Advaiet Chadha

A SHIP IS SAFE AT HARBOR, BUT THAT’S NOT WHAT SHIPS ARE BUILT FOR

Advaiet Chadha Application for Local Committee President 2017 AIESEC in Pune

AIESEC in PUNE

A ship is safe at the harbor, but thats not what ships are made for

dvaiet Chadha

Application for Local Committee President AIESEC in PUNE

AIESEC in PUNE

8862065424 advaiet.chadha@aiesec.net 06/11/1995 43, Sadhna Society Hadapsar. Pune

Passionate to learn as much as possible from the work I do and the people around me to build on my soft skills

Fluent : English, Hindi, Punjabi Basic : Marathi & French

BBM-IB (Graduate) - 60% Wadia College

Volunteer at International Junior Science Olympiad 2013

11th - 12th Science – 72% Delhi Public School, Pune

Volunteer Coordinator International Physics Olympiad 2015

10th – 8.8 CGPA Delhi Public School, Pune

Head of Events Infinity 2016 (College fest)

Badminton Food Leadership Management Gamification Research and Analysis

Top 8 qualifier (IARC)United Nations Climate Change Program, India.

First prize Innovating a Digital Billboard Company within 24hrs (24h Innovation Challenge) Vice President AIESEC in Pune in 2016

dvaiet Chadha

Application for Local Committee President AIESEC in PUNE

AIESEC in PUNE 1.

IJSO was an Olympiad hosted by India in 2013 in Mumbai and organized by the Homi Baba Centre for Atomic Research. There were a total of 40 participant countries. Each country had a group of 6 students and 3 teachers who came as the leaders for the students. One volunteer was appointed to overlook each country’s 9 members during the 12 days of their stay in Pune. I looked over the team from Ireland.

Learnings Delegation servicing Easy interaction with foreign nationals Team Management Time management

iPho was an Olympiad hosted by India in 2013 in Mumbai and organized by the Homi Baba Centre for Atomic Research. There were a total of 80 participant countries. Each country had a group of 5 students and 3 teachers who came as the leaders for the students. One volunteer was appointed to overlook each country’s 8 members during the 10 days of their stay in Pune. I was the co-coordinator of 6 such teams.

This was the most challenging experience I’ve had external to AIESEC. The people I interacted with were of extreme mindsets and more often than not things went haywire. It was an interesting experience being responsible for planning, structuring and executing 33 events over the span of 3 days with nearly 50 event heads under me. It tested my firefighting and people management skills to the limit and I’ve learnt to be calm even under pressure through this.

dvaiet Chadha

Application for Local Committee President AIESEC in PUNE

AIESEC in PUNE 2.

Member GTo (Q1)

Importance of tracking every step in the GTo process Market Understanding Goal setting and prioritizing Corporate interaction Confident Communication Importance of Demand-Supply analysis Importance of expectation setting with EPs and TNs Importance of IR

OC VP BD NEXUS (Q2)

Market understanding Doing extensive research Efficient cold calling techniques

August Recruitments OC (Q3)

Facilitating discussions Learned to be a Listener Importance of recruiting right Understanding a new recruits mindset

TL GTo (Q3)

Team Management Operational Knowledge Membership engagement

LST IR (Q4)

International Networking Communication and followup Importance of research Supply Demand Management

TL GCs (Q1 and Q2)

Importance and satisfaction of realizations Advantages of maintaining IR Implemented tracking mechanism Personal Most efficient quarter

JNC 2015 Core OC

Conference management Logistics management People management Delegation Servicing

IC 2015 Volunteer

International Networking The smallest contribution matters Immense potential of AIESEC MC leadership stories

Member GCo Q3

VP GCs 2016

Facilitator South West RYLC 2016

Variation in pitching for icx Understanding of way that NGOs work Team work Team management Time management Prioritization Training skills Communication skills People management skills Persuasion Marketing Leading a team Importance of team culture Leadership development strategies How to motivate a team Importance of communicating clearly

dvaiet Chadha

Application for Local Committee President AIESEC in PUNE

AIESEC in PUNE 3.

STRENGTHS

WEAKNESSES

Strategic ADAPTABLE DILIGENT

Blunt Too realistic Detail freak

Strengthening my strengths Being an LCP would allow me to create strategies and put them to test. Since our stakeholders are students, NGOs and corporates it creates a very dynamic work environment with numerous internal and external factors affecting overall growth. This would test my skill of being adaptable.

Weakening my weaknesses Interacting with multiple stakeholders would teach me to become more patient, humble and diplomatic in my approach.

FAILURE: NEXUS 2014 I was very new to AIESEC and when NEXUS OC came my way. Being a GTo centric event I wanted to take up responsibility for it. I applied for the OCP position which I lost. I was given VP BD instead, which I took up with an equal dedication until the end. Though we were unsuccessful on numerous fronts(including not being able to deliver the event at all), it taught me a great deal about what not to do and how crucial planning is. It also taught me a great deal about how to go about things in meetings. In fact I kept doing meetings well after the entire team had given up hope for actually doing the event. Towards the end I did get BMW on board with us for sponsoring but we never went back to them because the event didn’t happen In retrospect, I haven’t learnt as much from any position in my AIESEC journey as much as I did from that OC term.

SUCCESS: RYLC Taking the decision to apply as Facilitator for the South-West Regional Youth Leadership Conference 2016 was my biggest success. I regard it as a success not because I got selected to be a Facilitator but more because of the unique experience that the conference gave me. It helped me understand my strengths and weaknesses as a team member as well as a team player. I interacted with a diverse mindset of people who delivered the conference and there was a lot to learn from each of them.

I led a group of 15 new recruits for the 4 days of the conference and the way the skepticism from both sides in the start turned into inspiration at the end of the conference was overwhelming. It made me realize the true essence of leadership in AIESEC.

dvaiet Chadha

Application for Local Committee President AIESEC in PUNE

AIESEC in PUNE

Being a part of the EB has tested my qualities of being a leader to the fullest. It has made me realize the various aspects that are involved in working with a team. It has taught me the following three things:-

Over the course of my EB term I have learnt that it doesn’t matter how enticing or perfect you think an idea is, there is always scope for external opinion to make it better. For an idea to shape into a structured plan, it needs inputs from the people that would be affected by it actually being put into practice.

The scalability of projects in AIESEC automatically implies that none of them are a one person job. Neither can they be done efficiently with a single person. The work load needs to be divided according to the capabilities of each team member which is something I’ve learnt from my EB term. We need to understand who is good at what in a team and accordingly delegate work so that people focus only on improving what they’re good at to make sure optimum results are achieved.

More often than not, the challenges that we face are worsened by the thought of potential failure and the setback these challenges might give us (in AIESEC or otherwise). The biggest mistake is to contemplate about the possible outcomes of each possible action step that can be taken to deal with the problem. No denying that all possibilities must be considered, but not at the cost of further aggravating the problem. Through my EB term, I have understood the importance of finding problems and immediately working on solutions to them instead of coming to a standstill because things aren’t working the way they were supposed to.

dvaiet Chadha

Application for Local Committee President AIESEC in PUNE

AIESEC in PUNE

Short term Goals Personal : Work on my people skills Career : To become a more efficient orator and communicator Long term Goals Personal : Constantly learn and grow as a person Career : Work in education Being fully responsible for an LC and its work for the span of a year is a challenging thought. I wish to work on some disruptive means of education and the LCP term would help me learn the skills of leading a team under me. Being responsible for every action and its outcome for nearly 100+ members aiming to deliver 200+ exchanges for a year would build me as a person everyday and help me work on strengthening my strengths and weakening my weaknesses as a leader.

This would help me become a leader who is aware of his qualities and provide me the necessary skill set and mindset to pursue my long term goals.

dvaiet Chadha

Application for Local Committee President AIESEC in PUNE

AIESEC in PUNE Section 2: General Questionnaire:

What started off as an activity by two roommates renting an air bed to conference attendees who were out of places to stay for a conference happening in the city has now turned into a company that has 1.5 million places available to stay in 191 countries. That’s the most widespread organization in the world after the United Nations.

A decade ago, the idea of sharing your room with a complete stranger would have been unthinkable. But today AirBNB has more rooms available for stay as compared to the sum of the rooms available in the top 3 hotel chains in the world. Whats even more surprising is that these hotel chains have taken over 5 decades to build whereas AirBNB has built its empire in less than 8 years.

What can AIESEC learn from AirBNB? 1.

Focus on customer experience Ever since AirBNB started, it has kept its primary focus on easing the use of its platform and enriching the experience that the customers have.

2.

Reviews are everything The success of AirBNB is based on customer reviews. Each new customer has access to reviews about the place they are interested in from the people who have already stayed there before. Brand advocacy is best form of marketing

3.

Success is when preparation meets opportunity The journey of growth for AirBNB hasn’t always been easy. At a certain point they had no money and no avenue to get more customers. But they built their platform and made it most user friendly. When the republican debate of 2008 in the US came around, people flooded into New York and hotels were full. AirBNB reached out to every magazine and their website got picked up on local and national news leading to a sudden spurge in demand for their website. They haven’t looked back since.

dvaiet Chadha

Application for Local Committee President AIESEC in PUNE

AIESEC in PUNE

AIESEC Social media

easy access to opportunities

service industry boost

adoption of sns

social awareness

Customer centricity

AIESEC in Pune Limited growth through rote education

Focus on inclusive growth

Increased job Competitiveness

Challenging work environment

Abundance of opportunities to take up

social interactions and conversations

a. Shaping what we do around what the world needs By my understanding of this statement, ‘world’ means the immediate vicinity around us. It is impossible for a single unit(be it an individual or a single organization or even an AIESEC LC) to change the entire world. It is only by working on things that are in our reach and control that we can contribute to the bigger picture that is ‘the world’. Local impact in turn contributing to global impact is the only rational and feasible approach.

That means our focus needs to be on what Pune needs to develop as a city. I believe that the biggest obstacle is not knowing what the problem exactly is because various levels of society regard different situations as problems. Instead of us as AIESEC actually solving the problems at hand (which would take much more time/resources than what we currently have) I feel that it is our responsibility to empower the people facing the problems with information and knowledge so as to equip them with the understanding of how to tackle the problems that they face for themselves.

The best way to do this is by educating those around us to be like us.

B. Growing Disruptively Disruptive is not abandoning the old ways but treating them as a mediocre for the current situation. Growing disruptively is more about coming up with a new approach to the same problem that makes the old ways obsolete. Our current ways have got us this far, but this far is not how far we can be. In the context of growing disruptively, AIESEC in Pune needs to first identify the standard procedures for everything that we do. To be in a state where we can compare our old methods to new ones, we need to know for sure what the old ways were. As of October 2016, these ways are no where close to standardized.

dvaiet Chadha

Application for Local Committee President AIESEC in PUNE

AIESEC in PUNE C. Accessible to everyone, everywhere We are the worlds largest youth organization but our impact within our cities isn’t very evident, atleast in Pune. Infact most cities in India where AIESEC is present in are too big to cater to by the membership of a single LC. What we need is expansion within the city itself.

This can be done by treating major universities as potential LCs. That way, these multiple local committees within the city can magnify the impact that we have as AIESEC in that city. Its what any growing company does. It splits its most successful branch into multiple sub branches such that each sub branch can further magnify the potential outreach.

Being the worlds largest youth run organization, our goals and organizational strategies have always been aligned to what the youth of the world needs. But the problem is, from an external perspective, we have never had any data to validate the strategies that we create. In other words, we could never provide any backing to the model that we operate on and why it is the ideal way forward to solve the problems that we are catering to, The Youth Speak survey has given us hard data to create action plans. The data is aligned with the work that we have done in the past but the framework and strategies that we take up henceforth can be based on data driven consensus and not individual realities.

Furthermore, the Youth Speak survey inferences have automatically aligned to the insights of bigger corporations which conduct their own regular surveys on a much bigger scale. This gives us an edge amongst external organizations and further validates that the direction that we are headed in as an organization is externally relevant. a) AIESEC Being the worlds largest youth run organization, it is important to channelize our energy in a certain direction so that the majority youth which is still not part of AIESEC can be more aware about the issues that the world is facing. This can be done through voicing out our opinion as the youth of the future through Youth Speak. Moreover through Youth Speak, the leaders in AIESEC can be empowered enough to lead the change in the countries that they belong to and work on impact models that are socially relevant according to their ground realities. b) AIESEC in Pune Youth Speak in Pune is a challenge, not because it isn’t relevant but more because it would need to be built as a separate brand. AIESEC itself as an organization in Pune hasn’t been able to build a brand that it wants to be. In a way, Youth Speak could be the way forward for building the brand of AIESEC in the city but its not going to be without its own set of challenges from other similar events that have already been happening in the past.

The value proposition of having a youth speak in Pune needs to be so strong that it automatically attracts the youth of the city towards us. This can be done either through the speakers that we get or by getting colleges on board to support the f orum.

dvaiet Chadha

Application for Local Committee President AIESEC in PUNE

AIESEC in PUNE Part 2: LC Perspective:

A ship may be safe in a harbor, but if you wanted something safe, you would have built a fortress, not a ship. A ship, by nature of being lighter than water, is vulnerable to the wind and waves, the rocks and reefs and enemy action. But unlike a fortress, it can move wherever the wind and waves (and crew) choose to go.

A ship exists to ply the seas, to split the waves, to brave the weather and go to distant ports.

Whether to trade goods, impress the locals, or bring the wrath of a nation, ships exist to go places. In a harbor they are almost useless. Out of harbor, they are at risk.

Why is a balance between safety and risk important?

Safety is nice, but when you are completely safe, you really can’t do much. To do things, you have to leave at least some of your safety behind and take risks. What you have in the absence of risk is hardly much of a life.

Risk are what ships are built for. They balance the risks of the seas and waves by designing how high the sides of the ships are.

To establish this balance between safety and risk, a sailor needs to have the courage to get the ship out to sail despite or in spite of the challenges he might face. That’s where the adventure lies. That initial courage to set the ship to sail is what starts the journey and the story.

Courage can’t come without trust and faith. Trust in the very things that surround us which are our people, the crew. Trust in our Kaarwaan : the people around us.

dvaiet Chadha

Application for Local Committee President AIESEC in PUNE

AIESEC in PUNE

The focus in 2016 has been to maintain customer satisfaction. I want to continue this trend in 2017

Priority

Focus Area

Strategy/ Action Step

Value Delivery

International Relations

SNS + Hosting Constant communication and Involvement in LC events IR kits

Events (GV, BKK)

M-F synergy

Client CRM

GC0 restructure

IEF

Branding AIESEC amongst the youth

Events

YSF UR Global Village

At IC 2017 I want AIESEC in Pune to have the most efficient processes for all its products (GV, GT and GL). Other LCs in India and otherwise should approach us for the standard operating procedures for every aspect of the customer flow. I see the membership so involved with what we do as AIESEC that they shape the direction in which the LC moves ahead instead of the MB or EB doing so.

dvaiet Chadha

Application for Local Committee President AIESEC in PUNE

AIESEC in PUNE .

Culture is not an external superficial environment that can be created within a day and changed on the other.

Culture is simply the way things work in any organization. It is a constant and consistent effort made by the leaders in an organization to make the people in the organization comfortable in voicing their thoughts and at the same time provide a cushion for them to innovate around the pre-established processes.

The culture of 2016 has been a culture of freedom. Freedom of all kinds from identifying the problems to the strategies that we adopted and even the action steps that we took. All this freedom has led us into a space where we have explored various possibilities. We have tried and tested various things and adopted the ones that worked best for us.

Unintentionally and paradoxically though, this freedom has kept us restricted. Restricted because all this choice about doing whatever we wanted to has either overwhelmed us with too many options or led us to explore every possible idea in instead of narrowing down on the ones that could actually be relevant. Moreover keeping multiple options available meant devoting equal time and energy to each option instead of focusing on one/few that may have a higher possibility of working.

I believe that freedom is necessary but instead of total freedom, it needs to be restrictive to freedom to innovation. Strategy and implementation plans need to always be standardized based on the innovations and not left open to interpretation. Its okay to have a structure and simultaneously also the freedom to mould the structure but it is not okay to keep the structure missing in the name of freedom.

Every decision that we make as an organization is a piece of communication because it conveys who we are. Things you say and do are symbols of who you are and people look for these very symbols to find things that they believe.

Example : Harley Davidson and Apple. People use these symbols to represent who they are because these companies have consistently developed a brand for themselves. That’s what AIESEC should be. The values that define the culture of AIESEC should be the values that externals are able to identify as that belonging to AIESEC. The culture that I want to drive down is the culture of TRUST. But to reach this stage of trust, we need to first empower everyone around us with 2 things: Knowledge and Values. Knowledge about whatever it is that they need to know about the organization and its processes and the values that we want to abide by.

Trust comes from a common set of values and beliefs. No matter how far we go or how tough the times may be, the members of AIESEC in Pune should feel that whatever decisions they make will be backed by the LC, just like a Parent who supports his/her child no matter what the circumstance. I envison AIESEC in Pune just like a family. Every family seeks growth and betterment of its members. If the leaders in the LC look at their team as their own children, the environment of work would change entirely and shift from having to work out of fear to actually wanting to work for personal and collective growth, just like in a family.

If we are successful in establishing this level of trust, everything else will fall into place. Productivity would increase as the work ethic would shift from a ‘have to’ mindset to a ‘want to’ mindset. Also having people who collectively want to contribute to a greater good knowing that the people around them are going to be a support system in case of a problem would boost morale and in turn this level of trust would trickle down to our external stakeholders. dvaiet Chadha

Application for Local Committee President AIESEC in PUNE

AIESEC in PUNE

Team

Role

2016

2017

When we began our term as EB 2016 our main focus was to eventually become strategic heads than operational heads somewhere towards the middle of our term. Though this has only partially been successful, but it is still a start.

For us to get to where we want to be as AIESEC in 2017, the EB needs to be fully strategy and innovation driven and transfer all operational responsibility to the MB and GB since the start and maintain it continually throughout their term.

The only reason why we haven’t grown much in the past as an LC is because the first 6 months of an EB term go into understanding the respective market and simultaneously perform operations.

The responsibility of an EB will be fulfilled in its best capacity only if there is scope for them to innovate around the strategies that they make. This also means that the standard operating procedures for all portfolios need to be in place so that no time is wasted in repeated training. The task of the EB in such a stage would be firefighting, motivation, feedback, innovation and growth instead of focusing simply on operational excellence. For this to happen, the current EB needs to set things in motion by establishing standards.

The Management Body of 2016 has evolved in every quarter of the year and the potential of the current MB is boundless but yet not reached the expected stage. The markets around us are growing faster than us and our internal leadership transitions are setting us a step behind every time we move ahead.

In 2017 I envision an MB that knows what is expected out of it from the day that they are given the position. For this to happen each GB member needs to be aware of the roles and responsibilities that they would be taking up when and if they would become MB members. One may argue that understanding the job role is a part of the journey of an MB member but imagine all the time effort and energy we would save to have all GB members understand what being an MB members job is and only having them execute the plans that they have in mind once they do get the position that they want.

The role of the Executive Board in a Local Committee is to Understand what it is that needs to be done for the LC.

EB

Identifying External and internal factors that influence the LC’s functioning Set Goals, Targets and timelines Design frameworks and standardize operating procedures (Not action steps) Perfect the pre-existing standard operating procedures provided by the EB

MB

Creating short term goals and action steps Training, Delegation and Tracking of membership Performing operations

GB

Our GB is what organizations refer to as the ‘People of the organization’. They are the implementation part of all that we aim to do as AIESEC. Without the GB, its impossible to be relevant in any way as AIESEC to the city, country or the world. GB is the bridge between the outside world and AIESEC. Our impact model can be magnified exponentially depending on how the GB is kept.

The learning curve that our GB has gone through this year has been varied at various points. We are in a much better stage in terms of membership motivation and AIESEC knowledge than what we were in previous years at this point but the results are yet to show. We need to have tracking models for analyzing performance and overall growth so that we can identify loopholes and accordingly work towards reducing their effect on overall productivity.

dvaiet Chadha

Organizations all across the world pay major focus into training and inducting its employees when they join. All the incentives and reasoning is obsolete if the employees don’t feel connected to the organization. As AIESEC our focus on making members understand AIESEC is usually restricted to LCong and LTS and it fades away unless a conference comes our way.

I envision the GB 2017 to be well equipped with all the knowledge about AIESEC and the impact that they as members can create. A GB member in 2017 should be aware that he is the most valuable asset to AIESEC in Pune and that his growth is the organizations growth. It’s only when your people know that they are powerful beyond measure that they will act like it to make the organization powerful-beyond-measure.

Application for Local Committee President AIESEC in PUNE

AIESEC in PUNE Section 3 : SPECEFIC Questionnaire: 1. What stage of evolution do you think each of our products stand on?

GTo 70%

GC0 60%

GCs 75%

DEPARTMENT GCS GCO GTO

GTs 30%

Realization GOAL 104 60 80

NPS 100 100 100

The struggle that we have with making AIESEC relevant for the city of Pune is that we want to push exchange into everything that we want to do as AIESEC. Though exchange is the way that AIESEC aims to achieve world peace but the majority population that we aim to impact(in the city or the world) is restricted to its means and will never ‘buy’ the products of AIESEC. This doesn’t mean we should restrict our impact model to those who can reach us but its all the more reason to use the people that can reach us to impact the people that can’t.

Our role in Pune is to empower ALL our stakeholders with the ideologies that we have developed in AIESEC internally. The LDM value of being Solution Oriented for example: It’s much easier to solve a problem once you have identified exactly what the problem is and your intent moves from identifying the problem to identifying plausible solutions to it. We as AIESEC understand this and other such concepts but it’s important to empower the communities in Pune with all the values that we want to imbibe in Pune as a city to be able to get things moving.

Its only when all our stakeholders fully understand us that we can achieve any external relevance. Now the thing to note here is, everyone who ever comes in contact with AIESEC in Pune either directly or indirectly becomes our stakeholder. A detractor is as much of a stakeholder as a promoter and we should treat them as so. It’s unthinkable to convince every person that we come in contact with about the intent of the organization but this should not be what restricts us from trying.

Hence the impact that we should work towards creating is that of inclusivity and adaptability.

Inclusivity: Every action or decision that we take as an organization should primarily be to benefit everyone we come in contact with so that we create a chain of impact.

Adaptability: Inclusivity means interacting with a diverse type of people and organizations so the same model won’t work for everyone. This means we need to pick the most relatable things for every interaction and one size can’t fit all. dvaiet Chadha

Application for Local Committee President AIESEC in PUNE

AIESEC in PUNE c. Analyze the complete Customer Flow for the Products and what Constraints we are facing, mention your Front Office and Back Office Strategies for every phase of the Customer Flow for the Products.

Answered in next question

dvaiet Chadha

Application for Local Committee President AIESEC in PUNE

AIESEC in PUNE

FOCUS AREA

ACTION STEP

Recruitments

Membership Enagement Retention

SYNERGY POINT M-oGX M-F M-BD TM-BD-F M-TM TM-EB TM-F TM-EB TM-F M-X-F

M-X Attraction

Consideration

Events

Process Standardization, Induction, Training, Tracking, Feedback LC events (Lcong, LCM, AGM, GBM, LC Days) Productivity tracking, skill development, reallocation, personal goal setting Membership Fund

Coming up with Innovative ways for lead nurturing to emgage all visitors who didn’t turn into customers

Analyzing past trends and identifying loopholes that lead to delay in time between a visitor turning into a customer Studying the ratio of conversion from visitors to customers and identifying successful and unsuccessful action steps Restructuring Standard Operating procedures if necessary to increase conversion rate Tracking membership performance and providing training and support to members if necessary Partnerships for fulfilling various Standards and Satisfactions (Visa, Insurance, accommodation, Legal Documentation etc)

X-TM

Knowledge and training regarding SNS and their importance

X-TM

Stakeholder engagement and experience tracking Investments into avenues that ease the value delivery process or enhance the customers experience Creating a structure and framework to document the customer experience Document the customers experience and compile it in a presentable format

M-X

Use stories to repeat the cycle of the customer flow

M-X

Use customer referrals to build on network and goodwill

TM-X

Integrate customer into future engagement activities

M-F-GCo M-F-GCs

NEXUS

M-F-GTo

IEF

M-F-GCs

Year long

Investing into events (NEXUS, BKK, IEF)

X-M

YSF

Year long

Realigning the attraction phase to smoothen the time taken for a stranger to turn into a visitor

M-X

M-TM-X

Year long

Designing brochures, reports, pamphlets, proposals, banners, posters, booklets, videos and whatever else necessary that are physical elements that contribute leads

Investment into marketing to increase our outreach for the respective products

M-TM

Jan & August

Tracking of new recruits

M-F

X-F

Balkalakaar

Venues for GD-PI

Implementing Standard procedures in day to day interactions with our stakeholders

M-F-X

Brand Advocacy

Fundraising/Partnerships for promotion

TM-X

TM-X

Value Delivery

Promotion (Recruitment forms, Desk Spaces, Online)

Standardizing all processes so that every customer has a similar experience

TM-X

TIMELINE

Contacting Leads who didn’t go on exchange for recruitments

TM-X

TM-M-X

Customer Experience

EXPLANATION

Jan/Feb Planning, Structuring, Value proposition identification, Stakeholder proposition, marketing, investing, designing, event delivery, follow up plan, conversion plan.

July April & Dec Jan-April

dvaiet Chadha

Application for Local Committee President AIESEC in PUNE

AIESEC in PUNE

In 2016 the only way we interacted with externals was during promotions for GC, GT or GL as products.

Events are the only way to build relevance in the city as AIESEC and get the word out about what AIESEC is and what it does. This is because theres only so much information that you can convey to people online, no matter how much time, energy or money we invest in it. Online promotion can be a call to action but building relevance about AIESEC can only come through on-ground stratergies, namely Events.

NEXUS NEXUS is a corporate networking event for our past, current and future stakeholders(mainly focused on GTo and BD clients) to interact with each other and find out more about AIESEC in the process. The aim is to build our relations with our GTo clients and for the m to understand us and our processes more clearly for future collaborations with their organization.

IEFs If we want to move to a phase where we want to focus more on the customer experience, we need to reduce the time taken in converting a stranger to a customer first. The struggle is despite our focus on the attraction phase neither do we have enough conversions and the people that don’t convert also do not fully understand the concept of our exchange.

The potential we have to solve this problem with IEFs is immense. It’s a radical approach at the customer flow where the attraction and consideration phase are combined into one event. It’s a complete shift in the model we adopt to convert our leads, and a very good one at that.

YSF Youth Speak Forum is an event targeted at understanding the role of the youth in todays world and finding answers to the problems that we face in the world today. It’s an internationally driven movement to connect the youth of the world to the Sustainable Development Goals of the United Nations through AIESEC. It’s a good way for AIESEC to voice its opinion as the worlds largest youth run organization and also involve the youth in the city in the creation process that follows. YSF is a great way to get the social relevance of AIESEC across to the youth in the city and at the same time spread awareness about the role of the youth in shaping the future of the world.

Balkalakaar Balkalakaar is a day to celebrate the artist in every child. A magnanimous fun filled event that involves underprivileged kids from across the city for a day of happiness.

The idea of Balkalakaar fits in perfectly for all our stakeholders. We can involve Membership as OC EPs as facilitators for the event Our NGOs for promotion and assistance for event delivery GTo clients for CSR/Sponsorship Parents as an engagement activity Students in the city as volunteers for the event

dvaiet Chadha

Application for Local Committee President AIESEC in PUNE

AIESEC in PUNE

Nagpur BACKGROUND Nagpur is the most sustainable expansion as of today and is the closest to becoming an LC in the entire network. The membership dedication and motivation is overwhelming. This reflects directly in the quality of work and output that the membership generates, specially the marketing strategies and event delivery (YSF to be specific).

All that Nagpur lacks is information and knowledge pertaining to core-operations. This can come only from Pune as a parent LC.

GTo 10 GCo 20

GCs 30

INNOVATIONS There is no new innovation or strategy that we need to adopt with Nagpur except constant support in whatever form necessary (Information, Knowledge, Resource, Documentation, Standard Operating procedure etc) Some pointers to keep in mind for the respective departments in Nagpur GCo – Project timelines need to be taken care of to pull back matching peak for both summer and winter GTo – GTo client delivery needs to be kept consistent GCs – Correct expectation setting needs to be made with EPs before signing up for the exchange Events IEF may be the way forward to attract more students towards the Global Citizen exchange given that a goodwill has been built for AIESEC in Nagpur through the recent YSF. Repeating a YSF somewhere either in January or April would further help for getting the word out about AIESEC amongst the youth.

Goa Personally having had interactions with 5 colleges and some old members during my expansion visit to goa Ive come to realize that having a stable membership in Goa is the biggest challenge to make it an official expansion.

And icx is the only way forward to build Goa and not ogx. We already have a reputation among the corporates in Goa and weve had an encouraging response from the NGOs which can pave the way in 2017.

Goals 10 iGT 10 iGC ICX is the way forward in Goa because its one of the most sellable places for interns who come from abroad (After Delhi and Mumbai). The challenge however is value delivery since we cannot provide as much logistical or human support from Pune directly. This means that our membership in Goa needs to be highly competent and well trained to handle all possible scenarios. As long as membership is engaged and Value delivery is on point, theres nothing stopping Goa from becoming an OE next year. dvaiet Chadha

Application for Local Committee President AIESEC in PUNE

AIESEC in PUNE

Keeping the above mind, review the years 2015, and 2016 for its Marketing and mention how you see Marketing as a function evolving for the year 2017. What would be the top priorities and projects, if any?

People don’t buy what you do, people buy why you do it. They associate themselves with the things that the product/service/organization offers and if they believe in what you belive, only then do they make their buying decision. Its why apple stands out in its market of computers and phones. Its why people have Harley Davidson tattoos on their body. Its why coke is the most abundantly consumed beverage.

Not because of only the value that products provide, but also the constitent brand that the respective companies have built for themselves. The brand represents something of value to people which is why theyre comfortable associating the brand it with themselves. It represents a part of who they are. Its In the past, the only way that AIESEC in Pune has tried to establish a brand is through our online media presence and our membership. Since our membership hasn’t been consistent in the last 2 years, accordingly neither has our brand. Also our social media platforms are often regarded as confusing because of the variations in the information that we convey at different points in time.

Consistence at all fronts is key to building a brand. Whether it’s on ground, online, through the people or even through word of mouth of our customers/stakeholders. Each individual that comes in contact with AIESEC should know what AIESEC is or at least understand it briefly.

Word of mouth is and always has been the major influencing factor in creating any brand. People trust other peoples opinions more than they trust any other form of marketing (TV/Online/Offline). Even if people aren’t your customers, the interaction that they have with the organization should be such that it stands out and they remember it. Influencing how the stakeholders perceive value in the organization and consistently working on improving this perspective is the way forward. For this to happen, first the people that work for the organization need to fully believe in what they do. It starts internally. If people within the organization fully believe what the leaders of the organization want to achieve, the brand will automatically be built.

Thus marketing for brand building is not restricted to promotion (that are aimed at generating leads or making people buy our products) but it starts with focusing on building goodwill by ensuring stakeholder (not just customer) satisfaction.

For this to happen the following need to be worked on On ground presence through events Online marketing is restrictive both in terms of the information conveyed and recording feedback.

We can track customer engagement online but not customer interest or customer satisfaction which is integral for a complete analysis. Online marketing can be used to supplement on ground strategies to increase the outreach but simply relying on online promotion wouldn’t be as effective.

Its only when we interact with the very people for whom we create our product/services can we understand their concerns and address them to improve on the value proposition that we are offering. Also being present on ground means more time for potential customers to interact with AIESEC thus giving us a chance to convey more information to influence their decisions to associate with one of our products.

Customer Experience A happy customer is the best marketing strategy for any business. Its marketing at zero additional cost and the best returns. Building a brand involves doing that little extra ensure that the customer experience is enhanced. dvaiet Chadha

Application for Local Committee President AIESEC in PUNE

AIESEC in PUNE 6

UR is the best way forward for GCs. There is nothing better than having a college support and promote exchange among its students as it slashes the efforts spent by us as AIESEC to a fraction in the attraction and consideration phase.

In my term as VP GCs, one thing that ive realized about UR is that to approach any college with a structure for UR we need to have had done exchanges from that college to begin any talks with them.

Having students from the same college vouch for the exchange builds the creditability that we can otherwise only speak of as an external. Hence UR cannot be treated as a peak cycle plan but instead with a year long approach where we do a certain number of exchanges from that university in a peak cycle (winter/summer) through Campus Ambassadors or any other means and then approach the university before the next peak cycle to get their support to send students.

Also when we look at universities, given the student population we aim for a high number of exchanges from the same college. But instead if we approach the university with a fixed number of students that we wish to send on exchange, it creates a more creditable proposal.

It is also true that for some Universities, having had exchange participants as students may not be possible. For such colleges, the approach needs to be such that the college fully understands the idea and value proposition of AIESEC and not just superficial knowledge. Involving the UR point of contacts (Placement Cell heads or teacher coordinators) to IEFs or Annual Stakeholder Dinners is one way to do this where they interact with other stakeholders of AIESEC and find out more about the organization in the process.

This multi-stakeholder interaction works in our favor because instead of having to explain to our stakeholders why they should associate with us (Attraction and Consideration), we can let them interact with our other preexisting stakeholders and find out more about their experience (Brand Advocacy)

Since my plan is to have a year with major focus on on ground presence through events, its crucial to have a VP BD so that delivery of these events can be ensured without affecting core operations.

PRIORITIES FOR VP BD 2017

PROS

CONS

Focus on income through exchange

Loss in possible cash inflow through events and other BD partnerships

Board Engagement

Drives operational productivity

Lack of external perspective

Event timelines

Maintains focus on exchange

Tough to approach organizations with a multidimensional partnerships

Synergy framework

dvaiet Chadha

Application for Local Committee President AIESEC in PUNE

AIESEC in PUNE

Comment on the importance of Customer Centricity. Analyze Customer Delivery of AIESEC in Pune for the year 2016. Describe your steps for each of our Customer’s (All programs) top detractor issues, along with providing a detailed plan for Customer Experience in 2017.

Answer already covered in previosu questions (mainly section 3 question 1 part b and question 2)

Being an organization that regularly changes its leaders, having a Board of Advisors is of utmost importance to provide a certain direction to the organization.

If theres one thing common about our board of Advisors, it’s the success that comes from building an organization by putting its people first. Forbes Marshall and Zensar are both market leaders when it comes to employee welfare. That’s the first thing we can learn from our BoA :Conference Subsidies & Financial support for Conferences As speaker for our Local Forums Learn back office strategies (Marketing, Finance, HR) BD for events (Sponsorship, Venue etc) Provide EPs from GTo

Talent Management:

Talent Management in 2020 will be an obsolete concept, not in idea but in practice. The essence will remain but our organizational structure will be so evolved that the need to ‘manage’ talent would be automatically ingrained into our processes and not as a separate back office support department.

For this to happen years down the line, the action steps we need to take in 2017 are as follows:Creation of Resource hub This resource hub should contain a module that can be used by any stranger to get to understand AIESEC and specifically the functioning of AIESEC in Pune. All necessary information that a new recruit may need should e available in this hub. Of course this isn’t an alternative to the usual training and induction module but is rather a supplement to it which the trainer/trainee can refer to for clarity.

Standardizing Procedures In order to create the resource hub, the AIESEC knowledge can be obtained through various avenues but the challenge is department centric knowledge of the day to day functioning of our products. For this knowledge to be compiled, firstly all operational processes will need to be structured and eventually standardized.

Documentation Standardization of processes will be effective only if the standards in question are well documented and updated with latest changes. Also whatever realities exist in the actual application of these strategies also needs to be documented so that at any point if any member of the organization wishes to understand a particular situation better, he/she can go back to these documents and learn from hardcore facts than having to understand through another person’s perspective.

Growth Mindset In terms of Values that need to be driven down as a culture, having a growth mindset is of utmost importance. A constant effort needs to be made to ensure that the members have a growth mindset and are also benefitting from the work that they are doing. An overall positive environment could create a healthy work ethic and may not need performance appraisal as a means to keep productivity in check. dvaiet Chadha

Application for Local Committee President AIESEC in PUNE

AIESEC in PUNE

Recruitment and retention are the most discussed processes when discussing anything to do with people in the organization. So much so that these two aspects are hyperlinked; The processes, values and beliefs that lead to current retention are the same process, values and beliefs that attract future recruits and the circle continues.

The trick is to make fully and distinctly identify our current processes, values and beliefs and then maintain their consistency with which we communicate the same inside or outside the organization. This consistency should also be aligned to what the members believe is good for them and they should see potential for growth for themselves in the organization. As long as they feel they can gain something from the organization, they will stay and retention levels will be up. If retention levels remain high then it means two things :1) we might not need to keep recruiting too many new people in the first place.

2) Even if we do need to recruit a few more, our current workforce will automatically attract the kind of people that believe what they believe and the organization believes Of course this is an ideal scenario which is why we also need a backup plan :Given our past trends, we usually need to recruit new members in two cycles in Jan and August ( and twice more in between if need be as per department requirements).

Again, the best marketing strategy is word of mouth. Since word of mouth isn’t a marketing initiative that can be planned and executed, we have to go back to ensuring that our current members are well aware of the pre-existing processes, values and beliefs so that they automatically attract people who have(or want to have) a similar mindset. So the backup plan also re-iterates the necessity to work on the former plan itself.

But this is only about attracting new people into the organization. Screening them to recruit them is another ball game. In previous years, we’ve adopted various models decide whether or not someone will be fit to become a member of AIESEC or not. Despite these models of screening and the number of variations we’ve tried, our retention rates haven’t stayed as high as they should have. This can mean one of 3 things:Either our models are obsolete Or We don’t have a structured way to screen who may or may not stay in the organization in the long run Or We need to re-work our engagement post joining plan Hence I believe that the answer to recruitments and retention is more deeply rooted in principle and intention than in strategy or framework.

No matter what screening process we adopt or even if the screening process we adopted was inefficient, it doesn’t make a difference. Because no matter the kind of people that we recruit, if our organizational process, values and beliefs foster a learning environment, they can be trained and taught to BECOME the members we want them to be.

A step beyond this is that irrespective of the approach we adopt to screen who becomes a member of AIESEC, we need to come up with a way of involving the non-selected students in one or the other products that we have as AIESEC. This is because every person who approaches us for any of our products has received some information from some channel. If not one product, we need to involve this person in some other way with AIESEC in the future because he/she is no more a stranger but now a visitor who knows some information about the organization. It’s only when we engage all our visitors can we engage and develop every young person in the world (or in this case, in the city of Pune) “Great organizations don’t hire skilled people and then motivate them, they hire already motivated people and then inspire them” dvaiet Chadha

Application for Local Committee President AIESEC in PUNE

AIESEC in PUNE

We say we want to develop leaders as our impact model and we convey the same very well to our membership at various points in their journey through the forums at AIESEC. But we don’t give them spaces to ponder about whether or not the experience that they are going through is helping them in any way or not. Moreover after recruiting members, our focus shifts to training them in order to get work done from them because we believe that operational excellence automatically drives personal growth. Although it is true to some extent (given the experiential leadership strategy) but we need to inculcate a culture of our members being aware of everything that they do for the organization and how it’s contributing to their personal growth. Furthermore, we need to ensure that our members fully believe in the same things that the organization and/or LC believe in. This is crucial because if the people in the organization vision, goals and strategies then all the other measures of successes( things like productivity, customer satisfaction, value delivery, engagement etc) will fall into place automatically.

“There are two ways to influence human behavior: You can either manipulate them or you can inspire them.”

All kinds of businesses across the world that are for profit or otherwise regularly do reviews and audits to understand the efficiency of their processes in various departments. They do this despite the leadership being constant because the work environment is and has always been dynamic with numerous internal and external variables that need to be considered.

As a an organization whose leadership body changes every year internationally and locally, AIESEC has access to new ideas and a fresh sense of hope for exponential growth with every new leader. But the key element that has been restricting our growth is the same thing that also got us here in the first place.

The only way transitions can work in our favor as an organization that changes its leadership every year is through documentation. Every single piece of information that the current leadership body comes across needs to be documented in as much detail as possible so that it can be passed on as a basis for developing new strategies by the next leadership.

This includes every strategy, innovation, resource, plan, success, failure, meeting minutes, presentation, lead database, marketing strategy and so on.

Finance and Legal:

A financially sustainable LC is one which is in a state such that it has the money to clear all its liabilities at the time in question A financially profitable LC is one which is in a state to make investments and/or expenses at whichever point they are considered essential by the VPF without affecting any of the other processes of the organization. dvaiet Chadha

Application for Local Committee President AIESEC in PUNE

AIESEC in PUNE

Things to do to make AIESEC in Pune profitable Proper planning and forecasting Financial budgeting and forecasting is something that needs to be focused on. Though it’s important to do so well before the year begins but it’s also necessary to revisit the budget every quarter so that necessary measures can be taken to maintain liquidity based on ground realities. This is because no matter how well thought of and detailed the year budgeting may be, but the ground realities of financial inflow as compared to the timelines of expenses and investments are very volatile.

Tracking Returns on investment Most important attribute of being a profit friendly LC is to be able to know what avenues of investment are profitable in the first place. Being an organization that deals with products and not services, the tracking of returns is a challenge but we need to work on a model that helps us overcome this. Blindly investing into avenues according to our needs may be risky in the long run.

Finance as a portfolio in the last two years has been very dynamic. In the beginning of 2015 we started as a financially profitable LC and made investments into various fronts and also some major bad investments in the process.

In 2016 we started with negligible money which restricted any avenues of investment but now have grown to a much better state of financial health. This has led to investments in multiple avenues like International relations and Membership.

I envision finance evolving to a stage where it’s regarded as a medium to keep organizational growth and processes in check. Financial investments, although essential, should also not be regarded as the benchmark that leads to growth for the LC. Our products need to be so evolved that finance should complement to the preexisting growth instead of the departments relying on financial investments to initiate their plans from the ground up.

If you compare the investment decision making process from an external perspective (from an investors perspective), he would consider investing in a model that already shows some promise for growth due to its past record than a model that simply envisions growth in the form of ideas and theory. That’s what AIESEC in Pune should work towards building: a self-sellable value proposition for all its products without need for monetary investment. Make it work for the first few customers/clients and then invest in the necessary elements to exponentially increase the growth.

dvaiet Chadha

Application for Local Committee President AIESEC in PUNE

AIESEC in PUNE

International Congress Membership – (Lcong, RNR, iXP) Intern Accomodation Online Marketing

Financial Investment Area

Description

Amount

%

IR

EP kits LCong iXP/EXCEL Membership Fund EP kits EP engagement activities Global Village Balkalakaar Online Marketing (Facebook, Instagram, LinkedIn) Content generation Onground Marketing

25,000

6.67%

100000

26.67%

100000

26.67%

150000

40.00%

Membership

Value Delivery

Marketing

(AIESEC events, attendance at external forums, event partnerships, sponsoring other events etc) Print marketing AIESEC Reports Promotional Booklets (For GCo, GTo and GCs)

INVESTMENTS 7% IR 40%

26%

MEMBERSHIP VALUE DELIVERY

27%

dvaiet Chadha

Application for Local Committee President AIESEC in PUNE

MARKETING

AIESEC in PUNE

We are a not for profit organization does not mean our processes should not make business sense. In the past, the financial budget awareness has been restrictive only to AGMs, that happen once a year.

For an organization with the budgeted scale of operations of nearly 250 exchanges, the financial planning is restrictive of short term goals than long term. Currently our financial investment and expenses occur on the basis of need and not plan. Operations are currently driving financial planning, that too short term. If we want to grow as a business, financial plans should drive organizational growth.

This doesn’t mean we lose hindsight about our bigger visions but this shouldn’t be at the cost of inefficiency as a business. The scale at which we operate can be much bigger if we keep financial health as a contributor to growth.

Standards Financial management involves minimizing risk as much as possible and the first step to do that is minimizing the variables. For us to achieve a low risk environment we need to distinctly identify and set organizational processes and standards in place not just in terms of financial accounting and book keeping but also operational processes.

Goal setting Once the standards are in place, the best case (ideal) and worst case (realistic) numbers in terms of goals need to be set. This is important because knowing what to work towards is integral in designing the necessary action steps and the necessary investments that would need to be made. Goal setting is also necessary for AIESEC in Pune as it decides the financial inflow which also again affects the investment feasibility and timelines.

Accountability and Review The operational heads need to be held responsible to their budgeted goals in order to maintain the growth path and if the processes need to be constantly reviewed and improved upon to minimize the risk. If at all there are variations to the planned numbers, the necessary corrective measures need to be made in the budgeted plan and the processes; action steps and investment/expense avenues need to be realigned to ground realities. What is important here is this accountability and review needs to happen well before the changes need to take place and not when they are the last resort. Else accountability and review just becomes a firefighting mechanism due to lack of any other option instead of being a precautionary measure that works towards identifying best case scenarios for the situation at hand.

dvaiet Chadha

Application for Local Committee President AIESEC in PUNE

AIESEC in PUNE

We are a platform for the elite The products of AIESEC are GL (membership), GC (short term social exchange) and GT (long term corporate exchange). To some extent, it is true that our access is limited to those who have the resources to take advantage of our products. A student who doesn’t have the financial means may not be able to afford a GC. A startup may not be able to afford the AIESEC administrative fee to hire an intern.

The hack: our outreach is limited only to our mindset and nothing else. The vision of AIESEC is not to have impact ONLY by doing more exchanges but the vision is creating impact THROUGH these exchanges. Its okay to accept the fact that all our clients (EPs, companies, NGOs or members) are a minority of the total pool that is the world (or in our case the city of Pune). But its not okay to restrict our impact model to only them. What we need to understand is these clients/stakeholders are mainly the catalyst to the bigger picture which is the city of Pune.

More outreach means more investment Putting more money into marketing doesn’t guarantee more customers. Marketing only gets the word out and spreads awareness. Buying decisions for any product or service are based on the value that we actually aim to deliver to our customers and the reviews of our pre-existing customers. Word of mouth, goodwill, satisfied customers, promoters whatever you want to call it. No denying that investing time energy and money into marketing is necessary, but not without investing in delivering a quality experience first so that you can base the marketing investment on something tangible.

Organizational growth can come without incentives/rewards for the people of the organization Of course people like incentives, a discount or a reward never made anyone unhappy. But the trend in the past has been that incentivizing and rewarding is the key to boosting membership morale and growing in numbers. Further the non contributors have to be punished or de-incentivized to make them work or else they must be terminated.

This idea of motivation is called ‘carrots and sticks’ and works only for tasks that have a clearly understandable and executable plan of action. None of what we do as AIESEC is that simplified or easy to execute since we are a service based organization and not a product selling organization. It may motivate members to work for a while but the motivation will be restricted to gaining the rewards, and then what?

Another new set of rewards? Will they ensure they deliver quality experiences in hope of the above rewards or will only do the tasks necessary to achieve the rewards?

To answer the above questions we need to first ask ourselves a few basic questions What if the reward that a member gets for working for AIESEC is his/her personal growth?

What if our members completely understood that the organization success will only come through their personal growth?

What if we actually realigned our organizational operating model to drive customer satisfaction through the growth of our own members first?

What if work came from the hopes of personal benefit?

Would we still need to rely on incentives to make our members to work?

If our members see that their work contribution is helping them grow, there is no reason why they wouldn’t want to contribute more. In fact it would create a much more positive work environment.

dvaiet Chadha

Application for Local Committee President AIESEC in PUNE

AIESEC in PUNE

Stakeholder RAting

5

Justification Weve established contact with numerous LCs but haven’t capitalized on the exchange numbers with most of them

Improvement Plan Constant communication Mutual exchanges with partner LCs instead of one sided exchange Growth Model for Enagement and retention

7

Our members are as good as they ever were and as good as they can be.

We need to encourage an envirorment of personal growth for our members instead of a work and get rewarded or leave if you don’t contribute model.

There is no right or wrong people for AIESEC. The perpetual problem of retention is not because we recruited wrong people but because we didn’t do the right things after recruiting them.

Increasing the interactions we have with parents.

5

6 8 7 2

For the first time ever we had a parent forum where we addressed all parental concerns directly. It’s a start to ensuring stakeholder involvement and ensuring member retention but we can do a lot more here.

Majority of our current clients are those who have remained our clients in the past. We have also made a constant effort to get the old clients on board who had any sorts of complaints from us in the past. The delivery time for these clients though still remains to be a problem. Payment at approve is a good step to tackle the problem of the duration between promise and delivery.

Despite not having high exchange numbers, weve built a good relationship with our currently existing GCo clients. It has set the tone for our winter and if maintained can be a catalyst of growth and relevance for the department Thanks to shifting our model from a push mechanism to a pull mechanism through the IEFs, we have built some sort of brand for AIESEC in the month of august and September amongst the students. Also our hosting programme has contributed immensely to building the relevance of the organization amongst the students Except FLAME, no other university in the city openly supports or endorses the activities of AIESEC amongst its students.

dvaiet Chadha

Parent newsletters need not be a one time thing. The membership newsletters need to go out to the parents as often as they do to the members Inviting parents to all local forums Parents of our members don’t know what it is that their children do at AIESEC. We should involve them at all our forums and membership interactions.

The best way to build on our relationship with our clients is to constantly keep them engaged. We may be giving our best to meet their needs but as long as they don’t know that, our efforts are futile. Constant communication is key to a happy customer.

We need to constantly work on building our relationship with social organizations as our true impact in the city of Pune is reflected through the work that our EPs do with them.

We need to be consistent in the efoorts that we put on building value for 4 stakeholders Potential EPs Current/past GCs EPs Hosts Members

These are the people that are shaping the perspective of AIESEC in the city of Pune Concrete plan of action when approaching a university. The end goal of doing a meeting with a university is to reach out to its students and the timeline for the same needs to be kept in mind. Too soon and they’ll forget. Too late and it wont make any sense to them.

Application for Local Committee President AIESEC in PUNE

AIESEC in PUNE Section 4 : YEAR PLAN

Global Talent – Organizations Month

App Re

Major Action Steps

Explanation

Synergy

Co-delivering all products in the LC with other LC partners to build creditable relations between LCs for future

GCo , GCs

Investing in venue, logistics etc

F

Reports and promotional material

M

Recruitment

Backward planning

TM

Training

Evaluating current processes and creating SOPs

TM

Corporate event presence

Establishing presence of Gto as a product by actively representing AIESEC at every possible corporate forum

F-M

New IR

Building on new IR's according to demand

-

Focus on Delivery

Accomodation and legal procedures

F - GCo

Recruitment

Backward planning

TM

LC partnerships December

February

4 4

-

3 3

March

2

1

April

11

5

May June July August

10 12 9 8

8 11 4 4

6

8

October November

7 7

15 11

December

6

7

January

-

-

TOTAL

86

80

Engagement & Value Delivery

September

Engagement & Value Delivery

January

-

NEXUS

Training Focus on Delivery

NEXUS

Evaluating current processes and creating SOPs Accomodation, Legal procedures, Enagement with Client and EPs Investing in venue, logistics etc

TM F - Gco F

Reports and promotional material

M

LC partnerships

Co-delivering all products in the LC with other LC partners to build creditable relations between LCs for future

GCo-GCs

Recruitments

Backward planning

TM

dvaiet Chadha

Application for Local Committee President AIESEC in PUNE

AIESEC in PUNE

Global Citizen - STUDENTS Month

App

Re

-

January

4

5

February

3

3

April

25

3

May June July August

27 9 5 1

20 30 10 3

September

3

2

October

12

2

November

10

3

8

20

January

-

-

TOTAL

115

104

LC Partnerships

Co-delivering all products in the LC with other LC partners to build creditability between LCs for future

GTo , Gco

International Exchange forum

Social impact

Recruitment

Backward planning Evaluating current processes and creating SOPs Concrete proposal and year long delivery timeline

GCo - F - M TM TM M

CA

Concrete JD and reward structure

M+TM

International Exchange forum

Constantly improving the model and agenda

M

Matching + Engagement

Building on new IR's according to demand

M

Strengthen Delivery Plan

ENGAGEMENT

December

Synergy

UR

REINTEGRATION

3

Explanation

International Exchange forum

ENGAGEMENT

8

ATTRACTION

March

ATTRACTION

-

LEAD NURTURING

December

Major Action Steps

Global Village Global Village Recruitment

EP kits Incoming EP GV Returned EP GV Backward planning

F - GC GCs - F - M TM

Training

Evaluating current processes and creating SOPs

TM

International Exchange forum

Constantly improving the model and agenda

M - TM

International Exchange forum

Constantly improving the model and agenda

M - TM

Engagement Activities

OPS/Gala Dinner

LC partnerships

Co-delivering all products in the LC with other LC partners to build creditable relations between LCs for future

GCo-GCs

Recruitments

Backward planning

TM

dvaiet Chadha

Application for Local Committee President AIESEC in PUNE

AIESEC in PUNE

Global Citizen - Organizations Month

App Re -

-

January

6

5

5

5

1

May

13

5

June July August

5 5 1

10 19 3

September

2

1

October

4

0

November

7

2

10

9

January

-

-

TOTAL

76

60

Client CRM

Finding Hosts Matching Strengthen Delivery Plan Global Village Balkalakaar + BIG GV Recruitment Training CRM with clients

Value Delivery

December

Training

Matching

BUILDING IR

0

MATCHING

15

Value Delivery

April

Balkalakaar Recruitment

JD aligning

MATCHING

March

3

BUILDING IR

February

LC Partnerships Value Delivery

December

Major Action Steps

Matching Engagement Activities

Explanation

Synergy

Co-delivering all products in the LC with other LC partners to build creditability between LCs for future

GTo , GCs

Social impact Backward planning Evaluating current processes and creating SOPs Narrowing down on project requirements and timelines Online promotion, approaching new LCs for Eps and so on Constant communication with Clients to keep them updated with information Using membership and non-GCs raises as possible options for hosting

GCs - F - M TM TM M

TM - M

Building on new IR's according to demand

-

Figure out hosts and other logistics

F - GCo

Builds to Baklakalakaar Social impact Backward planning Evaluating current processes and creating SOPs Re-raising opportunities for winter

GCs - F - M TM TM -

Building on new IR's

M

LC partnerships

Co-delivering all products in the LC with other LC partners to build creditable relations between LCs for future

GCo-GCs

Recruitments

Backward planning

TM

dvaiet Chadha

Application for Local Committee President AIESEC in PUNE

AIESEC in PUNE

Section 5 : EXECUTIVE SUMMARY

AIESEC

AIESEC

AIESEC for Pune

dvaiet Chadha

Application for Local Committee President AIESEC in PUNE

AIESEC in PUNE Section 6 : YOU AS A LEADER 1.

AIESEC has challenged me at every step ever since I joined. It has built me as a person and develop the qualities I have as a leader. But I think the best is yet to come. All this knowledge and experience I’ve gained so far can only be fruitful if I empower other people with the same experience. Ofcourse ive been able to do this even being an EB member but so far its been a learning process. Its built me into a leader. I believe that the true essence of a successful leader is not how much knowledge he/she has or the personal achievements that he/she has had. A successful leader in my eyes is one that empowers other people and creates more leaders in the process.

Whether or not I can do what I think I am capable of being a successful leader is something I can only find out by leading the LC. 2.

AIESEC in Pune

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dvaiet Chadha

Application for Local Committee President AIESEC in PUNE

AIESEC in PUNE 3.

A Local Committee President is the end responsible for every action and its implication in the LC. He is responsible for every experience that AIESEC in Pune shapes, every life that we affect and every stakeholder that we interact with.

I believe that my passion for the organization and the perseverance that I work with is what makes me capable of the responsibility of being the Local Committee president of AIESEC in Pune Something that I still need to work to improve yet would be people skills 4.

Guide the EB Hold the EB accountable Ensure organizational goals are met Ensure timelines are maintained Provide direction to the LC (Strategic and otherwise) 5.

Adaptable Its important for a leader to be dynamic and accepting of the changes around him to ensure that the best outcome can be attained. The first step to being adaptable is acceptance that there is a problem and then finding solutions to it.

An example of how I portray this quality is in my term as VP GCs. It was the decision to shift the consideration phase model from induction at the office to doing a group induction in the form of an International Exchange forum. When I heard about the idea for the first time I was skeptical but when I understood it in detail I realized that it’s something that makes the old model look obsolete.

Strategic and performance driven Ideas are cheap, execution is everything.

I have always believed that any idea can be successful only if there is a detailed strategy behind it that accounts for all possible scenarios. Its one thing to believe in an idea and be attached to it emotionally and another to look at the idea rationally and create a feasibility plan around it.

Given the dynamic environment in which we deal with our stakeholders, I think it’s of utmost importance to be adaptable if we want to be efficient. Further,being adaptable means constantly changing basic processes to lead to a better outcome. A strategic approach is necessary to any problem and I believe under my leadership process standards and strategy will be at its best. dvaiet Chadha

Application for Local Committee President AIESEC in PUNE

AIESEC in PUNE 6.

An ideal EB is one that has

Vision Clear vision and end goal in mind of what is to be achieved at the end of the term. This goal is not in exchange numbers but in the Value and culture that they want to see inculcated into the LC through their term. Of course exchange numbers are essential for goal setting but not at the cost of diverting away from the bigger purpose.

Accountability Furthermore, an ideal EB is one that is proactive in terms of work and holds each other accountable to their contributions.

Growth mindset Having a growth mindset means dealing with every situation as an opportunity to learn rather than a task that needs to be completed. It also means providing those who work with and for us with a platform for their personal growth too.

An EB is a team that works together for a year managing the entire operations for the worlds largest youth run organization in a city. The opportunity is magnanimous and the responsibility is equally as big. Before an EB moves into any sort of work, it’s essential that every EB member understands each other and their ways of work. Getting to know the team is the most essential step in being a productive and most importantly team. I strongly believe that I can push people to work harder and at the same time provide them the necessary support to achieve their goals.

7.

GB-MB-EB alignment is a direct reflection of the organizational efficiency. The same information that EB knows should be passed on in as much detail as possible to the MB and GB. If all the levels of the organization are on the same page regarding every aspect, AIESEC can flourish truly.

As an LCP, I will ensure that I constantly provide support to each level of the organization at whatever point necessary.

The key elements that I wish to see in the relationship of each body are the same as the elements of an ideal EB as mentioned in the previous question

8. You have completed the application. How do you feel?

dvaiet Chadha

Application for Local Committee President AIESEC in PUNE

AIESEC in PUNE To Karteek Hoshangabade Local Committee President, AIESEC in Pune, India Subject: Proposer for Advaiet Chadha’s application for the position of Local Committee President 2017-18 Dear Karteek, I feel privileged today as I sit down to write this letter proposing Advaiet’s application for the position of Local Committee President.

As a new GCs member in Q1 2015, I’ve e seen Advaiet as a brilliant TL. As a GCo TL in Q3 2015, I’ve seen Advaiet as an incredibly active and contributing member of my team and that’s when I’ve truly gotten to know him.

Every time I met Advaiet since then, I’ve learnt something from him. He has taught me what it means to be truly open to new experiences, he has taught me what it means to be curious, to be a team player, to support new ideas, to keep pushing to achieve goals that seem impossible to reach, to learn from others, to try to do the strangest things, to keep looking out for the best and the list can keep going on and on! I’ve known Advaiet for over a year now and of all these fantastic things, if there’s one thing that I’ve admired the most, it is his ability to push his colleagues, to be the best versions of themselves.

Advaiet has always been ready to do w whatever it takes for the benefit of this LC. From expansion visits to endless inductions, he has done it all with all his heart! As a VP GCs, he has strived hard and given his best to give the portfolio the brilliant position that it proudly holds. His love for the organization and the LC shines through his incredible work. He applied to be on the EB in the year 2015. Despite not getting through that year, he has s been there, to contribute to AIESEC in Pune, to develop the leader in him, to learn more and to gain more experiences. But the most incredible thing was that he did not give up! He got on the 2016 EB and has contributed immensely in t the growth of the LC. His vision for AIESEC in Pune is inspiring and thought provoking.

To conclude, I would simply like to say that, Advaiet has the love, the passion and undoubtedly the capability to take AIESEC in Pune to new heights. I firmly believe that he is a leader who can empower and inspire. His incredible qualities and humble nature give me assurance that he will do complete justice to the role of the Local Committee President of AIESEC in Pune and that he will deliver unforgettable experiences to all its members.

With this, I, Apoorva Sonawane, propose Advaiet Chadha’s application for the post of Local Committee President of AIESEC in Pune 2017-18.

Apoorva Sonawane Vice President - Incoming Global Volunteer Programme

dvaiet Chadha

Application for Local Committee President AIESEC in PUNE

AIESEC in PUNE SECONDERS LETTER

To Karteek Hoshangabade Local Committee President, AIESEC in Pune, India Subject : Seconder for Advaiet Chadha’s application for the position of Local Committee President 2017-18 Dear Karteek, Advaiet Chadha was a name I knew even before I joined AIESEC in February 2016.

There are very few faces you associate with an LC and he is one. A calm & innocent face but a heart filled with dedication and love for AIESEC in Pune and all the more for its members.

A Vice President, a team leader, a mentor, a friend-I had the good fortune of knowing Advaiet from various perspectives. Though I was never a member of his committee, I had the fortune and good luck of being his mentee. There were times when he was more concerned about my application for a role than I was myself.

Subsequently, there was a time when my conscience asked me,“Is it Advaiet's application or yours?”.

This only proves how concerned he is for his mentees and fellow members! Advaiet is a person who has never answered my questions directly but always facilitated me in finding the answers myself.

I have seen him constantly push members for their betterment. He sees the potential in the members and thus makes them challenge themselves and take it to the next level. At a personal level, It was he who kept asking me regularly if things were smooth and if i faced any problems in/outside/due to AIESEC. A quality very rarely found among leaders.

Undoubtedly, he has always been a catalyst to me & my development and for others alike.

He has always been passionate about the work he does and precisely why he is one of the oldest and most experienced members in the LC. Ever since he joined AIESEC in Jan 2014,he has been a part of almost all the portfolios there is.

I am confident that his bird eye view coupled with the experience and learning he has gathered from the various job roles will definitely be of immense help in shaping the goals of our LC and it’s shining future.

I am confident that through his experience he will be able to lead the LC to a better height.

A leader, is a leader who I believe, works with you and not above you.

A leader’s best quality I believe is not running after numbers but making sure that his members are enjoying the work they are doing and more importantly, learning!

A leader who understands all this and much more is what my LC needs now and I can sternly say that Advaiet has displayed all the positive traits and am sure that he is an extremely suited candidate for the same.

With that I would like to put my faith on and second Advaiet Chadha’s application for the office of Local Committee President, AIESEC in Pune, 2017.

Sincerely, Bishal Dasgupta TL,NEP and VD,GTo

dvaiet Chadha

Application for Local Committee President AIESEC in PUNE

AIESEC in PUNE A SHIP IS SAFE AT HARBOR, BUT THAT’S NOT WHAT SHIPS ARE BUILT FOR

Advaiet Chadha

Application for Local Committee President 2017 dvaiet Chadha AIESEC in Pune Application for Local Committee President AIESEC in PUNE