AIESEC  India  –  Organizational  Structure  Evolution    

Why?  

-­‐Providing  the  right  leadership  development  experience  to  young  people  thereby  enabling   the  development  of   their  values  and  competencies.  We  need   to   create  accessible  and  better  experiences  for  the  transformation  of  more  young  people.  Through   this   we  will   ACHIEVE   2012-­‐13   and   showcase   our   relevance   and  contribution  to  India.  

-­‐   It  is  important  to  have  a  structure  that  is  not  limiting  our  talent  capacity  but  actually  enhancing  it  and  helping  us  to  grow.  

-­‐  Focused  Productivity  leading  to  GCDP  GIP  growth.(or  growth  of  the  programe  your  LC  is  focusing  on)  

 

How  are  we  moving  towards  2013?  

 

Expanding  AIESEC  Network  in  India  

Financial  Sustainability  driving  growth  

Collaborations  across  sectors    

Brand  &  Information  Management  

Legalization  

Programme  Delivery  EfMiciency  

 

   

What  are  we  moving  towards?  

TMP  -­‐  20000  

Outgoing  –  550  

Incoming  –  1900    

TLP  -­‐  6000  

Outgoing  -­‐  2200  

Incoming  -­‐  3500  

 

 

 

   

Specialized  Units      

How  do  I  design  and  customize  my  SU  structure?  

-­‐ Pick  your  focus  Programme/programmes  (maximum  2)  -­‐ Create  an  OS   for   the  entire  programme  and  point  out  key  synergy  points  

between  the  programme  head  (SU)  head  and  the  support  functions.  

 

• What  does  an  oGCDP  SU  look  like?  

Case  1:  

For   example,   I   am   an   LC   X   and   I   have   200  members   right   now.  My   focus  Programme  for  the  coming  year  is  OGX.  (In  particular  oGCDP)  

Case  2:  

“I  am  a  high  potential  LC  who  wants  to  grow  exponentially  in  oGCDP”  

 

In  the  above  example:  

-­‐ My  LC  has  an  OGX  SU.  The  OGX  SU  can  have  up  to  150  people  just  working  on  OGX.  LC.  However  it  is  important  not  to  start  with  a  number  like  150.  It  is  suggested  to  start  with  about  30-­‐40  people  and  scale  it  up.    

LCP  

SU  oGCDP  

3-­‐4  VPs  oGCDP  

TLs  

oGIP  

TLs  

2  VPs  iGIPX  

TLs    

2  VPs  iGCDP  

TLs  

Core  Support  Team  

 

   

-­‐ It   is   crucial   for   the   right   person   to   handle   an   SU   because   it   will   mean  handling  2  layers  and  more  people.  

-­‐ My   LC’s   iGIP   iGCDP   functions   run   in   the   regular   OS   with   the   proposed  programme  structure.    

-­‐ The  Core  support  team  will  be  BD,  Marketing,   IM,  TM,  Expansions  and  Finance.  

-­‐ The   core   team   (including   exchangers)   should   not   be   more   than   12-­‐13  people.  

-­‐ The   OGX   SU   in   this   case   can   have   VPs   handling   specific   projects/sub-­‐products,  countries  or  universities.    

-­‐ The   core   teams   NEEDS   to   get   strong   operational   and   leadership  training  and  have  very  good  understanding  of  our  organizational  essence.  

-­‐ Suggestion   -­‐   TM   needs   to   have   a   coordinator   in   the   SU   to   ensure   better  management  of  membership.      

 

Case  3:  

-­‐   “My  LC  has   two   focus  programmes   –   oGCDP  and   iGIP   and  has   the   talent  capacity  to  handle  two  SUs  then  I  can  have  a  structure  with  2  SUs”  

 

 

 

 

LCP  

SU  oGCDP  

3-­‐4  VPs  oGCDP  

TLs  

oGIP  

TLs  

 SU  iGIP  

2  VPs  

TLs    

2  VPs  iGCDP  

TLs  

Core  Support  Team  

 

   

• What  are  some  of  the  things  the  LCP  has  to  define  very  clearly  for  this  structure  to  work?  

-­‐ Synergy  on  the  core  team.  -­‐ Regular  (at  least  once  in  ten  days)  core  team  meeting.  -­‐ Roles  and  responsibility  of  each  individual  on  the  team.  -­‐ Clear  rules  and  policies  for  the  working  of  the  SU.    -­‐ An  excellent  internal  communication  channel.  -­‐ Keeping   the   core   team   very   accountable   to   their   goals.   If   the   core   team  

doesn’t  work,  the  whole  structure  will  not.    -­‐ Delegating  well  to  manage  volume    -­‐ A  SU  head  can  have  his  own  meetings  with  the  SU  and  the  entire  team  and  

LCP  don’t  always  need  to  be  a  part  of  these  meetings.        

If  your  LC  does  not  have  the  capacity  to  initiate  an  SU  but  wants  to  get  to  that  stage,  you  can  have  a  similar  structure  with  fewer  people  under  each  Director.  Once  this  works  you  can  evolve  to  SUs  in  the  following  year.      

Example  for  Director  structure  -­‐  oGCDP  

 

Note  –  The  VPs  will  be  under  a  director  in  the  case  of  oGCDP  but  will  still  be  part   of   the   EB   team.   They  might   or   might   not   be   part   of   some  meetings  depending  on  the  need.    

LCP  

VPoGCDP  

2  VP  iGCDP  

TLs  

2  VP  iGIPs  

TLs  

2  VP  iGCDPs  

TLs  

1  VP  oGIP  

TLs  

 Support  Team  

TLs  

 

   

-­‐  Regular  OS  

 

-­‐ The  most   important  thing  about  this  structure   is  having  a  VERY  STRONG  MB.    

-­‐ The  core  team  will  not  have  more  than  10-­‐11  people.  -­‐ The  core   support   team  consists  of  Marketing,  BD,  TM,  Expansions   (if   the  

LC  has  taken  up  an  expansion  initiative),  and  IM.    -­‐ The   VPs   for   exchange   will   have   to   have   minimum   4   TLs   each   with   4-­‐5  

members  under  each  TL.    -­‐ The   idea   is   to  have  enough  HR  working  with  a  VP  but  not  having  a  huge  

EB.  -­‐ TLs  need  to  get  very  good  operational  and  leadership  training.  -­‐ VPs  need  to  manage  TLs  very  well  to  ensure  productivity.    

 -­‐ University  based  LCs  like  Manipal  and  IIT  KGP  can  have  an  increased  

focus  on  OGX  and  have  even  2  VPs  for  the  same.    

 

             

LCP  

2  VP  iGCDP  

TLs  

VP  iGIP  

TLs  

1-­‐2  VP  oGCDP  

TLs  

VP  oGIP  

TLs  

Support  team  

TLs  

 

   

Example  of  an  SU  for  oGCDP:    

-­‐ oGCDP    JOB  ROLE  OF  SU  head  for  OGX  and  his  team:  

 Team  Purpose   To   develop   global   entrepreneurial   leaders  who  

can  create  a  positive  impact  on  society.  

Job  Description  and  role  of  VP   • International   Relations  (Incoming/Outgoing  CEED  and   Internal  marketing  strategy)  

• To  develop  strategies  for  oGCDP  and  growth  based  on  research  &  discussion  and  to  periodically  track  &  analyze  global  and  national  exchange  trends.  

• Implementation  of  Growth  drivers  • Marketing  Strategy  and  external  

collaboration.  • Market  penetration  through  

Overlooking  recruitment,  induction,  preparation&  delivery  of  EPs  in  the  LC  

• Touch  point  for  the  directors  • To  co-­‐ordinate  with  other  functions.  • To  provide  overall  direction  and  

guidance  to  the  operational  activities  of  the  organization  with  the  objective  of  maximizing  growth  

• Synergy   with   VP   Expansions   to   drive  OGX.  

• Touch  point  for  Directors.  • Overlooking   recruitment,   induction,  

preparation  &  delivery  of  EPs  in  the  LC.  • Analysis  of  the  Global  Supply  &  Demand  

&  Alignment  of  the  LC  to  it.  

Specific  deliverables     • Ensuring   high   delivery   &   realization  rates  in  the  LC  

• Ensuring   that   every   EP   goes   through  the  entire  EP  process  (Excellent  Process  Implementation)  

• Market  Capitalization.  • Ensuring  high  quality  EPs  are  recruited  

(Excellent  Selection  Process)  • Making  sure  oGCDP  is  branded  properly  

in   the   local   reality   along   with   VP  marketing.  

• Achievement  of  the  Ra  Ma  Re  Targets  

Specific  skills  required   Very   good   Communication   skills,   Presentation  skills,   Analytical   skills,   Pro-­‐active   learning,  Global   mindset,   Ability   to   manage   multiple  things  at  a  given  point  of  time.  

 

   

AIESEC  Knowledge  required   AIESEC   Way,   2015,   AIESEC   Global   Supply   &  Demand,  oGCDP  knowledge.  

 

 

 

Proposed  Structure  for  the  team:  

 

-­‐The  directors  are  handling  specific  universities.  

-­‐  The  TL  AIESEC  XP  and  Delivery  is  a  TL  and  works  under  the  LC  VP  oGCDP/SU  head  directly.  

 

LC  VP  oGCDP/SU  head  

Director    

TL  UR   TL  IR  and  matchig  

Director  

TL  UR   TL  IR  and  matching  

Director    

TL  IR  TL  UR  and  

matching  

TL  AIESEC  XP