •
UR in the beginning of the Year. Marketing and Branding of GCs in the city. Referring friends. Word of Mouth Marketing. Set IR. Supply and Demand Analysis. SU Capitalisation. Contribution from Expansions.
63 Exchanges GTo
• • • • • • •
Number of Meetings done. Market Expansion. Increase in GEP. Quality Delivery. Creating a Supply based on the Demand. Capitalisation on Expansions. Client Retention.
20 Exchanges GTs
• • •
Supply Demand Analysis. 1 team dedicated towards understanding Demand in the market and creating a supply for it. Set IR. UR and Language Institute Partnerships.
• • • • •
AIESEC camp sold. Project Packaging and selling. Corporate Sales. Sustainable Selling. Expansion of Market.
62 exchanges GCo
Scoreboard: Keeping a week wise timeline in terms of T vs A, by breaking down the lead measures even further. And knowing where we stand at the end of every week. A 4DX strategy also starts with who is accountable towards the respective portfolios. Accountability is the most important part of any strategy used. Having TLs and Members accountable towards the Lead measures is very important. Also, having EB members accountable towards the Lead and Lag measures of the WIG. Having a Goal Oriented strategy (explained on page no. 26) used and culture driven down in the LC will help us achieve our WIG by the end of the year.
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Local committee Understanding LC Administration: 1. Analyse the trends of the past four years (including 2015) of AIESEC Pune’s strategic direction (include performance & culture). How do you see the organisational direction of AIESEC Pune shaping up in the coming two years? Also, give a SWOT analysis of the LC for 2015.
2012: The Story Tellers •
Sold one CSR project.
•
Growth of operations in Goa in GCo and GTo.
•
Hosted RYLC.
•
LC in Debt.
2013: The Explorers •
Won Asia Pacific Award and Best GCs in AIESEC India.
•
Shutting down of GCo due to unstable and low performance.
•
Lack of focus on membership. Weak membership pipeline for 2014
•
Focus on 2 sub-products in GTo.
•
Hosted South west RYLC.
•
LC Debt Free.
2014: The Guardians •
Good contribution from Expansions.
•
GCs missing out on important cycles.
•
Good Marketing focus on GCs and Branding.
•
2 events delivered.
•
Hosted JNC. Major source of Income.
•
Financially very Stable.
2015: The Marathas •
Low contribution of BD, SU and expansions.
•
Marketing focus on GCs and iCX in Q3, Q4.
•
Performance oriented culture in the organisation.
•
Low GCo contribution. Dependability of Expansions for realisations.
•
Lot of Pending receivables in Market.
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AIESEC In Pune in the coming 2 years: I believe AIESEC in Pune should focus first on creating a Brand relevance of the organisation in the city, rather than trying to innovate and trying something new. Positioning of the organisation in the market. Setting out a strong base till December 2017 is very much needed. Sticking to basic operations yielding to high results and focusing on the customer experience management is something that can get AIESEC Pune to great heights in the coming year. Focusing also on Qulaity delivery to stakeholders.
Brand Relevance
Customer Experience Management
Strength •Individually strong EB members in their portfolios. •Good Financial Stability •Strong MB post JNC
Basic Operations
Weakness •Lack of Synergy. •Lack of consistency in Operations. •Lack of Team culture in the LC.
Opportunity
Threats
•Expansion Capitalisation •Expansion of SUs in the city. •Capitalisation on UR and creating brand relevance of AIESEC in the city. Increase in EwA activities.
•Loss of Momentum •Change of Online Marketing Policies. •External environment and Bad Branding of AIESEC in the corporate sector.
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2. What is the stand you have for the Local chapter in the year 2016, what are the key factors that will make AIESEC in Pune fulfil this stand and how? A stand where AIESEC in Pune will be number one in its specific tier in the particular portfolios. Its time we get out of our shell and explore what lies ahead of us. Pune, a city where there are thousands of opportunities present, I want my LC to explore and exploit these opportunities to their maximum capacity. A stand where I see quality experiences being provided to our stakeholders. A stand where I see my members ‘failing’ forward. A stand to create brand relevance of AIESEC by impacting thousands of youth present in Pune. Factors needed to fulfill this stand: • • • • •
Training and Mentoring of Membership. High Engagement activities for members. Incentives and subsidies for membership. A Operation, solution driven and goal oriented culture. Finance - Increasing Investment Avenues for Internal and External Returns on Investment.
3. What is your understanding of Lead and Lag Measures ? Propose 3 lead and Lag measures that you will incorporate in your year ? Lead and Lag measures are part of the 4DX strategy. A lag measure are check points in the order to achieve the WIG that are in terms of numbers. Lead measures are those that will help you achieve your Lag by doing them in the appropriate timeline. Focusing on a 20:80 ratio should be done. Do 20% work in order to achieve the 80%. Many times we focus on many things at once and hence do 80%. Which is why we are not able to achieve anything in an organisation. We ought to focus on just one WIG, our lead and leag measures. Refer question 5 of Organisational Understanding for the rest of the answer.
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4. What according to you will be focus areas for AIESEC in Pune in 2016 and why? Explain in details. Marketing And Brand Visibility
Quality Experiences to Stakeholders
•Improving the outreach of AIESEC in Pune in the students and organisation sectors. •Increase in Public Relation activities that aren’t event centric only. •Improved Customer Experience. •Increase in Marketing and PR Investments to obtain good ROI in terms of Branding and conversion ratio of leads generated. •Focusing on delivering events in the city for Brand Creation and recognition.
•Process standardization. •Introduction of Quality Task Force for iCX. •Increase engagement and activities of stakeholders i.e EPs, Corporates, NGOs, Youth and Partner Organisations, Parents, Board of Advisors, Alumni, etc. •Engaging our interns into our events and also engaging our members in the lives of our interns. •Invest in the “Life long connection with AIESEC” for alumni. Capitalisation on the Alumni Board. •Increase in NPS score. •Create and maintain high quality EP life and experience so that matches start happening by referrals in future. •Improving Travel and Accommodation facilities. Marketing support in the same.
Global Citizen Students
•Huge unexplored market. •Capitalising on Expansion cities. Especially BITS Pilani, Goa. Event in BITS Pilani, Goa. Expanding into more colleges in Nagpur. •Increase outcome and productivity from SUs •High quality lead generation through UR in the city. •Increase in Marketing Support in terms of On ground activities. •Creating more demand for the product through market survey and analysis. Providing students with opportunities they would be interested in. Product Packaging.
5. Propose the organisational structure (for the Executive Body only) that you plan to follow for the next0 year. 1 VP GTo 1 VP Exchange 2 VP GCo 1 VP GTs
1 VP Sales and Delivery City Market
2 VP GCs SUs. LCP
1 VP Marketing 1 VP BD 1 VP Finance 1 VP TM 1 VP Expansion
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6. Propose a Governance & Accountability model for the LC for the year 2016.
Accountability: •
Focusing members efforts on the most important goals;
•
Understand more clearly all responsibilities associated with specific goals; and
•
Strengthen accountability by assigning measurable and clearly articulated goals that are visible organisation-wide.
•
Track everyone based on timeline oriented tasks and following 4DX Lead and Lag measures. When we talk about delivering management skills to students, we ought to teach it to them by implementation.
Governance: ─ Weekly EBMs. ─ Monthly EB – MB review. ─ Bi-Weekly MBMs. ─ Team Meets. – GB, MB. ─ Monthly LC review with EB. ─ Accountability based on KPI and timelines. ─ Monthly MB review.
7. According to you, what role will AIESEC play in the city of Pune as an International Youth Organisation in 2016?
A role where we bridge the gap between education and employment with practical experiences, leadership opportunities provided to the youth of various colleges as part of their college curriculum. Providing Global, cross cultural exchanges to the city of Pune. Striving to achieve the vision of our organisation,”Peace and fulfillment of Human Kinds potential.”
Education
Employment
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Programmes: 1. What according to you are going to be your five key synergy corners in the term? Why are these going to be the most important? Suggest specific projects you will work on in each corner for the exchange portfolios. Synergy Corner
Why?
Specific Projects
GCs – Marketing
Making GCs a department that is centralized around marketing, considering that the new Customer Flow has moved towards an Inbound marketing strategy. Focusing more on Customer Delivery and standardization of process. Marketing Support in Expansions and SUs.
• • •
BD focuses only on the Event sales. Marketing puts together the event in synergy with the respective portfolios. Done for Branding and creating a relevance of AIESEC as an organisation.
•
To improve member productivity and engagement Increase transperency in the organisation.
• • • •
BD – Marketing
TM – Finance
•
•
•
TM – Marketing
Members are the most important pillars of the organisation. Helping Track membership growth in the organisation. Driving down Goal oriented and 4DX strategies into membership. Marketing though members. Word of Mouth.
•
• • • •
BD – iCX - Marketing
To increase leads generated to both the portfolios by capitalizing on our Alumni and Board. In order to increase Sales through Corporate sales for GCo. Customer Flow management.
• • • • •
• •
Product Packaging. Smoothen the customer flow. Capitalization on UR by Marketing. – Digital, Onground presence and Events. Revamping IS. Have sessions based on value delivery to the audience, then pitch AIESEC by connecting that with the session.
Mini YSFs in colleges. 2 per month. Leadership and management based IS.
Year Long RnR Events for members LTS, LCM, LCong Parent Engagement Activities. Monthly reports about where we stand. Implementing the Goal Oriented Strategy. Value based Recruitment cycles. Recruiting members who have values in line with our organisation. Year long Internal RnR driving through. HR Managers. Increase in member investment. Members promoting the respective programmes to their friends and family. Alumni Engagement and contribution through themselves or referrals. Improving the Customer Flow of iCX with Marketing. Same as above for Board. Improving forms showcased to the world. Corporate Involvement in Gco through sales and product basket strategy of BD. Developing Projects. Quality Task force in place. 21
2. What will be the changes that will leverage the volume of AIESEC in Pune ELD Experiences in 2016? How are these connected with the external environment ? Program
Innovation / Evolution
Top 3 Strategies
GTo
Focus More on Start ups – GEP
• • •
Client Retention and Capitalisation
• • •
GCo
•
•
GTs
AIESEC summer camps
• •
Corporate Sales
• •
•
Referrals and unregistered organisations
•
•
Basic Focus on ET and IT sub products.
•
•
Reverse Raising
•
Japanese IR
•
•
Relevance with External Market
Marketing synergy and hardcore Sales. Product Packaging Strong IR with Supply Nations. Using existing clients in order to get more raises. Using such clients to leverage out of Corporate Sales. Maintaining CRM by occasional greetings and conversations.
•
Partnerships with School. Strong Marketing. Leverage out of Venue Partner Branding. Strong IR in place. Making GCo sustainable by selling Social Interns to corporates. This would not fall under the CSR Banner. Raising through NGO referrals and with groups that do something beneficial to the society.
•
Expand into MA and B.Ed colleges for EPs for the ET sub product. Why do we ignore a potential customer before we even find him something and try to engage him. Have a special team in place just to search and analyse the supply. Make EPs apply to various opportubities to see what they can benefit out of the organisation. Focus on raising Japanese speaking EPs in order to maintain the IR with Japan.
•
•
•
•
• • • •
•
Cost Effective Solutions. Customized as per requirement and necessity. Ensuring your customer is happy and experiencing AIESEC to its fullest. Trying to engage them into more relevant products that AIESEC has to offer. Provides students with diverse culture exposure. Parent engagement and involvement with AIESEC. Organisation Branding. Employee engagement Concrete Project packaging which involves, JD, Relevance, POA, Report, Documentation. Showcasing Impact. Providing value based Internships to students. College benefits out of AIESEC.
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GCs
•
•
UR Capitalisation and On ground presence of AIESEC.
SU Capitalisation. – SIT, FLAME, BITS Pilani, MIT Loni.
• •
• •
Expansion into new colleges with CAs. Marketing synergy for product positioning and packaging, Onground presence via Events and spaces In colleges, Digital marketing and UR capitalisation. Making use of the staff support towards the organisation. Inculcating AIESEC as part of curriculum in BITS.
• • •
Cultural Exposure. International networking. LDM. Making leaders the AIESEC way.
3. Please give your (probable) targets for the next year. Please justify the same, especially along the lines of: a. Membership Volume & Experience b. Logistical Management c. Stakeholders Experience Delivery d. International Relations. GCs
GCo
GTs
GTo
Total
150
62
20
63
295
a) Membership Volume & Experience: •
120 members with a backward planning and a productivity rate of 3 per member.
•
Increased Leadership Opportunities and Roles.
•
Increase in OC Opportunities.
•
External Learning and Development to members.
•
Increase in Engagement activites of members.
•
RnR
•
Subsidies provided.
•
Operations, solution driven and goal oriented flown down culture in AIESEC Pune.
b) Logistical Management: •
Office space and facilities.
•
Partnerships made focused on Customer Experience.
•
Exchange oriented logistics in place 72 hours prior realization.
c) Stakeholders Experience Delivery: •
Ensuring Quality checks are ensured.
•
Standardized processes.
•
Investments made in CRM and CEM.
•
Refer Question 4 under Local committee perspective for more info.
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d) International Relations: •
Transition IR
•
Setting up IR in the beginning and Initial Phases of the Year. Building relationships with IR through the exchanges done by sending merchandise from Pune and loyalty maintained.
•
Reverse Raising processes done for GTs.
•
Every department makes their own IR. An IR tracker should be shared with all departments in order for all to try and get more exchanges done through the same IR. Having a IR team in place would just create another layer into the flow of operations.
•
Sending CEEDs abroad Programme.
4. What action steps do you propose for a stronger quality of experiences delivered ? Propose Action steps for NEP, GCo, GTo, GCs and GTs. NEP •Expectation settings with the Company. •Standardisation of Process. •VP GTo dealing directly with NEP coordinator in order to keep up to date with the standardization of processes from AIESEC’s end.
GCo
GTo
oGX
•Strong Job Profiles. Synergy with Marketing to revamp the forms on EXPA. •Expectation settings with IR countries. •Standardised EP survey for problems and queries. •Knowledge about XPP in the membership.
•Expectation settings before matching. •Standardization of Process. •Ensuring the quality and working conditions of the EP are good during the internship. Survey forms for the EPs during the internship to analyse work profile. •Steps taken with the company to ensure Quality working conditions as per the standards of the XPP. •Ensuring logistics are in place 72 hour prior to EP arrival.
•Process Standardization. •Smoother Customer Flow with Marketing Synergy - CEM •Quick Response Rate – CRM. •Continuous Feedback of EP to improve Quality of the Experience. EP surveys at the end of every step in the customer flow.
Quality Task Force •
Consisting of VP GCo, VP GTo and Intern Co ordinators. This Intern coordinator would be in charge of the Interns staying in a particular house.
•
A 24 hour response time to respond to all EP queries and problems.
•
Ensuring all Logistical checks on the 16 check point list.
Problem?
Intern Coordinator conveys
Fills survey
Resolve within 24 hours
Giving up on Possession of any Intern houses in the city. Instead, finding partners in order to accommodate our interns in the city, most of them at one place in order to provide them with that cross cultural diversity we talk about.
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Functions External Relations: 1. Propose key projects for BD in 2016 for Pune and Expansions also.
Sales
Board & Alumni Engagement
• Mini YSF Basket Sales • YS Forum. •Stake holders Dinner. • Focus on covering up major Event expenses. • Recruitment Sales
• Raising from Board for GTo, GCs and Events. • Involvement in Events from Board and Alumni. • Alumni contribution towards LC Forums and Events – YSF, IS. •Leveraging out of Board Names in the city.
Expansions
GCo
•Delivering a YSF in Nagpur •Global Village Festival in BITS Pilani. •Raising Sponsors for the events. •Training to Expansion Units
•This would be done by VP GCo. Selling would be done by GCo. •Product packaging. Repositioning. •Targeting corporates and selling GCo. Not under the CSR Banner, but through corporate selling of Social projects. Delivering a product to the corporates that deliver value to their organisation.
2. Evaluate the performance of BD in the year 2015 (for Pune)
BD Events •JNC raising was efficient enough to cover up expenses only. •Good engagement and addition with Alumni and Board. •Lack of Synergy with Exchange portfolios and Marketing. •Focused on major sales while ignored the minor ones. •Clash with marketing on event sales and partnerships. •Member training not sufficient. •T vs A of Events and raising not near achievable
BD X •Lack of synergy with GCo •No concrete and continuous job role. •Lack of Follow up with clients. •No follow up on CSR summit. •Nothing raised.
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3. Give your (probable) BD target for the next year. Justify the same, considering the ground realities faced in the LC in 2015 and 2014. Project
Target
Why?
BITS Pilani GV
Rs. 30,000
New product in Goa. Having it in the college campus makes it easy to sell considering the footfall of the event.
YSF Nagpur
Focus on In kind raising, cover up on Event expenses.
Cover up all Expenses of the Event through in kind partners. Want to derive profit out of the Event. Not on sales of the Event.
Stake Holders Summit
Rs. 1.00,000
This is how CSR will be sold. Packaging it and delivering 2 Events to showcase Impact.
YSF Product Basket including Major YSF
Rs. 1,00,000
Targeting Youth centric start ups
Board & Alumni
Rs. 80,000
To Engage Board Members and Alumni with AIESEC. Gaining their expertise in the field.
Recruitment
Rs. 10,000
Selling to Companies that have a similar target market and a problem in penetrating into colleges.
NEP Income
Rs. 1,50,000 (30 Intern expectation) Total
Rs. 4,70,000
Financial Management: 1. Define a financially sustainable LC. How do you envision AIESEC in Pune in 2016 with respect to being financial profitable and investment-friendly?
Financially Sustainable LC: ─ No External & Internal Debt. ─ Recon always cleared on time and not carried forward to another quarter. ─ Independent of BD for Financial Sustainability. ─ Constant inflow and outflow happening on a monthly basis to cover up all admin costs. No money of another month being used for admin costs to cover next month. ─ Increase in FD. ─ Maintaining a 30% balance of every exchange done.
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No external debt. Increase in Fixed Deposits.
Financial policies
AIESEC in Pune 2016 No receivables in the market
Strong Operations driven culture. Calculation of ROI in terms of 1: 10 Ratio.
2. Attach an outline budget with respect to your ELD program targets, including BD income from events, collaborations etc.
Refer Budget attached behind.
3. Evaluate the performance of Finance in the year 2015.
•
Investments into CSR Summit which didn’t give us a ROI nor branding in the right target market.
•
Lack of Accountability of any member/VP towards the Finance contribution to the LC.
•
Huge investment into Membership in terms of RnRs, LCongs, Conference subsidy, Office space and the Free Exchange Programme.
•
Marketing Investments with Good ROI.
•
Increase in FD.
•
Financial Task force not implemented well.
•
Lack of Financial knowledge in membership.
•
No Finance reports published to the LC which reduced transparency.
•
Sustainable GCo.
•
Investment into Intern houses – Liability
•
Huge amount of receivables pending in the market.
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Talent Management and Learning & Development 1. What is your understanding of the distinction between TM as a function and TM as a program? Evaluate the performance of both in 2015
TM as a Function
TM as a programme
•Hire and performance review. •Tracking of Productivity •Training and Coaching of Members •Tracking of Member growth in the organisation. •Talent Pipeline Planning
•What we have to offer our members in terms of the experiences. •Team Leader, Team Member programmes.
Year 2015: Achievements
•Success of HR Managers. •Good OC opportunities provided. •Good onground strategies used for recruitments. •No February recruitment conducted this year. •Good culture driven down through departments. •Good synergy with various portfolios. •Pro active presence of TM. •Timely PGS taken. •Exit interviews conducted. •Introduction of HR policies.
Non-Achievements
•Increase in TMP and not TLP. •No proper flowing down of RnR. •Not much External training provided to membership. •L&D not evolving to R&D. •L&D creating a layer in the flow of operations •Only 2 LTS. •No certifications done. •Failure of training team.
Overall
•The recruitment conducted this year was more focused towards leadership styles and allocations were made on the same. Successful in retention, but low engagement & productivity. •Successful pocket recruitment. Higher Retention and productivity rate of Pocket recruitment. •Good retention rate in July recruitments, but low productivity overall.
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2. Analyse the recruitment conducted this year. What innovations do you propose in the existing processes to make them even more effective for next year?
Year 2015: February Recruitment: Not conducted, due to last years December recruitment. Failure to have an LTS for the December recruits. Pocket Recruitment: Good Retention and productivity rate. Good Referrals campaign. July Recruitment: Strong Recruitment OC. Good On Ground Activities conducted. Digital Marketing presence not up to the mark. Revised Selection module; and member allocation based on personality traits. Good retention rate, but poor productivity rate. Backward planning wasn’t efficient. Campus Ambassadors: Good productivity. Spread across the city in various colleges. Good strategy of Task wise operations performed by them.
Year 2016: •
Right talent chosen for the organization. Making AIESEC an exclusive organisation to get into.
•
Value Based recruitment. – Getting members who are already aligned to the values of the organisation.
•
Training and Mentorship done constantly.
•
Heavier recruitment in January.
•
Focus on more L&D for EB. Alumni Engagement for training and management given to the EB on team management.
•
Hosting a conference - SouthWest RYLC to give leadership roles to members.
•
Expanding into more colleges including far off colleges through CA programmes.
•
Increase in Pocket recruitment in May and October End.
•
Increase in associate and Campus Ambassador programmes.
•
July Recruitments on a lower scale.
•
Recruitment based on Exam pattern cycle. Targeting such colleges.
•
Immediate training and 10 day engagement plan in place and executed.
•
Skill based recruitment in October.
•
Intern LEAD.
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Expansions: •
Expansion trips need to be more L&D oriented.
•
Management and Operational Training to LB of Nagpur.
•
Recruitment in BITS Pilani, Goa.
•
Establishing a iCX and GCs Department in BITS Pilani.
3. Propose key projects for TM and L&D for the year 2016. Recruitment
Training
•Strong huge January recruitment. •Lower volume of recruitment in July. •Increase in Pocket recruitment and CA. •Value based recruitment. Recruiting members based on the values of our organisation.
•Strategic Alignment •Targeted Training and Development •External Training and knowledge. •February - Training and Organisational Goal and vision oriented Lcong •September – Operational Training •November – Transition Lcong. •Knowledge Partners
Membership
Management Body
•Talent identification and retention. •Talent Growth. •Talent Mapping. •Engagement Strategy. •Goal Oriented Strategy. •LC Events
•Strong eligibility criteria. •Check point tracking system. •MB Summit every quarter.
Expansions •Establishing a proper iCX and GCs Department in BITS Pilani, Goa. •Training of LB in Nagpur. •Expansion trips are more L&D based in Nagpur and Goa.
Goal Oriented Strategy: 1.
Making Members focus on the common organisation goal for AIESEC in Pune.
2.
Making them understand their contribution towards it. What they are here to do and learn while they contribute to the organisation. Delivering value.
3.
Knowledge about other functions and departments in the organisation. Transperancy in work through out the organisation.
4.
Once they understand these 3 things, they will perform towards the goals of the organisation while they are contributing towards their own personal growth.
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Benefits of Goal Oriented Strategy: •
Goal Alignment in the organisation. People knowing what they are contributing towards in their AIESEC journey and what they are benefitting out of it.
•
Leadership experiences provided to people. This also helps in accountability and ownership. This is where leadership all begins. When people start being accountable towards something. Activate the leader in you.
•
Pipeline building. Since there is so much transparency in the organisation and people are focused on the goals of the organisation while aligning their goals, this helps in good pipeline building for the next year.
4. How do you see LDM contributing to 2016 and customer experiences? Propose a model for the same.
Every member in AIESEC goes through the LDM everyday at AIESEC. The only issues is, that they don’t know they are going through it. So efficient tracking mechanism to help a member understand he has reached a check point in his LDM and growth process in AIESEC. In terms of the ELD programmes, when we promote a Global Citizen or a Global Talent program, we need to promote the LDM to them in an indirect way. Selling LDM to externals.
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Marketing: 1. What emphasis does Marketing as a function hold currently for AIESEC in Pune ? Critically analyse the same. Also evaluate its contribution to growth in all ELD programs, including Global Leaders Program in 2015.
Branding Internal Marketing
Promotion
Identifying new markets
Marketing
Customer Experience Management.
Conversion from EwA to ELD.
Contribution to exchange portfolios. Event Marketing.
Marketing in an external organisation would be the only source of generating leads and increasing sales to an organisation. In AIESEC, that is not possible as there are 4 exchange portfolios and they have different marketing strategies. i.e. B2B & B2C. OGX as a portfolio can be dependent on marketing entirely for leads, but that is not the same in the case of iCX. BD and Marketing synergy would be necessary, in terms of Branding and positioning of the products and event delivery in order to generate leads for the B2B portfolios. A summation of marketing in the customer Flow:
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Year 2015: GCs •Good contribution to GCs in terms of Branding and Promotion •Huge number of leads generated, but low conversion rate. •Focused more on customer experience •Penetration into new campuses. •Online Presence felt across all platforms. •Low Onground contribution towards GCs GTs •Not much focus on GTs. •Only need based promotion. •Lack of new market identification •4 Raises contributed •Focused more on customer experience management. GTo •3 Event Collaborations. Generating 3 raises •8 Raises and 2 new clients in total. •Online presence created in 2015 on LinkedIn. GCo •Boosted Matching capacity. •No Event collaborations. •Lack of Research and support. GLP •Good Onground recruitment conducted. •Quality leads provided Online. •Low contribution towards internal marketing. Branding •Lack of Branding of AIESEC and external positioning. •No events delivered. •Low Onground and Digital presence of Branding. •Low Onground presence of AIESEC. •GCs was the major focus product. Low contribution to other exchange portfolios.
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2. How should Marketing evolve in the LC in 2016? How do you see it contributing to ELD programs in 2016?
•
Branding across all target audiences.
•
Expanding into new territories and markets.
•
Focus more on Customer Experience Management.
•
Standardisation of Customer Experience.
•
Helping reintegrate and complete the Customer flow.
•
Understanding B2B aspects of Marketing.
•
LDM based campaigns.
•
Increase in Public Relations.
•
Onground – Major focus. Creating a visibility of AIESEC at various places.
•
Event Delivery handled by marketing.
•
Increased online presence.
•
Increase in Lead:Raise ratio.
•
Strong tracking of ROI.
•
Increase in contribution towards SUs.
Innovations! Since Marketing is a department that understands all portfolios well. It has to create and enhance the value delivery we are offering customers by innovating and creating new products for the same by applying the Innovation theory.
The Innovation Theory
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The innovation theory states that, there are 3 things you need to keep in mind when you are designing a product. What are you giving your customers How you add value to the product? How you earn revenue from the product? So, when you are able to alter 2 of these 3 elements involved, then you can come up with a new and innovative product/service to offer your target audience. This is the module that marketing would have to use in synergy with other portfolios in order to develop a new product that we can offer and in order to improve the Customer Experience and Product Packaging of a product.
C ommunications and Information Management: 1. What are the various spheres in the LC in which Communication & Information Management plays a huge role or can a play a huge role? Propose innovations for all of the spheres.
We got to ask ourselves 5 questions in order to overcome the role of communications and Information in an organisation: •
What information is essential for the project?
•
Who requires information and what type of information is needed?
•
What is the duration of time required for the information?
•
What type or format of information is required?
•
Who are the person/s who will be responsible for transmitting the collated information?
Importance of CIM: •
Communication and IM is a huge role in an organisation:
•
Every Portfolio needs to have their own Information flowing inward and outward. Gathering data from all these various portfolios is what CIM does.
•
Data management can be of:
o web content management o document management o records management. o learning management o learning content management •
CIM deals purely with Internal communication and Marketing with External .
•
Being an organisation that provides service, it is very important that we need to showcase our tangibility in terms of service quality.
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Scope of CIM
Depth
IT Tools
• • • •
EXPA Support Tool Discover India OP
Innovation •
•
•
Business Intelligence and Process Optimisation
• •
Managing Databases. Trackers in order to understand the need and demand of the product in the city. Understanding the Demand for a particular product.
•
•
Internal Communication
• • •
Content Generation. Performance tracking and evaluation. Timely newsletters.
• •
Improvement of Quality forms uploaded on system. Synergy with Marketing. Creating relevance of Pune on EXPA by having forms that compete with other countries. Organisation showcasing and Branding the way forward. Every VP maintains a tracker maintained up to date. This tracker would have details regarding every meeting and client approached as to why the product couldn’t be sold. Analyzing this information on a month basis would help the VP customize his product accordingly. Newsletters produced by TM after compiling data. Tracking tools and metrics.
2. Comment on how you envision the role of Information Systems in the functioning and administration of the local committee in 2016. •
Every VP acts as VP CIM in their respective portfolios.
•
High quality content generation.
•
Transparency in Data. Data Management through the various portfolios. Often we only collect the data and never analyse it. Then what’s the point of even having data?
•
Monthly checks on data and analysis. Understanding how we can improve the product more based on past experiences.
•
Capitalising on EXPA.
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AIESEC in Pune Annual Budget 2016
37
Administration Expenses
38
39
40
GCs
GCo
41
GTs
GTo
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30th September 2015 To, The President, AIESEC in Pune,
Subject: Proposing the nomination for Nigel Desouza for the post of Local Committee President. From being his Team member, to a Co-Team Leader, to a Co-Executive Body Member to Co EBC Recruitment, Nigel has been a crucial part of my journey in AIESEC. As a new recruit, in an organisation I knew nothing about, I was fortunate enough to be led by Nigel during my first few months. I cannot imagine another person who could have at that stage led a team of new recruits any better. To this day he remains to me, one of the most approachable leaders I have come across in this organisation. As a team leader, I remember Nigel being available for the tiniest of doubts I had. I distinctively remember him attempting to teach me the process of using myaiesec.net on several occasions, over and over again, with all the patience and attentiveness in the world. The care and attention he showered on his members has been unequal to any other Team Leader I have seen. Working with him as a Co-Team Leader, I saw a completely different side of Nigel. Even though he remained a senior member, I found that neither did he impose nor interfere. He gave me the space to learn, invent and above all to make my own mistakes. When I look back upon those days, I realise the huge impact Nigel’s presence has had upon my career in AIESEC. Apart from teaching me most of what I know about the organisation, he endeared himself to me as an integral part of my support system, someone who constantly reprimanded me for my mistakes and encouraged me to grow into the best version of myself. Nigel has been an irreplaceable asset on the Executive Body. His hard work and passion has often been overlooked but he kept on working with the same fervour. Nigel has contributed to the success of every portfolio of the Local Committee. His constant dedication to his work is sometimes hidden under his light and easy going manner, but to all who know him, he has shown the ability to achieve more than what he always sets out to do. The amount of organisational and operational knowledge backing Nigel is immeasurable. He has taken up every opportunity the organisation has offered. His experience has been a colourful one backed by an Executive Body term and numerous team leader, OC and EBC roles. Nigel is liked immensely by everyone he works with, his presence is trademarked with smiles and laughter. Nigel has never shied away from any responsibility, the one thing that makes him truly unique is how much he enjoys his work, and more than that, how much the people around him enjoy working because of him. Nigel has shown himself to be truly innovative and creative. His thought process brings clarity to others and he has often proven to be the voice of reason in many situations. His constant encouragement and empathy has been a great source of support and motivation to me in many different situations. Working with him during recruitment gave me a glimpse as to the depth of maturity and understanding Nigel possesses. The amount of time, effort and dedication he has invested into this organisation has transformed him into a leader that is a responsible person, a passionate team player, a person who is not afraid of change, who is willing to take risks to achieve results, a person who is grounded in the present but, even more importantly, knows where AIESEC must go, and would use all his abilities and qualities to make that push to get there. He would prefer the world to see him as an unemotional, tactical, logical person, but the truth however is that Nigel is warm, affectionate and kind. He never says no to any kind of help needed from him. He makes everyone laugh and looks after everyone from afar. All this said, I am extremely happy and proud to propose the candidature of Nigel Desouza for the office of Local Committee President, AIESEC in Pune. I wish him all the best for all his endeavours.
Yours sincerely, Insiya Yacoob, Vice President Talent Management, 2015-2016.
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12th October, 2015 Pune To, The President. AIESEC in Pune.
Subject: Seconding the nomination of Nigel Desouza for the office of Local Committee President. An introvert to an outsider, but a ball of life to people who know him, Nigel Felix Desouza to me at first seemed like a guy whom I could never get to know fully. I still remember walking into office for my first induction, when I was introduced to a really tall guy, so engrossed with playing FIFA on his laptop. My AIESEC journey and the reason why I still have a fire in me to serve this organization, is because Nigel mentored me through this experience. From being able to work under him as a team leader in my second quarter in AIESEC, to being able to handle the pressure of being on the CSR OC, he’s been there and stood strong. A man of few words, Nigel has always believed in getting the work done, even when he had nobody to support him through his plans. His determination and never say ‘NO’ attitude has brought Digital Marketing at a juncture where we can surge forward and explore our opportunities, not being worried about the outcome. Nigel has truly lived his AIESEC experience the correct way. He has been actively been involved with this organization, in both its exchange and non-exchange departments.in 2015, when he was elected to the Executive body as Vice president marketing. He is a goal oriented individual. His gregarious personality coupled with his relentless efforts make him very easy to approach. He is a man who can calm the storm and given the gravity of the office he is applying to, this quality in him will make an ideal candidate for this office. A man of his words and always open to change, Nigel has through his work shown that it is never too late to start all over! The work culture that he has set for this department coupled with his passion to learn from his mistakes helps him stand out from the ordinary. A story of a college student, who moved from Chennai to Pune, out of his own comfort zone, joining this local chapter at a very young age to discover his potentials, leading teams of different individuals, facing success and failure and yet never giving up. Leading the creative minds of this organization to being in charge of a national conference at JNC, facilitating the growth of our expansion entities and ensuring an AIESEC experience like no other to this chapter, this man has the potential to take charge of one of the most vibrant local chapters of the nation. A friend, a confidant, a mentor, a co-worker and above all a man true to his virtues, he has inspired my life in ways, I couldn’t have ever imagined. With this I would like to second Nigel Felix Desouza’s application for the office of the local chapter president, AIESEC in Pune 2016.
Sincerely, Simi Sarah Mathews, Member, Digital Marketing, AIESEC in Pune.
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