alok khatri manifesto 2014

Lead with purpose to become internally perfect and externally relevant

Passion Capital


Passion Capital

Section A | Opening note

In a maximum of one page, summarize your application.

Organizations have different kinds of capital: Financial, human, intellectual and technological.

When you have these things in place, the idea is to simply put an effective strategy to pull them together. Success will come.

However, does it always? Throughout the course of history there have been organizations that have

had these capitals and yet failed. Why? How did those organizations failed to convert the essential idea

into a success story. Do we need something else?

“Without passion you don’t have energy and without energy you have nothing”

Passion an emotion. How can an emotion even make organizations successful? A lot of times it’s very

short lived. It fades away and seldom comes back. Yet we say an apple, a google and a Johnson and Johnson are successful because of this element. Does it just come to special people or is there

an alchemy to it?

Yes passion is an emotion, but passion capital is an asset. It is the energy, intensity and sustainability that leaders use to create long lasting value. It starts with an emotion but it’s about taking

this strong emotion and turning it into a valuable asset.

Whenever we see Usain bolt on track, Steve Jobs launching a new product or A. R. Rehman playing

his favorite tune, you get this feeling from inside which says “WOW”. Yes these people were passionate but their passion was backed with a very strong purpose. Their passion defined the way they chose to

live. Their purposeful passion gave them the persistence to come over numerous break downs and still

stand strong. Yes it took more than just passion.

Do you know why you do AIESEC every day? Can you shout out your purpose of being in this organization? Do you know your purpose in life? How big things do you want to do in life? How

many lives do you want to impact? How do you want your story to be? Do you have the passion to do things you are doing right now?

I believe in this organization. I believe in the way this organization is supposed to impact lives. I believe in the AIESEC way. I am deeply connected to AIESEC in Chandigarh and I believe we need to do AIESEC

the right way.

780 exchanges, a Dream to make that happen, a Purpose to deliver an empowering leadership

experience to each one of them, a passion to do AIESEC the right way and a persistence to overcome every challenge. I am building my Passion Capital and I invite you to do the same.

We need to build an internally perfect and externally relevant AIESEC in Chandigarh.


Passion Capital

Section B | Personal Information

Please make a one-page resume that includes the following aspects

Alok Khatri R.N. 258, Kurukshetra Hostel, PEC University of Technology 22, Male, Nepalese Phone: +91-9915275191

Email: [email protected]

Academic Achievement and Qualification

2010- Present BE Production Engineering

PEC University of Technology, CGPA 8.9

2009 Intermediate Science

St. Xavier’s College, Kathmandu, Percentage: 74.5

2007 Nepal Board, Class X Little Angels’ School, Percentage: 85

Additional Achievements and Experiences

Crimson Nepal| Leader

Dec 2005

A Student’s Quality Circle at International Level

A group of 10 people

Presented case studies at International Convention in Lucknow.

Computer Graphics and Arts Club| President

May 2008- March 2009 Computer Graphics and Arts club is a college club at St. Xavier’s College, Maitighar, Kathamndu.

CGA IT-Village

o A regional level IT Exhibition held in Kathmandu with a financial worth of 5 lakhs. Magazine Publication: Genesis

Extra-Curricular Activities

Public Speaking First Runner up: Elocution Contest, Little Angels’ School

Quiz Winner of the school quiz for three consecutive years.

Finalist at the National level quiz competition organized by Occidental Public School.

Cricket Winner of the School Cricket Tournament, Little Angels’ School.

Winner of the College Cricket Tournament, St. Xavier’s College.

Participation in National Level Tournaments Representing St. Xavier’s School.

Runners up of the University Cricket Tournament, PEC University of Technology.

Dance

Participated in dance competition at PEC Fest 2010

Secured third position in group dance competition at India Fest, GOA

Secured second position in group dance competition at UIET Fest, Goonj

Technical Skills

Language C Programming

Others Microsoft Office, Internet Skills, Video Making

Interests

Tennis

Cricket

Dance

mailto:[email protected]


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Section C | AIESEC Experience

1. List all positions held in AIESEC along with duration of the role. Also briefly elaborate on your

contribution/performance, as well as the main learning you derived from each role.

Incoming Exchange Cordinator

World View Inbound

August 2011-December 2011

Contribution/ Performance

Started to learn about the

organization.

Contribution to baic exchange

processes.

Learnings

Understood the culture of the

organization that produced

amazing leaders.

I realized how team works.

Team Leader

Akshar

January 2012-June 2012


Contributed to building a storng

department culture.

Brilliant work culture driven by

ambition in the department.

R-M-R : 34-15-10

Strong pipeline for the August

leadership roles.

Learnings

Learnt how to drive a team.

Sales became one of my strongest

attributes.

Learnt to work with Passion.

Team Leader

IR Task Force

June 2012- August 2012


Analysis of global trends in

exchange.

Learnings

Learnt the essence of having a

strong IR.

Analytical way of working.

Team Leader

International Relations and Education

August 2012- December 2012


Driving a strong department culture

and taking it forward in the new

team.

Good induction and integration

process of the new members.

R-M-R: 20-12-8

Learnings

Team management

Allocation of work to the correct

people.

Understanding of members and

their engagement.


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Memeber driven performance

contributing to strong piple for

2013

Regional Manager

AIESEC in Nepal

November 2012-February 2013

There was very limited contribution in my term as a Regional Manager. However, I

am really passionate about taking AIESEC to my country. I have been helping the

AIESEC Nepal Team in 2013 for its establishment and operation in Nepal. The

operations till now look very promising with a membership of 130 and a functional

Local Committee in Kathmandu.

Vice President

Incoming Global Internship Program

January 2013- Present


Operational contribution for the

evolution of the portfolio.

Innovation in the organizational

structure leading to growth.

LC contribution as agenda manager

of MB Summit.

Actively involved in devising and

implementing new strategies in the

LC.

Learnings

Team Dynamics

Understanding of AIESEC and its

possibilities.

The result oriented work approach.

Life skills and the core of my

personality.

National Support Team

Internatioal Relations- GIP

August 2013- Present


Creation of Module for Co-Delivery of

projects.

Creation of Module for form

clustering.

Learnings

The PURPOSE of doing AIESEC

everyday.

Putting structures into work.

2. What have been your main achievements and non achievements in AIESEC in the past?

(Mention a max of three each)

Achievements

MB Summit: When I go back to my why of being in this organization i.e. „Leading by self

discovery in me and my world” MB Summit is the most aligned project I have done. I being


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the agenda manager of the summit put what I believed into it. I turned out to be a good summit

for the MB members.

Portfolio Evolution: We are only corporate exchange portfolio in AIESEC India to have such

an evolved organizational structure. We have been evolving the way we worked throughout the

year. This has laid a great foundation for the profolio to venture into newer avenues.

Self Discovery: When I move ahead in life, I will always thank AIESEC for letting me know

myself. I was good at a lot of things. However, I now know what I really want to do and the

purpose behind it.

Non-Achievements

Quality Management: Our NPS shows we are doing things fine however I dont think its the

right measure of things considering the response rate and the experiences we have delivered. I

as the Quality Manager was unable to cater the this issue successfully. We drafted SOPs for each

portfolio, however the implementation lacked.

New Market: Venturing into new market has been a problem. Though we had structures that

opened such avenues for us, we falied to get into new corporate markets.

3. List the Local/ National/ International conferences you have attended and in what capacity.

Conference Location Capacity

March National Conference

2012

Agra Delegate

May Local Congress 2012 Parwanoo Delegate

June National Conference 2012 Behror Delegate

National Strategy Conference

2012

Hyderabad Delegate

October Strategy Conference

2012

Koti Delegate

National Leaders Summit 2013 Jaipur Delegate

Regional Youth Leadership

Conference 2013

Amritsar Facilitator

Thapar Lcong Morni Hills Facilitator

May Local Congress Parwanoo Conference delivery team

June National Conference Silvassa Delegate

Regional Youth Leadership

Conference

Jaipur Facilitator

National Strategy Conference Jaipur Delegate

October Strategy Conference Koti Conference Delivery Team


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4. Describe the experience of being a part of the Executive Body of AIESEC Chandigarh. How

do you think other members on the team would evaluate your contribution to the team &

LCs organizational direction?

2013 for me has been a year of immense challenges. However, the experience was beautiful. I

had sleepless nights and restless moments. There were times when I was ruthless about my

work and there were times complacency creped in. However, every single time I was ready to

evolve myself. This has led to a learning experience which has no substitute. I stuck to my core

values and it helped. I would always remember 2013 as a year when I knew myself.

I was clear on what I wanted to do and I wanted to evolve with time. I would not let go any

opportunity to contribute. In my team, I would be looked as the one who is really passionate

and ambitious about AIESEC. Someone who would look after possibilities and business sense in

everything. Someone who challenges thoughts that are not aligned.

In terms of LCs organizational direction, I would be perceived as a person with growth mind-set.

Someone who is very progressive in terms of how AIESEC should be, the current state and the

evolution required.

5. What are your three basic Learnings/Values for life, which you have derived through your

AIESEC experience? (Answer objectively)

This is something that I am absolutely clear about and this is what the core of my personality is.

Purity: I have always believed in being genuine to whatever I do. I just can’t align to

something that falls out of this. According to me, purity of everything is the fundamental

of sustainable development. This is exactly how I have lived my AIESEC Experience and

it has helped. This value comes to me from my father.

Ambition: I have always been very ambitious. I used to compete in spelling contests

for middle school when I was in class one. Everything I did, I wanted to put a new

perspective to it and wanted to achieve more. Throughout my AIESEC experience this

has driven me to produce brilliant results and thoughts.

Openness: I am really proud to have got this into my value list. This is something I

worked on this year. I did not have this tendency to seek suggestion from people in

whatever I did. However, with the brilliant experience I had this year I now am very

open to ideas and feedback. This helped me a lot in the course of the year where I had

to manage and improve strategies.


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Section D | Motivation

1. Why did you decide to run for LCP of AIESEC Chandigarh? What are the qualities required for

this role & what makes you best suited for this role?

I would like to go back to my theme. I decided to run for the LCP of AIESEC Chandigarh because I

wanted to infuse PASSION CAPITAL into the LC and make it our strongest asset. This will come

with a strong purpose, clarity and the right direction. I want people to enjoy AIESEC in the truest

sense and start a new era that is based on purpose, purity, ambition and openness.

LCP is a leadership role and every leadership journey starts with a clear purpose. It requires the

belief in the purpose that convinces and drives the right people. It requires the persistence to stick

to that purpose. It requires managing short term goals while leading towards a bigger picture.

I am driven by purpose. I do not do anything half-heartedly. A team, an event, an organization and

even life, I don’t believe in anything that is purposeless. When there is a strong purpose associated

with the vision it’s relatively easier to come across challenges. This is how I have driven myself. I

believe in building a clock rather than time telling and that is exactly why I feel I am the best

suited for this role.

2. Describe your future short-term and long-term career and personal goals. How do you expect

an LCP term to help you achieve these goals and why now?

Short term Goals

Career Personal

Become the LCP of AIESEC in Chandigarh Visit China to witness and understand the

top-bottom approach of development.

Complete my engineering maintaining by

current grades

To spend more time with friends and family.

3. Highlight your time commitment throughout the whole of next year (till Dec 2013; Academic

or otherwise). Ideally, how much time should an LCP give to his role?

I will have my regular academics from January-May. That would include mid-term examinations in

February and March. Subsequently I would have my end semesters in May that runs for 5 days.

Long Term Goals

Career Personal

Lead the development of Nepal by educating

and generating thoughtful leaders.

Become the developmental think tank for Nepal.

Study organizational and governmental

development

Become the Prime Minister of Nepal.


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After that I would be done with my engineering degree. Apart from that I don’t have any time

commitments for the whole of next year.

Ideally, for an LCP the time is not a parameter because he needs to be there for the LC. However,

I believe we need to have a structure that guides our operation. The more random we are, the

more time it consumes. We need to start being efficient in the way we work.

Giving a country example:

This picture shows the bus system in China which used to be absolutely chaotic. This is exactly

how we have been working right now. No purpose behind development, no direction no

structure. Eventually, just like the traffic jam in the picture, we end up giving lot of time to our

work and end up being very ineffective.

This is the new bus transport system of China that is as efficient as the metro. Consumes less

time, its structured and has a lot of space for more growth. This is exactly how we want to be

passion capitalists. We want to grow, grow with a purpose and grow sustainable. We want

work efficiently and make things happen the right way. This is our belief, to create things that

adds value to everyone who is associated with us and in 2014 we will do it this way. A

purposeful AIESEC in Chandigarh. A home grooming passion capitalists.

4. What are your three most substantial personal accomplishments (non-AIESEC), and why do

you view them as such? Provide a candid assessment of your strengths and weaknesses.

CGA it Village: This event has till now been the biggest learning experience of my

life. At the age of 17 I used to be driven by just ambition and nothing else. This is


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exactly why I missed a lot of things. We delivered an event that had a financial worth

of 5 Lakhs. However, in the end we had a lot of unsatisfied stakeholders. This was the

time when I started realizing the concept of sustainability and long term vision for any

organization.

Cupitup Media: It’s fulfilling to start a business and it’s even more satisfying when

you start it from zero capital. I was a part of 5 individuals that had this passion of

creating a company and working for it. We started our company that printed

advertisement on paper cups. It was probably the most fulfilling team experience I

have at till date.

Tennis: I have recently got into tennis. It has been 2 months I have started training.

It is a sport I have never played in my lifetime. To start at the age of 22 and be the

most progressive player in my academy has certainly been a fulfilling experience. I

connected to the game, wanted to excel and it has been a really good experience.

Strengths

I believe my strengths are what I preserve at my core.

Purity: This includes everything. Honesty, humbleness and simplicity. I have always planned

and executed with purity. I never try to do things half-heartedly. I either live it or I Leave it.

Everything I do is based on purity.

Ambition: I am very ambitious. I drive myself with ambition. I drive people with me with

ambition. The ambition is based on purity and my core. I want to achieve big things and I want

them because of a reason. However, I still want to be more persistent to what I want to

achieve.

Openness: I am open to feedback. I want to better things I have created. I seek for

perspectives. It’s good to have purity and ambition. However, evolution with time is equally

needed. This is something I have worked on this year.

Weakness

Emotional: I get connected to people very strongly and am very emotional about them. I

make sure that I keep my work out of it but it really affects the mental state I am in.

Unstructured: I think I still need to structure myself a lot. I work a lot, however if I am able

to put things right, I will be more effective. This is something I am working on.

5. What is your vision for AIESEC in Chandigarh for the year ahead? What legacy would you want

to leave behind? Also, frame a mission statement for the LC for 2014.

I want to lead AIESEC Chandigarh, the way visionary companies are lead. Long term thought. The

year 2014 is a part of it. We are AIESEC and we know our vision. We want to become that ideal

local chapter. We will become. However, it will happen only if you start having this approach today.

This year we need to become passion capitalists. Passion is an emotion, passion capital is

an asset. I have a creed, a belief that I want to drive this year with. I have talked about it in my

opening.

Going back to my theme, I want to leave behind a legacy of passion capitalism. This is exactly how

people, organizations and governments around the world have enjoyed long term success. I I want

to leave Chandigarh with passion capitalist AIESECers.


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Mission Statement for 2014

“Lead with purpose to become internally perfect and externally relevant”

6. Describe your leadership style? Explain how your style will be suitable for AIESEC Chandigarh

in it’s current state.

I am a clock builder. I lead with purpose. I dont want history to remember me. I want to build

an organization that is internally sorted and externally relevant. I dont believe in charismatic

leadership. I believe in content and its purity. I am passionate towards building leaders. I am

passionate towards building an organization and not an year.

I would not put forward my style of leadership as the right one to lead AIESEC. We are an

organization that changes leadership every year. Great organizations around the world have fallen

because of their tremendous focus on short-term goals. We need to take forward what the previous

year ends with. Improve it and drive it strong.

In context to AIESEC Chandigarh, I want to take forward the stand we had as a team in 2013 „Lead

with Purpose, Build to Last”, I want to live by it and materialize it. I envision AIESEC in its most

relevant state. I want to start building it today. However, I just need to improve the organizaiton

from 2013. I dont want to reinvent it.


Passion Capital

Section E | LC Administration

1. List down the different aspects of the job role of an LCP.

Governance and Accountability: The responsibility of making decisions and actions. The actions

that are based on the vision and a long perspective of where the organization should reach.

Accountability on the legal aspects of the organization, performance and purpose fulfilment of the

organization.

Executive Board Management: Executive board is a team and the team has a purpose. Aligning

each and every action to the purpose is one of the aspects. Apart from that mentoring and tracking

the experience of each and every member in the team is equally important.

Strategic Direction: Directing the local committee by driving down strategies that align to the

purpose. Defining a culture for the LC based on its creed. Analysing cases of success and failures

and documenting strategies that work for future.

Representation: LCP is the face of the organization. Representation of AIESEC in Chandigarh as

a leader of a Global Youth Organization. Apart from that National and International representation

in the internal network as a leader of AIESEC Chandigarh.

Administration and Operations: Analysing processes and strategy implementation based on the

purpose and the creed. Timely reviews on LC projects leading towards better implementation.

Tracking the experiences in each market and analysing the potential impact that can be created in

them.

2. Analyze the trends of the past three years (including 2013) of AIESEC Chandigarh's strategic

direction (include performance & culture). How do you see the organization direction of AIESEC

Chandigarh shaping up in the coming two years? Also, give a SWOT analysis of the LC for 2013.

2011 Dream Unlimited

2011 was the year, when the internal brand of the Local Committee was very strong. With the

evolution of programs in 2010 focus was on strong MC alignment. We had lot of international

CEEDers coming down to Chandigarh. The focus was on exponential growth in oGCDP and iGIP.

The year delivered more than 400 exchanges.

However, there was no cultural alignment in the LC. Though we delivered two amazing conference

financial management was very weak. We had the biggest recruitment till date however the

member retention was a problem with lack of proper engagement and development.

The LC in 2011 was passionate, however we had lost direction and the sense of evolution. It was

a perfect time to sustain processes and develop strategies and fix direction for the future. It did

not happen and by the end of the year the number of exchanges we did was not reflecting on the

LC health.

2012 Purpose Passion Performance

The year started with a lot of crisis. There were 16 people applying for the management body and

that with the executive board was the LC. The LC was in debt of multitudes and resource was

certainly a problem. The year had its tough times to start with where it lacked direction. However

there was a strong purpose connected to it. The LC wanted to come out of debt in a year. It is not

a magnificent thought to go forward with but for the year it worked and in this regards the year

was successful.


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Functions evolved tremendously, with the most immaculate Talent Management. We did one of the

best recruitments till date and the human resource deficit was countered perfectly. LC had a

membership of almost 100. It was a good state to be, considering how we had started the year.

Information management and marketing brought in innovations that surprised the network.

However, these functions were not able to drive growth because of the purpose behind it was

missing and were not aligned to the context of the year. Programs were weak in performance but

they sustained throughout the year.

AIESEC in Chandigarh was a pioneering Local Committee in the network. The LC in a year went

into debt and the second year it came out of it. In the context of organizations times are not always

good and rosy. We as an LC created resources, paid debt and came up strong at the end of 2012.

2013 Delivering Promises

The year started very strongly with good exchange pipeline except iGCDP. We had a debt free LC

and an MB of 36 people. I was a good position to be in, when we start a year. We drove

performance brilliantly in the first half and looked good to end the year on a good note.

However, there was a tremendous knowledge deficit in the LC. Knowledge about the portfolios and

possibilities was minimal. The year had a lot of operationally sound people in the LC. However, the

intellect was missing. The year saw very few external partnerships that could help this cause.

Functions took time to contribute and their approach with exchange was not coherent for a large

part of the year. We recruited 116 people. This has been a trend now and we have not been able

to grow in the number of recruits for that last 3 years. Functions otherwise have been decent

throughout the year but they certainly need evolution.

The year as a whole went into figuring out what can work for us and what not. Portfolios have

evolved in terms of the thought process. However, there is still a lot to be met to achieve the

essence of the organization in every exchange we do.

3. What focus areas do you propose for AIESEC in Chandigarh in 2014? Give action steps that will

contribute to these focus areas.

Collaboration: We are AIESEC. Our vision as an organization is Peace and Fulfilment of

Humankinds potential. We collaborate with different parties in the market. However, we really need

to analyse if the collaborations we are having are purposeful. We need to collaborate with causes

and not parties that will help us move closer towards our vision. The purpose of the collaborating

parties must align. It’s difficult in a market like Chandigarh but that is where we need to become

passion capitalist and make it happen.

Sorting Internal Processes: We need to be internally sorted in all our processes and throughout

the year we need to work accordingly. Everything we do needs to happen as per certain framework.

Everything needs to be tracked. Every project needs to open and close. We need to be absolutely

perfect in our internal processes. This also includes timely execution of L&D initiatives, timely

trainee engagement forums and financial tracking. We need to be brilliant in the way we work,

then when we move towards 2015 we will have already developed these things as behaviours.

Showcasing Impact: Every experience we deliver should be the best experience we can give to

anyone. AIESEC is a platform and people should get the best experience here. We will put a lot of

focus on showcasing the experiences we deliver. However, we will not showcase experiences that

were not meaningful. We will deliver and showcase experiences that made a difference, which had

learning and the element of leadership in it. We will make investments in areas that help us in

better showcasing of content. With the exchange targets for next year it might seem tough.

However, that is what I want people to learn this year.


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4. Propose the organizational structure that you plan to follow for the next year including the

middle level management, functional roles as well LC entities.

EB Structure

Before I move into discussing the role of the middle level management, there are certain things I

would want to mention.

This structure is very market and issue based. This will change a lot of things but we need

to know how this is going to work. A different points in this application I have talked about

increasing the knowledge capital of our programs. This structure will ask for it.

o Client EwA: We do a lot of EwA activities for students and initially it was defined

to be for students. However, we can do it for our clients in the market as well. We

can put a similar concept with our clients in getting them to know about AIESEC if

they are initially not willing to take our product. Internationals can have forums for

clients where they talk about business trends in their countries and expansion

opportunities. Perspective clients can also be incorporated as knowledge partners

to increase the value of our internships.

Apart from that, there is one VP ET who will take care of all the products that we have

that can be sold to schools and colleges. It can be Education sub product of iGIP, World

View of iGCDP or ET of oGIP. The VP ET will have Senior Body members in place that will

work for respective projects. This will be a power move for better product packaging in

Education Sector.

Senior Body

We will work in projects in 2014, so the senior body under each Vice President will be responsible

for the projects. It will be a 3 month project and the Senior Body will be renewed every quarter. A

VP will be leading two teams, one would be operational with all the TLs and the other would be

project oriented involving all the SB Members.

There will be a minimum of 3 projects per VP every quarter i.e. there will be 3 SB Members.

The team leader for projects can be altered according to the requirements. The SB will work on

synergy projects with exchange support as well. For example: Project selling can be a project for

an issue that will be in synergy with business development. The terms will have clear timelines and

results to achieve.

LCP

VP iGCDP VP iGIP VP oGCDP VP oGIP VP ET VP Marketing VP Talent

management VP Business

Development VP CIM VP Finance

VP iGCDP

Team Leader Project

Team Leader Project

Manager SRM

Senior Body


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Again, there will be a minimum of 3 projects per VP every quarter i.e. there will be 3 SB

Members. The SB will be in the market we are presently working in or intend to grow. The SB will

also take synergy projects with exchange support as well. For example: Market research and

penetration can be a project with marketing. The projects will have clear timelines and results to

achieve.

Some clarity on the above structure. The Senior Body will work on synergy projects with exchange

support. SB members will also work on projects like co-delivery because we want to figure out the

right issues for the right people.

Again, there will be a minimum of 3 projects per VP every quarter i.e. there will be 3 SB

Members.

SB market will take care of all the synergy projects with exchange support and the International

relations. We will focus a lot on co-delivery.

VP iGIP

Team Leader Subproducts

Team leader Subproducts

Manager SRM

Senior Body

VP oGCDP

Team Leader Projects/SRM

Team Leader Operation

Team Leader Operation

Senior Body

VP oGIP

Manager Subproducts

Manager Subproducts

Manager SRM

Senior Body


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Functions:

Talent management cell will be very program based. As the function is evolving in terms talent

capacity and learning and development we need to get the right people in the right roles and

support them intellectually to have a brilliant leadership experience.

The managers for GCDP and GIP will take care of all the TM principals and growth of members in

the exchange portfolios.

Business Development as a function will work on projects. The projects will be in synergy with the

Senior Body in Exchange Portfolios. It will be different with the quarters. The number of project

managers will be depend on the synergy projects we take every quarter with BD being a part of it.

Alumni relations will be a taken care by ARM which will be in synergy SB member of oGIP.

Marketing as a portfolio will be very crucial in 2014. The organizational structure for every exchange

portfolio is market/ segment focused. Marketing will come into picture in penetrating into new

market and branding ourselves in the market we are present in.

The number of managers for ICX and OGX can be increased with the projects we take in every

quarter. They will work in synergy with the SB members of respective exchange portfolio.

Team leader partnerships and alliances will take care of all the external partnerships we do that

lead to ELD growth.

VP TM

Manager GIP

Manager GCDP

VP Business Development

Manager Projects

Manager Projects

Manager Alumni Relations/oGIP

VP Marketing

Project Manager ICX

Project Manager OGX

Manager Social Media

Team Leader Partnership and

Alliances


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Financial Behaviour is one of the key focus areas of the year. We will get into very minute details

in case of Finance in every exchange portfolio.

Manager iGIP will keep track of every iGIP exchange to be financially closed. All the exchange

related documents will be stamped by him after complete verification. He will also be taking care

of the budgeting and tracking of every project that runs under iGIP. He will be working in synergy

with SB members of iGIP regarding the same.

Manger iGCDP will also have a similar job role. He will also work on a synergy project for a financially

sustainable iGCDP with respective SB member from iGCDP and Business Development.

Manager OGX will take care of similar processes in both the portfolios.

CIM will also be very critical in terms of how we are tracking our data and putting the right

information and knowledge for ELD growth.

Manager operations will track each and every exchange document and mark an exchange complete

if and only if it’s financially complete. He will also work with manager SRMs to track and record the

experiences of each exchange participant and member.

Manager Business Intelligence will work with IR centric SB members for exchange leads and internal

marketing of our products.

Expansions: I have not put a structure for VP Expansions. The focus this year will be on sorting

internal processes and structures in Chandigarh. However, there will be a committee and project that

will be in operation to study the feasibility of AIESEC in cities that surround.

5. Give your assessment of the role played and contribution made by AIESEC in Chandigarh

towards the National Association? How should this evolve in the year 2014?

AIESEC in Chandigarh is one of the prominent entities of AIESEC India. We have had a big role to

play in the National Goal Achievement. We have been taking a lot of initiatives that have resulted

in national strategies. We have been responsible when we have been involved in decision making

at the National Level.

2014 the contribution towards the national association will certainly evolve. We will do each and

every program purposefully. We will research for AIESEC India on how we can improve the delivery

of each experience. We will contribute to the national goals and make them sustainable. We were

known for pioneering, we need to be known for purposeful action and innovation.

VP Finance

Manager iGIP

Manager iGCDP

Manager OGX

VP CIM

Manager Operation Tracking

Manager Business

Intelligence


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6. Give an activity calendar of AIESEC in Chandigarh for the year 2014.

Event Objectives Timeline

Transitions Portfolio and LC transition from

the EB of 2012 to the EB of 2013

December 2013

Talent Capacity

Planning

To analyse the talent gap keeping

in mind the half yearly targets

according to the LCP plans.

(To be done with LCP 2013 and

VP TM 2013)

December second week

January Recruitments Recruiting the right people for the

right roles.

December last week/January

first week

Planning Days Yearly planning for the EB

Project Planning for the Senior

Management Body with the EB

January third week

Joint Board Meeting To make the board aware of the

current activities of AIESEC

To seek knowledge about the

market realities and feedback on

yearly plans

January fourth week

Local Training Seminar To introduce AIESEC to the new

recruits.

January fourth week

OGX and leadership

centric event

To promote AIESEC internships as

entrepreneurial leadership

experience.

Providing the youth with business

insights on how travelling is

important and beneficial.

To provide the perfect transition

for VP BD 2013 by co-delivering

the event with VP BD 2012

January fourth week

Annual General Body

Meeting

To present the yearly plans of the

EB 2014

Ratification of the new EB as per

plans

Discharge of EB 2013

February first week

LC Day Project Report submission by the

Senior Management Body for

Quarter 1

April first week


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Performance Review for Quarter 1

Planning Days Project Planning for the Senior


April second week

GCDP centric event Conceptualizing a relevant GCDP

event.

To put project selling as a focus in

Quarter 1

(The preparation of the event

should start right after the Global

Leaders’ Summit)

May first week

May Local Congress A local conference for review and

membership empowerment

May last week

LC Day Project Report submission by the

Senior Management Body for

Quarter 2

Performance Review for Quarter 2

July first week

Planning days Project planning for the Senior


July second-third week

EP engagement event To ensure EP engagement and

foster the quality of experiences

being delivered

July fourth week

August recruitments Analysing the talent need

Fulfilling the talent capacity

Providing high quality organizing

committee experience to

members

August- September first week

OGX centric event To promote AIESEC internships as

entrepreneurial leadership

experiences

August third week

Local Training Seminar To introduce AIESEC to the new

recruits.

September second week

Awards Night Rewards and Recognition for the

summer RnR campaign

To empower the august recruits

for performance in the second

half

September third week

National Strategy

Conference

To host a national conference October first week


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To provide membership with high

quality organizing committee

experience.

October Strategy

Conference

To review the year and plan for a

strong end to Q4

October last week

Annual Elections To elect the new leader for the LC November second week

Alumni/ Corporate

Event

To round up the year for the LC

Showcasing the year to the

stakeholders

Building better CRM

December First week

7. Critically analyse the culture of AIESEC in Chandigarh. What aspects of the current culture will

you retain and what aspects will you change in the coming year? How do you plan to do the

same?

AIESEC Chandigarh has seen different cultures at different points of time. We have been passionate

as well as compalcent. We have been both responsible and carefree towards experiences that we

deliver to our stakeholders. We have seen both, love and disconnect in the LC.

We in AIESEC Chandigarh were known to be passionate, humble and pioneering. The culture based

on these has faded away. It has happened because our culture was seldom focused and guided by

a belief. Never had we defined the bigger picture of AIESEC in Chandigarh and driven a culture

accordingly.

We need a culture that supports big steps and powerful beliefs. A culture that allows beliefs to

blossom and looks ahead. A culture based on belief is the first step towards Passion capitalism.

However, there are certain parts of the present culture I would like to take forward. I want to take

forward ownership and love into 2014. We have people that connect to the people here, I would

invite them to connect to the purpose and the creed.

There is only one thing I don’t want to take, because everything else has come and gone. I have

been talking about purpose and for that the things that we do need to be in complete sync. We

can’t work randomly every year. So, randomness is one thing I will not take forward from 2013.

A Culture based on Creed

We will start with our belief. We need to define what we as a local committee believe in. It might

be a statement or a page long document that will then become our Bible, which should have the

framework of the AIESEC Way. With this belief, every member in the Local Committee will come to

understand his role and his authority. We will live by it. A culture is what we have internally and

the way we function. A culture that is based on creed will act as a fertile soil where ideas and

initiatives blossom. We need to do it because, our essence is activating leadership, and we want to

lead even in the way we work.

8. Describe the role a VP will play in the LC (around performance & attitude) in 2014.

The role of a Vice President will be really interesting in 2014. We will do each and every thing that

is based on the creed we define and the purpose we have.


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Firstly, the culture of each portfolio will be very different from the other. However, it will be aligned

to the creed. We have products for various segments in the market and our internal culture should

be supplementing that market segment. For example: People that sell BMW and Maruti in the

market will have very different internal cultures. By saying this I dont want to demean any of our

products. Both the products are brilliant and they have their own customer segment. We can’t get

into different market segements and work there until and unless we fit according to its realities.

Thus, a VP will have to get this culture right and make sure that it aligns to the LC creed. The way

we work in portfolios can be different but we will always be moving towards a common purpose.

Secondly, we will define our purpose and move towards it. However, to move towards a future

where we are relevant, in the market we need to deliver high volume of brilliant experiences. For

this we need to become passion capitalists. With purpose comes our belief, and with belief

the strength to do the unthinkable.

9. Propose a Governance & Accountability model for the LC for the year 2014.

I would again go back to the theme. I want to develop passion capitalists here at AIESEC in

Chandigarh. People finding the right reason to do what they do in AIESEC, being passionate

and persistent about it and delivering things greater than themselves. I dont want people to

have passion as an emotion. I want people to have passion capital as their most valuable asset

and take this with them for life.

Culture on

Belief

Resources Strategies Structures

Purpose Passion

Persistence

External Brand

Ambition and Performance


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Everything will start with a belief, a creed that will be designed with each and every member

being a part of it. I will govern the LC and everything we do as per the alignment to this belief.

Similarly our ambition and performance should only take us towards what we believed and

defined. We should be internally sorted and aligned to the belief and our external brand will be

percieved well.

We will hold every mechanism, project, exchange accountable for its alignment towards this

belief. All in all we need to internally prefect and aligned.

We will manage and marshall our resources in coherence to this belief and we be accountable

for fullfillment of the same. Every strategy and structure should only be focused towards making

this belief stronger and bigger.

This till here has been really purpose centric. However, I would like to put forward an example.

CASE: We put down „We need to provide high quality leadership experience”

What it means:

We need to track the experiences properly

There needs to be a proper feedback system around it.

We need to take care of the learning and development in that experience.

We need to do a proper financial closure to that experience if there are any

liabilities.

Conclusions

If any of these doesnot happen, we will hold the person responsible for

providing this experience accountable.

So Summing it up, the belief centric governance and accountability model will track us on the way

we deliver experiences and the number of experienes we need to deliver to achieve the state we

want to.

10. According to you, what role will AIESEC play in the city of Chandigarh as an International Youth

Organization in 2015? In context to this, how will the year 2014 count to the progress to the

same?

The essence of this organization is activating leadership. Before, I even go into this question I

would like put forward a question, a question to everyone.


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This is a picture you will find when you go to the website or Rotary where they talk about

having reduced 99 percentage of polio cases since their first vaccination project in Philippines

in 1979. Let’s see the projects and initiatives we run in AIESEC and see if we are even doing

something similar. Obviously, we are a different organization but how can we talk about

leadership when we don’t have a bigger purpose. We do exchange every year. We have a lot

of clients. However, we lose a lot of clients every year. Very few of our clients, exchange

participants and members get the value from our programs the way we deliver them.

The purpose behind every exchange is lacking. We will start this is 2014 and I will make sure

this happens. Then in 2015 AIESEC in Chandigarh will play a role of a leadership organization.

An organization that goes beyond boundaries and generates youth voice and initiatives to solve

problems or grow markets in Chandigarh. We will play a role of a growth driver for every

business and student. We will work on social initiatives that in the long run make differences.

Everything we do will revolve around purposeful leadership. We will do things the right way.

We will do things as much as we can. We will first connect to the product and then show the

passion towards delivering the best experience to each and every one associated with it. We

will not limit ourselves.

2015 is the year we continue impacting markets in Chandigarh with our unique value

proposition. 2014 we find purpose in everything we do and deliver the high volume of

leadership experiences. It’s not easy. For this to happen every purposeful project should be

done by people that connect to it and are passionate towards it. That is exactly why 2014

is the year where we build passion capitalists.


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Section F | Programmes

1. What will be the changes that will leverage the volume of AIESEC in Chandigarh ELD

Experiences in 2013? How are these connected with the external environment?

Program Evolution Proposed Top 3 strategies Relevance with

External Market

iGIP 1. OS evolution

2. Synergy

projects

1. Project based

middle level

management

2. Client EwA to build

long term market

relationships

3. Customized market

based approach

Market based projects

will help us be focused in

certain market segments

and analyse our growth

in the same.

oGIP 1. OS Evolution

2. Synergy

Projects

1. Project based

middle level

management

2. Education Project

3. Customized Market

based approach

Education Sector will see

a whole new product

which will drive all three

programs.

Different markets will see

focused products being

offered.

iGCDP 1. OS Evolution

2. Synergy

Projects

1. Project based

approach.

2. Client EwA to build

high profile

relations.

3. Relevant Issue

based approach

Relevant Issues in the

market will associate us

with a cause making our

exchanges more

impactful for the external

market.

oGCDP 1. OS evolution

2. Synergy

Projects

1. Project based

approach

2. Issue based

approach

3. Market based

approach

Branding customized

issues in focused market

will guide students to

take up relevant projects.

TMP 1. OS Evolution

1. Defined Dual Roles

2. Getting right people

in the right place.

3. Experience tracking

and development.

Getting right people in

the right place with

evolved job roles will

increase the credibility. It

will thus increase more

promoters in the market.

TLP 1. OS Evolution

2. Evolved Job

Role for

Senior Body

Management

1. Project based

approach

2. Better experience

delivery with

focused learning

and development

Empowered MB structure

and project based

approach will lead to

better delivery of

initiatives and better

experiences.


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2. Please give your (probable) targets for the next year. Please justify the same, especially along

the lines of:

AIESEC Chandigarh Exchange Targets

Portfolio Division Target Portfolio Target

GIP ICX Marketing 40 170

IT 40

Education 60

Business

Administration

40

GCDP ICX Child rights/ Literacy 60 350

Health and Lifestyle 65

Rural Development 60

Environment 60

Cultural

Understanding

40

Education Projects 15

Career Development 20

2014 Issue 30

GIP OGX Education 30 60

IT 20

Business

Administration/

Marketing

10

GCDP OGX Career Development 40 200

Business Development 40

Governance 20

Cultural

Understanding

40

Poverty Reduction 20

Health and Lifestyle 20

Human Rights 20


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a. Membership Volume & Experience

We would need a minimum floating membership of 150 throughout the year

to fill the talent capacity for the first 4 months. This will go up to 180 with the

evolution in programs and OS in the second half of the year.

We will meet the demand of membership by 2 major recruitments which will

cater to all skill based and program based needs in portfolios.

There is a change in the organization structure with the Senior Level

Management coming into place.

The initiatives and operations will run in time bound projects with proper

project closures and transitions.

There is high focus on empowering the Senior Middle Level Management and

the middle level management.

Client EwA will provide a large number of learning partners which will help in

increasing the knowledge capital of the portfolios.

b. Logistical Management

Trainee House will work on similar modality as 2013. We will make sure we

maintain proper contracts which will be tracked by the IM cell. No exchange

can be complete without all the necessary contracts in place.

One of the first projects for me as an LCP would be getting an office that will

be sustainable. We will work towards getting the new office in 2013 itself, so

that we start good when we start.

c. Stakeholders Experience Delivery

Clients

1. There are integrated stakeholders relations managers in each

department. They would be launching newsletters and feedback forms

to the clients. This will track their experience and we would know

where to improve.

2. Client EwA will be a major project where we will build relations with a

lot of high profile people from each sector. They will initially act as

learning partners. We can sell our other products to them with time.

International Interns

1. We will have SRMs in place that will track their experiences and

analyse where and when to improve.

2. There will be process centric checklists every exchanger needs to

follow. This will maintain the uniformity in processes and will make

sure every exchange in complete. Every document, contract, feedback

form needs to be tracked and stored.

3. We will launch an internal campaign amongst departments to organize

events for trainees every month.

Exchange Participants

1. Reintegration of EPs

2. EP Engagement forums in regular intervals.

3. Experience tracking of EPs and showcasing in the right manner.

d. International Relations

Senior Body in each portfolio will take IR as a project.

Business Intelligence report to be quarterly released by the IM cell.

We will open CEED opportunities for internationals, who want to come down

to Chandigarh.

Internal marketing campaign to be launched for AIESEC in Chandigarh.


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3. How important is the integration of Net Promoter Score in evaluation of our Program Delivery?

What are the action steps that you propose leading to better delivery of our programs?

AIESEC is a service based organization and every experience we provide is very different. We

lack behind in quality because we are not consistent with the services we provide. Every year

a lot of our exchange participants come across different types of problems. Analysis of NPS

helps us develop the basic framework on which our exchange processes should be based. It

gives the right information about the loopholes in our experiences, so that we can fire fight

them at the right time.

However, fire fighting is a reactive measure. I would again want to go to the basics. We would

start every exchange with the purpose behind it. It will solve half of our problems. We will

brand our projects and exchanges behind the cause associated to it. It will not just be an

exchange, it will be a leadership experience.

Apart from that we will take the following initiatives to deliver our programs better.

4. Propose key synergy areas for GCDP & GIP, and how it would lead to growth of GCDP & GIP.

Be as elaborate as possible.

Market Segment: We need to identify certain markets where we can sell both the products.

We will start with the right purpose to get into that market. We analyse how that market will

benefit with both GCDP and GIP being present there. For example: We can be present in the

Education sector of Chandigarh with both the prodcuts. We can pacakge need based projects

that will drive both GIP and GCDP.

International Relations/ Co-delivery: International relations will be a project for both the

programs. We will launch an LC initiative where we co-deliver projects with various international

LCs so that we end up doing purposeful exchange. For example: we can co-create a project on

Poverty with a city or university based LC that is known for its Rural Development Studies.

Businesss Development: Both the programs with business development will work on

avenues to upsell or package products for our stakeholders that can be financially rewarding.

For example: We can partner with a company to do GIP exchange. Subsequently, we can run

a social initiative for them that would come under their CSR.

•Every intern who comes to the city needs to have alearning partner who is from the similar background.

Learning Partners

•We need to track every exchange with constantfeebacks from all our stakeholders. This will besupported by designated roles in the OS.

OS Evolution

•Every exchange will be documented as per the SOP.Constant auditing will be done to check the perfectionof the same.

SOPs

•Engagement of all the stake holders will be a primefocus. We will have specialized projects for this headedby an EB member.

Engagement


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Section G | Functions

External Relations

1. What is your understanding of External Relations and Business Development? What all

according to you falls under the purview of the portfolio?

We have our products in the market. Business Development creates avenues where we can

develop and increase the business we do in a certain market. External Relations is the relation we

maintain with all our present clients and all the partnerships we do.

I would like to put the things under BD and ER very objectively

Project Selling

Client Relationship Management

Events

Multi- Dimensional collaboration

External Partnerships

NEP

Product Packaging

Alumni Relations

2. Give your (probable) ER target for the next year. Justify the same, considering the ground

realities faced in the LC in 2013.

Avenues of Income Revenue

Generation

Description

NEP Exchange 3,00,000 Exchange target of 20 NEP Realizations.

January Recruitment 20,000 Selling January recruitment. We will

have products like Leads and

recruitment partnerships.

OGX/ Leadership

centric Event

50,000 Selling avenues in the event that can

provide our partner with promotions.

We can incorporate sessions from our

clients.

GCDP centric event 2,00,000 We will conceptualize a GCDP centric

event and start selling it 3 months in

advance.

EP Engagement event 25,000 We will sell event avenues to our

partners.

August recruitments 1,50,000 August recruitments is a long project

and will have a lot of avenues for

revenue generation

OGX centric event 15,000 OGX centric event eg. Empower will

have promotions avenues for our

partners.

National Strategy

Conference

3,00,000 Revenue generation from MC

partnerships and local clients.


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Alumni/ Corporate

Event

50,000 This event will include a lot of corporates

we partner with and our alumni. We can

easily brand a lot of companies or

products through the event.

Project Selling 1,00,000 GCDP project selling to partners or

working on co delivered CSR projects

with corporates.

Miscellaneous

Products

50,000 Selling logo spaces in proposals and

official documents.

Collaboration Events 1,00,000 Revenue generation through

collaboration events with other

organizations.

Total 13,60,000

3. What sources of revenue do you propose that will bring in regular income to the LC (apart from

direct exchange programs)?

Financial Management

1. Describe your understanding of the role of Vice-President Finance in the LC.

A role of a Vice-President Finance is very analytical. He needs to plan the finances so as to lead

sustainable development in the LC. He is someone who needs to plan and execute investments

and through his structure and track on the return. He again through his structure needs to

track the performance of the exchange portfolios and hold them accountable on their

performance, money inflow and outflow.

He needs to have a functional unit that analyses the performance of each portfolio and tracks

the finances involved in each exchange. The functional unit needs to very strong and should

discard exchanges without proper financial closure.

He also is the legal representative in the LC. His functional unit needs to track all the documents

that complete an exchange. Next year, every exchange document that mentions AIESEC in

Chandigarh will be stamped by the Finance Cell. They will thus keep track of every exchange

and check for the financial closure of each case.

2. Define a financially sustainable LC. How do you envision AIESEC Chandigarh in 2014 with

respect to financial sustainability?

There are a lot of things for an LC to be financially sustainable.

We need to have brilliant document tracking system.

Every project we run should start with a financial budget and close with its verification.

Our exchange performance should be evaluated on the basis of the financial closure to

each exchange.

We need to have an investment module that does investment with the money coming

out per exchange.

We need to have a profit making GCDP, so as to have investments to increase the

knowledge capital in the programme.

We need to have a functional finance unit that tracks and holds every exchange team

accountable.

We need to have reserves that can sustain our operations for a year, if we need to go

into the phase of restructuring.


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We need a very progressive business development that creates avenues for us to work

on financially benefiting projects.

AIESEC in Chandigarh 2014 Finance

There will be tremendous focus on the purpose of any project and the financial closure. I want

Finance as a portfolio to continue evolving. However, there are certain things I will focus in terms

of Finance.

IT Integration: We are increasing in operations and Finance as a portfolio is very critical. We will

look into integrating financial IT Solutions like Fresh books to evolve in this portfolio. We want

every single financial document tracked next year.

Tracking and Investment: We will make sure we plan our investment module where profit is

calculated per exchange. Exchange is our product in the market and need to look into generating

profit per unit sale of the product. This will help us in better tracking and generating financial

resources for investment.

Venture Capitalist: This will be a power move to drive innovation in the LC. Finance will act as a

venture capitalist for projects that come up from the LC. We will be open for initiatives that the GB

wants to take in the form of projects. We will analyse the feasibility of the ideas presented and

launch a budget for the project. The projects should include exchange and should be able to drive

growth in our programs.

So as a whole, Finance in 2014 will be very exciting and it will be a prime focus area.

3. What long-term action steps do you propose that will prevent the LC from facing a similar

financial situation as it did in the previous year?

I have covered a lot in the previous question. However, there are two things

We will take Finance as a very strong behaviour. Every exchange done will go through a

financial closure. Every change on system in terms of exchanges will be monitored by

Finance cell. Ideally, any exchanger will not be able to put a form on realized until and

unless it’s financially closed.

We will invest in getting knowledge partners for Finance as a portfolio. We will partner with

companies and their financial units to make this possible. The knowledge capital we have

till now will not help us evolve the portfolio. Thus this is critical.

4. Attach an outline budget with respect to your ELD program targets, including ER income from

events, collaborations etc.

Exchange Income

Portfolio Income

iGIP 17,00,000

iGCDP 2,40,000

oGCDP 20,00,000

oGIP 7,20,000

Total 44,60,000


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According to the new financial structure the recon should come between 2600-3200 INR.

Taking the worst case scenario. However this can vary with the number of exchange done by

AIESEC India.

Targeted total number of exchanges= 780

Targeted total number of TMP=1800

Targeted total number of TLP=400

Recon per realization= 3,200

Recon on TMP/TLP= 70,40000

Recon for exchange= 24,96,000 INR

Total Recon= 85%of Exchange+15%of TMP/TLP

= 3177600 INR

Minimum profit from ER= 4,00,000 INR

Exchange profit=44,60,000-3177600= 1282400 INR

Investment Module will be created according to portfolios. A part of it will be invested back in

the membership through avenues like.

Conferences

Operational Costs

RnR Campaigns

Performance based opportunities for internships.

A part of it will go to the FD.

Talent Management

1. What is your understanding of the distinction between TM as a function and TM as a program?

Evaluate the performance of both in 2013.

TM as a function

Manpower Planning: Manpower planning in 2013 was good, especially in the second

half with the concept of backtracking coming into picture. All the portfolios had defined

number of requirements heading into recruitments.

Manpower Selection: The selections was based on competency model. GDs and TAs

were taken to filter out the right candidates for interviews. The final selection was done

on the basis of competencies.

Induction: Induction was as per the guidelines of the MC. The new recruits were given

the information about leadership and international environment. RYLC played a huge

role in their induction.

Mentorship: Mentorship was to get them into the culture of the organization and

analyse their alignment and competencies for portfolios. Mentorship was a continuous

process which was followed up throughout the year.

Appraisal and Review: Appraisals and review was not up to the mark. Something we

need to evolve in 2014.

Training and Development: There were structured training modules from the MC and

were followed up well by the TM cell and portfolio VPs. Development of the member

could have been better but there was a positive start.

TM as a program

TM as a program means how TMP/TLP is driving growth in the programs. The number

of TMP/TLP in each portfolio should be directly proportional to the number of exchange

done. The performance as such has been decent. However, this needs to evolve and

with the proposed OS this should work out.


Passion Capital

We had the right number of teams in exchange portfolios. However, the talent capacity

was not fulfilled which has led to incomplete teams in most to the portfolios.

2. Analyse the recruitment’s conducted this year. What innovations do you propose in the existing

processes to make them even more effective for next year?

Trend:

Before even analysing the recruitment this year, I would like to talk about a trend. We have

been recruiting almost similar number of members for four years now. We as an LC have a

retention rate of 33 percent. Thus we have not been able to grow in terms of our human

resource. This is alarming and very critical.

Recruitments 2013

We had four recruitments this year. This is not the ideal case scenario. The talent planning and

promotions was not appropriate which led to incomplete teams throughout the year. The

number of recruits were good, but even before they were inducted into teams we lost around

25 recruits which is an alarming issue. The selection process needs to be more structured and

optimized.

February recruitments were OGX centric, however the capitalization was not proper. The new

product that was created did not help with the recruitment and OGX.

August recruitment was comparatively better. However, we still need to find right people for

the right role. Then only the concept of TMP/TLP driving growth will make sense.

3. Propose learning & development plan for 2014, and how would lead to evolution of membership

learning curve and provide high quality leadership experiences.

The experience in each and every role will be tracked and the learning and development will

be structured accordingly.

For example:

Role Timeline LEAD Learning Delivery

Senior

Body

Manager

January This will include

the leads given to

the individual that

will support him

and complement

his performance

according to the

defined Job Role.

The learning will

happen through the

operations an

individual does

according to the

defined Job Role.

This includes the

elements of Global

Learning

Environment. It

will help an

individual gain a

holistic team and

project experience.

February

March

Apart from this Learning and Development will also work on a lot of analysis to come out with

the right lead for the portfolio.

We will analyse the following things.

Retention Rate

Applicants/TLP

%Newie-Junior-Senior

Knowledge-Skills-Attitude

From these indicators we will come to know the exact learning and development deficit in each

portfolio and will be addressed accordingly.


Passion Capital

For example:

CASE 1: The retention rate goes down in a portfolio in the very first month.

Problem: The induction module for the portfolio is inappropriate.

Solution: We will customize the lead for implementing better induction processes in the same

and the next cycle for the portfolio.

CASE 2: The conversion from new members to team leaders is very low.

Problem: The learning for a member in the portfolio is not appropriate.

Solution: We will customize the lead so as to empower the middle level management and

provide the members with the right direction.

This is how we will move forward. Every experience will be tracked and analysed. We will

customize need based learning sessions. We will deliver them and evaluate the result.

Marketing

1. What emphasis does Marketing as a function hold currently for AIESEC in Chandigarh? Critically

analyse the same. Also evaluate its contribution to growth in ELD programs.

Marketing as a function

Marketing as a function is very important in terms of increasing our presence in the different

markets. We do a lot of things in AIESEC and we remain as the world’s best kept secret. This

fact is changing, however the way we are changing is not appropriate. If we are to achieve

2015, this function will play a very pivotal role.

Marketing needs to work with the exchange portfolios to figure out new markets where we can

be present in. It will generate the awareness of the products which will then be capitalised by

the programs.

Marketing as a portfolio has evolved a lot in the past 6 months and we have been seeing

results. However, we have not been able to use this portfolio to the fullest because we don’t

work in markets. Our approach in the market is very random and so has been our marketing.

Marketing needs to be aligned to the purpose of getting into each market and the purpose

behind every partnerships.

Till date, we are still evolving and figuring out the right markets for us. We will continue doing

the same. We will invest in increasing the knowledge capital of the portfolio. Marketing is

important and we will make sure we do it in a structured way.

Contribution to ELD Programs:

We come back to the same point. We don’t work in markets. We have been getting leads for

our products from marketing. However, we need to have a market based approach in each

program to even measure its success. Right now, it’s there but it needs to be done in the right

way.

2. How should Marketing evolve in the LC in 2014? How do you see it contributing to ELD

programs in 2014?

There are certain things we need to do to evolve marketing in the LC and contribute to ELD.


Passion Capital

Knowledge Capital: We need to have knowledge partners, who will help us evolve

the portfolio. This is important because though we have really good strategies to do

marketing, they on grounds remain inadequate and are left unclosed. We need to make

sure we are doing marketing the right way.

Market Based Approach: We need to have a market based approach for our

programs and our marketing campaigns needs to be aligned accordingly. The purpose

should be clear and the approach should be structured. Marketing will be very efficient

if we target the exact segments.

Communication & Information Management

1. What are the various spheres in the LC in which Communication & Information Management

plays a huge role or can a play a huge role?

Communications and Information Management in 2014 will be very important and these are

the spheres where CIM plays a huge role in.

Producing Business Intelligence Report and generating IR leads for exchange

portfolios.

Laying down CIM policies in the LC

Internal communication in the network.

o Branding

o Building Relations

o Analysing good case practices of other entities and see how we can implement

it in our LC.

Maintaining effective LC communication channels

Experience information tracking of all the stakeholders

Financial and exchange document tracking

2. Comment on how you envision the role of Information Systems in the functioning and

administration of the local committee in 2014.

Information Systems for me will be will be on very high priority, every experience will be

tracked. We will have every exchange documents and contracts stored. We will open and close

every experience as it happens.

This is highly important in the functioning and administration of the local committee in 2014.

We are growing as an entity and it’s very important that we are sorted and safe to any legal or

operational issue. However, this is just not a reactive measure. Every experience will have its

closure. If, not the experience is never complete.

We are moving into legalization where everything we do will be on legal papers. It’s very

important to make sure that we are perfect in our information and knowledge management.


Passion Capital

Section H | Blank Page Challenge

An organizations performance is directly linked to 7 elements:

Strategy: the plan devised to maintain and build competitive advantage over the competition.

Structure: the way the organization is structured and who reports to whom.

Systems: the daily activities and procedures that staff members engaged in to get the job

done.

Shared Values: These are the core values of the company that are evidenced in the corporate

culture and the general work ethic.

Style: the style of leadership adopted.

Staff: the employees and their general capabilities.

Skills: the actual skills and competencies of the employees working for the company

The model is based on the theory that, for an organization to perform well, these seven elements need

to be aligned and mutually reinforcing. So, the model can be used to help identify what needs to be

realigned to improve performance, or to maintain alignment (and performance) during other types of

change.

Whatever the type of change – restructuring, new processes, organizational merger, new systems,

change of leadership, and so on – the model can be used to understand how the organizational elements are interrelated, and so ensure that the wider impact of changes made in one area is taken

into consideration.

The Task: Complete an entire analysis of the current state of AIESEC in Chandigarh and the future

(ideal) state of AIESEC in Chandigarh basing your thoughts on the above model i.e. do an analysis of

how all the above elements are interacting with each other and should be interacting with each other.

You can be as creative as you want! One Page Only.


Passion Capital

I would like to start with shared values.

I began my application with this. The core values are absolutely critical for any organization. It’s their

belief, their creed. These are the guiding values that guide everything they do. They act as a compass

for any organization.

Current State of AIESEC in Chandigarh

Our core values come from the AIESEC Way and nowhere else. There are six values we ideally should

share.

Activating Leadership

Enjoying Participation

Striving for Excellence

Acting Sustainably

Living Diversity

Demonstrating Integrity

A lot of times, we fail to live by it. We are AIESECers and these should be the core values we should

live by.

As we don’t live by it, our systems are not sustainable. We are leaders that are not purpose centric.

Our strategies are mostly incomplete because they are not based on these core values. The way we

work internally is not perfect though we tend to evolve it. We lose people and retain very less because

as we don’t live these values, for people around us AIESEC is very limited. Our skills don’t improve as

it should. I might sound very pessimistic. However, if you are reading this last page of my manifesto I

would ask you to reflect on your AIESEC experience and see how things have gone. We have had a

rough time here. We have learnt, a lot. However, the learning would have been on a totally different

level had we preserved our core in everything we did. Our core are the AIESEC values. I would not go

into other combinations because for now I would want everyone in this Local Committee to preserve

their core. Never, drift from it. We can be good, rather brilliant but we need to stick to our core. We

need to believe that things will give us the right way to do things.

Ideal State of AIESEC Chandigarh

We are living by our core values. We are purpose driven and we respect our leaders because even they

are living by the core values. Our structures are much simpler and the experience much more enriching.

We believe in the values and our culture comes from that belief. We are leading with purpose because

we believe in something. Everything we do around it makes a lot of sense because of it. People in the

organization connect to the belief. Everything around them is based on that belief. They enjoy being

here. They lead with purpose. All the skills we need, we make sure we have them because we believe

in something and we want to make it bigger, bigger than ourselves. Every strategy we are a part of is

based on that belief, we connect and work for it. Our systems, people and our approach are sustainable

because it’s the belief that makes us do, what we do.

Everything is connected, all of these 7s, but it’s very simple. We need to have values and believe in the

right way to do things. Believe in the vision and the model of the organization and everything else will

make sense.

alok khatri manifesto 2014

Documents

purposeful passion

relevant passion capital

aiesec way

relevant aiesec

strong purpose

strong emotion

right way

organizations successful