Dhruv sachar lcp manifesto

Application to the office of Local Committee President 2016-17 Dhruv Sachar

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2Application to the office of Local Committee President 2016-17

Dhruv Sachar

Dhruv Sachar was born in a small town called Jammu on 6th march 1995, when he was a month old he moved to the city of dreams, Mumbai. He was bought up in the same city until he was 16 years old and then he lived in 3 different cities before coming to Pune.. He has stayed in north, west and east India but prefers Bombay over any other city.

Music, movies, travelling and football are 4 very important pieces of his life. A huge movie buff and wants to see at least 200 countries in his life. Dream to see each state in india before turning 21, DONE. Another dream is to invade a football game. MUSIC IS LIFE. Can listen to Pink Floyd all day.. Wants to eventually get into media and make that his career. AIESEC is an excellent thing that happened to him and he wants to be involved in one way or another. AIESEC has taught him how to stay grounded and not get carried away. It has taught him how to be a better, stronger and a sorted individual. It has changed him completely.


“It’s impossible”, said pride.

“It’s risky”, said experience.

“It’s pointless”, said reason.

“Give it a try”, whispered the heart.

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Part 1 - AIESEC EXPERIENCE

1. Present your AIESEC Experience (visually/graphically or tabular) and list the

three most important experiences.

OCVP Finance

. This was a huge risk taken by me. I took a leap of faith because I wanted

to learn something new and try something different. 2 months into the organization and I was asked to handle a budget of over 2.5 Lakhs. It

made me realize how this organization can give me such a

strong experience at such a tender age. One of the many things that I

learnt was firefighting. How to react, control yourself and accordingly act

when things go south.

Vice President GTO

It has been a rollercoaster ride ever since the start of my term. From laying down the foundation for a

department like GTO to grow was my focus area. The year started off with

a lot of difficulties but eventually everything turned out to be smooth

and well organized. Starting from scratch and then showing 400%

growth by June was a tremendous achievement. Made me realize how if

we focus and work hard towards something, no matter how bad the

situation be, we will come out on top.

EBC JNC 2015-

This was the toughest role I have ever taken up. It made me discover my true self. It helped me analyze a lot of thing, specially like patience, problem solving and multi tasking. If not anything, this particular role has made me a much stronger driven person.


2. What have been your main achievements and non achievements in AIESEC in the past? (Mention a max of three each)

My achievements in the past have beena. Getting selected as OCVP Finance after just 2 months in the organization and no concrete tangibles. Not

only getting selected but also being appreciated by my LCP then for being the best performing member of the OC.

b. JNC 2015 during SONA , when Pune was appreciate for the kind of performance we had done in GTO. As a VP that was an achievement and something that I am really proud of. It is an achievement when you get appreciated for your hard work in front of a national plenary .

My non- achievements have been a. Being considered as scary and unapproachable in my VP term because I feel this lead to a bad member

retention phase in the beginning of the year. b. Not getting selected for the OC of Discover Mumbai Weekender. It is by far the only role for which I

have applied and I have not gotten. I consider it to be a non achievement because that rile could have taught me a lot and I was not able to get on.

3. What are your three basic Learning/Values for life, which you have derived through your AIESEC experience?(Answer objectively)

The values that AIESEC has taught me are many, namely being passionate about what you, being solution driven, being fun and crazy , striving for more and finally living each and every day to the fullest. It has taught me how to concentrate, how to work on deadlines, how to run a department and manage a team. The biggest thing being, it has taught me to never give in, come what may.

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

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Conference Role

April Local Congress 2014 Organizing Committee

Annual Leaders Conference 2015 Delegate

February Local Congress 2015 EBC

June National Conference 2015 EBC

September Local Congress 2015 Conference Delivery

RYLC South West 2015 Facilitator

5. What aspect of your Executive Body term could you have significantly improved upon? (personally and as a team)

I could have significantly improved on being less short tempered and available for members at all times. Because of my leadership style which was very aggressive, I lost out on giving good experiences to the members who deserved every bit of it.. Also the temperament could have been improved . As a team I think basic synergy from the beginning of the year could have been better. Synergy points were unknown. Also accountability was a problem because of multiple VPs in some department. Clarity of job role amongst the EB and externally could have been worked upon.

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Part 2- Personal Questionnaire

1. What are your key strength and weakness ? . How will they effect the role you are applying for and what will be your unique contribution because of these Strengths and Weakness?

“ To reach somewhere, it is very important to get out from somewhere”

My key strengths and how they will help me are Prioritizing – It brings clarity on what is more important and what needs to be done first. Spontaneity – It is very boring to be a boring leader. Hence that extra spice in life is needed. Passionate- You will never get what you want unless you really want it. Being passionate is all about putting in all the efforts to get where you want to be.

My key weaknesses and how they will affect the year are Inapproachability – This is a huge weakness and something that can hamper the experience. It is very important to be approachable for anything at any given time.


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Fear – a very generic weakness that one can have but it is a huge one. It affects your confidence, your way of thinking and your plans of executing. “when people ask me what I can bring to the table, I tell them; I bring the bloody table.

This is the unique thing I can get with me. Being spontaneous and passionate about everything you love and not letting fear take the better of you. Take the leap because the faith will follow immediately.

2. What is your Leadership style ? Explain with real stories from past leadership experiences.

My leadership style involves leading from the front. I believe in doing things how I want to do it and let people see and start doing the same. Leading a team by just talking for me doesn‟t make sense. In the beginning of the year, I started cold calling and going for lot meetings because I feel if I am not doing it, others wont see it happening and they wont do it for the same reason.

According to the leadership chart shown above, my leadership style is mixture of Directing and Coaching. It is a blend of High Directive and High Coaching.

3. List the values you live by in your life and how you practice them in your day to day life. What kind of values would you want in your EB and the LC.

Don‟t let anyone ever tell you, you cant do something. Being aggressive in what you want. I want things, I go get it and that is what I want from my EB and LC too. You want something, don‟t leave a stone unturned until you get it. The values I live by are staying grounded. I feel no matter how high your head goes, your feet should always be on the ground and that is exactly what I would want to see in my EB and LC.


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Loving what you do is very important because that is how work gets done and that is when passion comes into play. In a nutshell, Be passionate, be aggressive but stay grounded.

4. What is driving you to continue in AIESEC ? What makes you apply for President.

Ever since I have joined this organization ive wanted to see what can it offer me. What can it give me in return to all the efforts and energy I am putting in. Everyday I get to learn something new. Every morning I wake up, ask myself am I going to learn something new, and every day the answer is the same. Yes there is a lot more to learn. The reason why I am here today applying for president is because I don‟t want to stop here. I want to move forward, believe , achieve, fail, succeed but I don‟t want to stop just here. There is still a long way to go.

5. How will you make sure you execute your plans as execution is the biggest problem in all the leaders.

Execution has always been a problem with leaders who are not visionaries. Execution of plans becomes a problem when people are not aligned to the common objective or the goal of the organization. It also occurs when the communications channels are not clear and the flow of communication is poor. A good leader can always communicate well and be clear what needs to be done and is able to drive down the same things without any problem.


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A good leader in the past never planned to do too many things, just a few but doing them perfectly is what matters. I take practical decision. Decisions and plans should be driven by logic and not emotion. A couple of things to focus on in the entire year which makes efficiency increase and attention doesn‟t get divided.

6. What is your year theme. Why ?

My theme for the year is Outwit. Outplay. Outlast. These 3 words are way more powerful than what one can imagine. These are 3 simple words which will define the year. They will define what AIESEC in Pune is all about. We are better thinkers, we have the ability to redefine any process in AIESEC . We will act faster and not just spend our time thinking and analyzing situations, we will be remembered for what we stood for. Think better, act faster and be remembered. Everyone works hard, but the real question is, are you working hard towards something meaningful? Are you working hard because you have a goal or a purpose? Or are you working hard because you have to?

7. What is that one thing that you want to learn from this Leadership Role and the reason for it.

There are a lot of things I want to learn from this role but the biggest one would be taking ownership. I want to learn how to be responsible for an entire city and not just an LC. I want to learn how to make things happen with 100 young minds willing to go the distance with you. I want to learn how to fail and pick not only yourself up but also 100 young minds that were willing to fail with you. This is the only organization in the world which can make me learn all of that and will let me do the things I want to do. This is the only organization in the world which will give me the opportunity to change lives from the very apex at the age of 21. Can you imagine what would happen if we can engage and develop every young person in the Pune and I am, like mentioned before at the apex of that.

This is why LCP.


ORGANISATION UNDERSTANDING

1. What is your Understanding of AIESEC 2020 ? Envision the year 2020 for AIESEC in Pune in three statements as a leader of 2016.

AIESEC still believes in engaging and developing every young person in this world and the vision for AIESEC 2020 is also about achieving the above. It is more of a movement which will get them closer to the same. So now it is a movement which is about -Shaping what we do around what the world needs -Growing disruptively -Accessible to everyone, everywhere.

AIESEC in Pune in the year 2020 should be on the same page. As a leader of this movement‟s first year I believe in laying down the foundation for 2020.

Where I see AIESEC in Pune in the year 2020 is

-Exchange numbers grown tremendously because we offer the programs to people according to what they need. Growth in terms on exchange. We have the capacity to be the best in India in terms of GTO and best in the world in terms on GCS and that is where I envision AIESEC in Pune. - Brand recognition and relevance improved in the city. -Membership strength and lifeline increased organically. -One out of 10 young people in Pune should know about AIESEC and one out of 20 people should have been on an exchange.

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2. We are moving towards a more customer centric organisation. How will you in your year make AIESEC a customer centric organisation? How will you increase eachcustomer experience in all the programs that we offer ?

Customer centric behavior is the kind which does not involve looking at the customer through the lens of the product. Meaning, asking the customer how the product is or how it can be made better is not being customer centric. My year will make AIESEC a customer centric organization because marketing is going to be the pivot. Marketing will be the epicenter of all the activities that will happen in the organization. There will be a lot of synergy between marketing and exchange departments because for good customer centricity, it is important to know who are the customers, what do they want .The processes and the functions will be more driven towards what the customer needs. Simplicity and Standardization.Customer experience deals a lot with the kind of process he goes through for our services. AIESEC is a very simple organization which when made complicated can cause chaos. Hence the best way forward to standardize all process and systems in AIESEC and make every function‟s process a checkpoint process. This would mean that to complete any function, the steps are standard and the process is simple.

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3. Evaluate the new AIESEC way and LDM. How do you think they play an important role in an AIESECers life? If given a chance, what changes do you suggest in both? (If any)there.

The new AIESEC way is all about the golden circle of why, how and what. The 6 elements that the AIESEC way earlier comprised of is no longer there. The 6 values of AIESEC are still there and LDM is now a part of the new AIESEC way . Our vision has become the „why‟ of AIESEC , how we do it is through believing in leadership as the solution to all problems and what we do is basically cross cultural exchange along with activating leadership. It is very important for every AIESECer to realize how they can grow in the organization. It is very important for them to align their personal goals with our organizational goals . LDM plays another important role because that is what the organization can give you. The 4 elements of LDM is something that every AIESECer goes through and experiences in his journey. These are the things which AIESEC can offer to a member , some might like to call it USP of AIESEC members program. This is a lot simpler AIESEC way and very clear. The organization as a whole is very easy and there is not need to complicate it with external jazz. I feel this is a very clear and simple concept which should not be altered with at all. For me no changes in both, The AIESEC Way and LDM.


4. What is your understanding of the AIESEC Customer flow compare it with a different companies customer flow and suggest what changes and improvement can you get in AIESEC Customer flow in Pune to achieve more results.

The customer flow of AIESEC is extremely inbound marketing. Outbound marketing like ad are out there in abundance but no one pays attention to it anymore. The world right now is moving towards inbound marketing and Apple is a pioneer in this field. Inbound marketing is less costly, more effective and less time consuming. The leads that are generated from inbound marketing are 8 times more likely to turn into a customer. AIESEC is also doing the exact same thing. We are moving towards content driven marketing. Story telling, and experience sharing is being used widely because when a potential customer Googles about the product, impact showcasing leaves a better impact on him .

The AIESEC in Pune blog is a major example of inbound marketing. We showcase stories and experiences on the blog, no jazzy ads. Like it is mentioned in the funnel as well, the first and most thing is the content and then the rest follows. This is not just around the blog, other ways are social media like twitter and facebook, weekly or bi weekly newsletters, reference marketing etc. This will help us generate constant stream of qualified leads. This will also help us to establish an online presence, drive and try out new loads along with converting prospects, everything on auto pilot. There are 4 stages in this and all 4 have different projects with respect to thee focus area and the objective

of the particular phase.

5. How will you use the 4DX model in you year. Explain each in detail.

There are 4 different steps involved and it will be used extensively in my year. Starting with having a common goal and objective. There will be one common year goal and that will be the number of exchanges which need to be done. Now it is important to have monthly goals as well because achieving monthly goals will help us achieve the final goal which is going to be aligned with monthly goals.The Lead measures which will help us achieve the goal will be absolutely clear and will be driven down the hierarchy effectively. Effective communication here is the key. There will be a physical score board in the workspace which will be updated every time a task is done. There will be a virtual scoreboard too which will be in place along with bi-weekly newsletter of the score board. Accountability and tracking will be done by the TM department and MB. There will be a mechanism made for tracking growth or performance of each and every member. There will be an L&D cell taking care of information learning and understanding for members.

Inbound Marketing Funnel

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Local Committee Understanding1. Analyse the trends of the past four years (including 2015) ofAIESEC Pune’s strategic direction (include performance & culture). How do you see the organisational direction of AIESEC Pune shaping up in the coming two years?

Also, give a SWOT analysis of the LC for 2015.

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AIESEC in Pune 2012

Performance

Performance wise Pune did the best this year in terms of exchanges though there were major problems faced in terms of

quality for ICX, CRM and lack of capitalization of SUs. Major growth in

IGC, the highest ever. The first CSR project was sold in this year.

Culture

The basic culture of the organization was very strong. Self motivated

members along with the life of AIESEC journey was longer. There was love,

passion and dedication shown from all members. Each and every department

had a very strong and independent culture to live by.

AIESEC in Pune 2013

Performance

There was tremendous growth shown in OGC and we also won the award for it in the national as well as Asia Pacific Plen. IGT grew a lot this year, one of the best numbers ever shown in the history of Pune. There was a major dip in IGC . BD

contribution was low.

Culture

Culture saw a massive change from what it was a year before. The

culture driven down from top was a very operational kind of culture

and there was a huge membership dip because of that. Membership

suffered a lot not only in the LC but also on the EB. Instability was

there throughout the year.

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AIESEC in PUNE 2014

Performance

In terms of performance we had a dip this year . The strong pipeline in GTO was not used effectively. There was a negative growth in

terms of GCS too. GTS grew to an extent of doing the best AIESEC in Pune had ever seen. Expansions also contributed a lot in terms of

exchange and income.

Culture

In terms of culture the LC was effective enough. Mentorship was a major success in the year. There was a culture of negativity creped

in the organization

AIESEC IN PUNE 2015

Performance

Growth shown by GTO and GCS as compared to the year before.

GCS still stagnant. Growth in Nagpur in terms of exchanges. BD going extremely slow in the

first half of the year.

Culture

Membership driven culture along with focus on operations at the same time. Work culture introduced in the LC and on the

brink of making it an achievement culture.

2. What is the stand you have for the Local chapter in the year 2016, what are the key factors that will make AIESEC in Pune fulfil this stand and how?

The stand I will have for the upcoming year is

I remember where I came from but I just can’t stay there.

This means a lot for me. It supports my value of staying grounded at all points of time but striving for excellence at the same moment. This means you remember your roots but you don‟t stop at anything. You achieve what you have to.

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The key factors that will help me fulfill this stand and also AIESEC in Pune will be

1. Inbound Marketing .2. Strong and dominant Public Relations .3. Improved brand relevance and recognition. 4. Standardization in all processes 5. Better quality delivery and NPS 6. Growth in all exchange portfolios. (exponential growth in IGT)7. Showing faith and confidence in a strong Management Body 8. Providing the LC with all resources from mine and EB‟s end to make sure things happen how they

should. 9. To promote a clear route or path of accountability and accessibility at the same time. 10. Achieving of weekly, monthly and quarterly goals.

3. What is your understanding of Lead and Lag Measures ? Propose 3 lead and Lag measures that you will incorporate in your year?

There has always been confusion about lead and lag measures that one can use. Now depending on the strategies you drive down and the objectives you have, you can use the two.

Example - You have a 7 am flight to catch and that is your objective. Now your lead measures would include things like Doing an online check in Making sure you have packed a night before Your Lag measures would be Reaching the airport on time.

A lag measure is something that is already happened or something that is not in our control. It tends to be the goal you have. It could be the objective of a particular process that you have started.

A lead measures are basically the things you need to do to achieve whatever goal you have set for yourself. It has to be predictive for future results and it needs to be influenced and driven down from top. They may seem small and menial things to measure but they have a huge impact on the achievement of the goal.

3 Lag measures that I would incorporate in the organization are

-B2B Marketing

-Better customer experience

- Better brand relevance and recognition in the city

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3 Lead measures that will help me achieve the same will be

Inbound marketing. Blog up and running, Use of twitter and Face book for a lot of external communication with at least 3 posts releasing in a week not related to our product. Videos made from 5 NGOs , 5 Corporate and at least 5 EPs. Showcasing this through email marketing. Referral mechanism put into place for all 4 exchange departments

Standardization of all process. Raise, match and realization for any department will have a checkpoint system which will be flown down. Partnership with a hotel, partnership with a cab company, or a transport facility and Home Stay campaigns are examples for ICX.

Partnership with at least 7college festivals including FC, SIMC,SID,MIT and SCMC for improved brand relevance, 6 major and 12 minor partnerships with corporate events and 3 major AIESEC centric events and 6 minor for the same .

4. What according tot you will be focus areas for AIESEC in Pune in 2016 and why? Explain in details.

There will be 3 focus areas for me in the next year

1. Marketing & PRThe reason why these three are together is because There will be immense amount of synergy amongst the departments. Since the major move next year is centric around marketing and PR, it is vital for these two departments to be the in complete synergy and have clarity of job role. There will be a lot of things introduced in the coming year such as Inbound Marketing, Major PR partnerships just to improve the brand recognition in our city, B2B marketing on a whole new level, Referral Marketing, Opportunity marketing and project showcasing.The biggest change though would be Project Based Job Differentiation in accordance to PR and Digital Marketing.

2. Global Talent Organizations In this year, base for a strong GTO department to grow on in the next year was built. It is really important to focus on this department right now because we have a strong grip on it and if we let loose now, it will be a waste of one year. We have realized that Global Startups is a strong sub-product in Pune and if properly planned and worked towards, it will be a power move for next year which will help the numbers grow. Also because this year we could not penetrate into the untapped areas of Pune entirely which is a goldmine when it comes to GTO and we need to make the most of it. Goa has been tapped this year for TNs other than hotels, which does not restrict Goa to a realization cycle and hamper numbers.

3. Talent Management-L&DFirstly starting with making the life of a member in AIESEC Pune a longer one than what it is now. It is important to have members spend at least a year and half to learn the organization entirely and then apply and get on to the EB. This can be done with quality August Recruitment and proper L&D support and tracking in Dec/Jan when there are maximum exists. Up scaling the Jan recruitments by recruiting twice the number of people that we usually do and then doing pocket recruitments two times a quarter. This is so that there fresh and young influx of new membership throughout the year.

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Creation of a L&D Cell. It will be something similar to LTT but it will also be taking care of

pocket recruitments. The power move here will be Incorporation of Law Of Diminishing Marginal Utility as a TM process and it being tracked by L&D to give all the resources possible to the new members and understanding when they start going into the second phase of the law ie when the performance starts increasing at a decreasing rate, this is when quality assessment and intervention of behavior is needed.

5. Propose the organisational structure (for the Executive Body only) that you plan to follow for the next year.

LCP

VP GTO

VP GTO

VP GCO

VP GTS

VP GCS

VP GCS

VP PR

VP Marketing & Information Management

VP Expansions & NEP

VP BD

VP TM

VP Finance & Legal

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6. Propose a Governance & Accountability model for the LC for the year 2016.

LCP

-Ensuring the supply of all resources till the grass root level

-Board and alumni engagement for mentorship of the LC and EB.

-Along with VP F, ensuring the LC grows in terms of operations and Financially remains stable

EB

-Directly accountable to the LCP

- Responsible core operations of every department

- Directly responsible for growth, learning and retention of membership

retention

MB

-Accountable to respective VPs

-Responsible for the implementation and ground work of every project

- First touch point for the member hence talent capacity training needed.

GB

-Directly accountable to their respective TLs

-Main workforce for the LC in terms of operations .

-Weekly tracking by TLs and training by the L&D cell whenever required.

8. According to you, what role will AIESEC play in the city of Pune as an International Youth Organisation in 2016?

It will play an extremely important role because next year the focus on how our brand name and recognition can be improved will be a lot. There will be a lot of external partnerships with various events and festivals will be taking place.. Youth outreach of AIESEC in Pune needs to improve and the next year will be a stepping stone for the same.I plan to do a number of youth and college centric events mainly like Independent College YSFs. This means they will first be exposed to ELD and not EwA which is exactly what my motive for the same is. The people will first realize how they can play a stronger role in the future to come. They can act as leaders for tomorrow and then they are told about AIESEC which is an organization that offers the same thing.

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The LDM Elements if implemented, driven down and tracked properly, Pune could have a number of youngsters willing to learn and grow. The global mindset and perspective only comes when they either go for an internship or host an intern at their place and make it a global home. Pune as a city should realize and capitalize on the fact that they have a presence of such a strong and driven youth run organization. I see AIESEC in our city being the stepping stone or the platform for youth to grow. AIESEC should be a network of college going students, NGOs, Corporates, Start Ups and various colleges in our city.

Programmes

1. What according to you are going to be your five key synergy corners in the term? Why are these going to be the most important? Suggest specific projects you will work on in each corner for the exchange portfolios.

Exchange Portfolio

Synergy Touch Point

Key Projects

GTO Marketing/PR -Email marketing -Referral Marketing -LinkedIn Marketing -Partnership with MCCIA, StartUpSaturday and other branding events. -Opportunity Branding

GCO Marketing -Content generation for blog and online channels.-Showcasing of the city. -Project related videos and content for email marketing -Promotion and introduction of a new project DISCOVER GOA

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Exchange Portfolio Synergy Point Key projects

GTO GTS This is a never tried or attempted before synergy. Selling both the projects together a package to a corporate or mainly to a startup will be beneficial to both the departments

GCO BD/PR/Marketing -One global village in Pune-One global village in Goa (BITS)-Discover Goa Weekender -Balkalakaar in Pune

GCS BD/PR/Marketing 6 college YSFs building up to 1 major YSF.

2. What will be the changes that will leverage the volume of AIESEC in Pune ELD Experiences in 2016? How are these connected with the external environment?

Programs Innovation Top Strategies Relevance with external market

GTO Selling a product package of GT as a whole.

Selling GT as one product for the corporate and start ups. Pitching both the products together.

They will want to go in for it because for them it is relevant and they not only will bring in global diversity to work place but also bringing in a global mindset .

GTS UR in IHM Goa Cracking a strong UR in IHM Goa because they have a compulsory internship to go for.A UR needs to be in place by maximum Feb.

It is a very good thing for these kind of students. They have to go for an internship as it is in their curriculum and we will be able to provide them with better opportunities as compared to indian hotel.

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GCO 75


GCO Project Discover Goa

Partnering withtravel/content blogging page. Having an accommodation partner.Government partnerships if possible for the same

Blogging and writing stories about Goa not justbeing a place to party but also being extremely rich when it comes to heritage, culture and history.

2. Please give your (probable) targets for the next year. Please justify the same, especially along the lines of:a. Membership Volume & Experienceb. Logistical Managementc. Stakeholders Experience Deliveryd. International Relations

GTS22

GCS120

GTO 96

TOTAL 313

Membership Volume & Experience

-The membership will be according to productivity which is going to be decided once the LC realities are understood after a certain point of time. - Effective tracking and talent capacity training because the concept of small teams will be followed throughout the year. - Campus ambassador program will continue and directly dealt by TM in SIT,FLAME and BITS Goa - L&D CELL to be created in the beginning of the year.

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Logistical Management

-Local Product Innovation and Development team to be in place In the beginning of the year. - Quality Management Team for ICX and NEP will be in place in the beginning of the year. - Exchange related BD partnerships to be made. - Better process for reimbursements.-Investment in developing office workspace.

Stakeholders Experience Delivery

-Implementation and Standardization of EP LEAD - Involving alumni and board for mentorship and LEAD for EB and LCP - Quality procedures to be standardized for ICX. - Clear and affirmative EP and TN expectation setting.

International Relations

-EP booklet to be used in all forms of internal marketing. - Creating IRs in the beginning of the year according to demand and supply analysis. - Representation in one International Conference - Investment in one CEEDer (outgoing) from the LC. -Delivering good experiences to interns so they do IR for us in their home LC

3. What action steps do you propose for a stronger quality of experiences delivered ? Propose Action steps for NEP, IGC, IGT, OGC and OGT

For ICX and NEP -Partnership with a hotel for accommodation -Partnership with a cab service for intern commuting - 2 karaoke nights for interns and will also be considered as an LC forum - Casual Dinner with a few clients at a time and the EPs working there. -Clear expectation setting from AIESEC and the Company or NGO -Clear JD and effective one from the external - Association with a sim card provider, and an agent for FRRO registration. - Weekend tour of the city to be accompanied by AIESECers- Inviting them for the Lcongs and LCMs - EP LEAD

For OGX -Clear expectation setting before the EP leaves and even after - EP LEAD - Constant communication from AIESEC‟s side -Reintegration once back from the internship -Story showcasing and sharing on our blog

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Functions

External Relations

1. Propose key projects for BD in 2016 for Pune and Expansions also.

- Partnerships for Exchange Portfolios

This is in terms of partnerships for accommodation and travel. Identifying the time lag and flaws in the customer flow across all portfolios. Partnering with businesses that reduces the time from one part of the customer flow to another or brings efficiency in the delivery. Partnerships with the Govt for GCO projects like DISCOVER GOA. Partnerships with corporate training centers and training schools to increase the skill set and hence the matching ability of GTS EP‟s

- Youth Speak

Taking up Youth Speak as a major project for the coming year Using the current model and piloting it in at least 6 colleges before April including Goa and Nagpur. It will be an effective impact on the brand relevance and recognition in the city.

- Alumni and Board Engagement

Making use of the network of our alumni and board to gain maximum in terms of exchange support as well as mentorship and guidance. Maintaining the board as a body keeping us sustainable in our exchange support strategies, mentoring us for projects like talent capacity, better L&D and recruitments. The key here is there engagement. Inviting them to our events, regular update about organization growth are few basics steps which will ensure long term engagement. This is not only for Pune but also for Nagpur since we want their legislation to take place by JNC 2016.

2. Evaluate the performance of BD in the year 2015 (for Pune)

BD Events –Lack of inflow of cash and financial contribution for the LC. Lack of synergy with Marketing and GCS in the beginning of the year which lead to a lot of confusion in terms IS and small scale college based events. Good amount of partnerships for JNC and Nexus. Excellent board and alumni engagement in the year.

BD Exchange –Bad choice to keep a separate department for BD X. Unable to sell any GCO projects to CSRs. Lack of synergy with core GCO department. Failure of the only event of the year so far CSR Summit. Good NEP contribution from the beginning of the year and quality standards met very well.

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3. Give your (probable) BD target for the next year. Justify the same, considering the ground realities faced in the LC in 2015 and 2014.

For the past two years we have noticed a trend in which getting in hard cash for an event is very difficult. Whereas getting in-kind partnerships for various events is a lot easier. At least in the year 2015 we have seen how cash contribution was an issue but partnerships in kind were comparatively easier. The past two years, we have also found it difficult to sell CSR projects too. Even this year wherein we had an entire department working towards it, the result was the same which means it is slow in terms of response rate and the conversion for the same is extremely poor too. There will be a lot of involvement of BD in terms of expansions too. There are events planned for both Goa and Nagpur. Keeping the same trend in mind the targets for the next year will be not too high and very achievable. With one CSR project sold in the entire year and BD sales getting in money. The target for BD is 3.5 Lakh for the year.

Financial Management

Define a financially sustainable LC. How do you envision AIESEC in Pune in 2016 with respect to being financial profitable and investment-friendly?

Keeping in mind the organizational challenges involved in generating revenues, we could say that financially sustainability is our capacity to obtain revenues in order to sustain our processes (projects) at a steady or growing and thus produce results. In other words, the central aim is the results the organization wishes to achieve. And, the means to achieve these results is a fundraising capacity that makes it possible to implement projects and activities that lead us to that goal. The following are the four pillars of a financially sustainable local committee. The six essential requirements for achieving financial sustainability in an organization are: Long-term Commitment, Leadership, Investment of Time and Money, Business Plan, Effective Management teams and Team Work.

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Strategic Long Term Planning

Income Generation

Smart Investments with good

ROI

Proper Financial Tracking

The way forward for Pune is

-Complete Financial Transparency - Long Term Investment Planning - Financial Task Force being active in terms of financial decision making - Quarterly balance sheet review -Monthly income and expense review - Budget review to be done every quarter - investment in CRM and delivery processes - Effective reimbursement policy - Change in Pricing structure for GCS and GTO - EP fees for GCO interns to still be taken

2. Attach an outline budget with respect to your ELD program targets, including BD income from events, collaborations etc.’

Please find the budget attached at the end of the manifesto.

3. Evaluate the performance of Finance in the year 2015.

Finance for the year started with a good and hefty bank balance and a strong FD. We still have to clear recon but we have made some extremely strong investments and taken some heavy financial decisions in the year. There was complete transparency when it came to finance this year . There were investments made when the new intern house was taken. The first one which we had was eventually given back and that investment was liquidated. We also invested in a bigger office which was a bold step and a move towards positivity.

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The tracking of income was done is a very organized and systematic manner but recon tracking was not done very effectively. Investing in JNC was the biggest risk investment in the whole year so far and it may have been the best too

Talent Management and Learning & Development

1. What is your understanding of the distinction between TM as a function and TM as a program? Evaluate the performance of both in 2015.

TM as a Function TM as a Program

TM as a function is responsible for driving down the values, characteristics, attitudes and behavior in the LC. As a function it is responsible for planning, developing, tracking, maintaining and managing. It also involves talent capacity and MB training and organizing.Tracking and productivity management is an important task which needs to be carried forward in the coming year.

The culture of achievement and action oriented behavior was taken up extremely well portrayed in the year. Tracking mechanisms and productivity process could have been better. No concrete L&D process in the first 6 months was a failure. The use of HR managers from the beginning of the year was an effective idea.

TM as a program is basically the Global Leaders program we have to offer to the students of Pune. The students through this program can avail the opportunity of working in a professional atmosphere at a very young age. It revolves around the members having enough operational knowledge, resources and functional understanding. It involves the functioning of members according to strategies and systems driven down by portfolio heads.

Through the year we have had systems and programs designed for membership knowledge. The biggest success would be the new recruitment process that was piloted this year. Pocket recruitments done in the year were also very effective and were of good quality.

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2. Analyze the recruitment conducted this year. What innovations do you propose in the existing processes to make them even more effective for next year?

We started off the year wit a good amount of membership in the LC and also a strong MB wit senior members being a part of it. What went wrong was tat we did recruitments in dec and in jan and we lost out on those members because we didn‟t have an LTS. Te quality of the recruitments done was not good either and it clearly was not planned properly. Hence we ad to fall back upon pocket recruitments till JNC and tat was good quality and was also based on need and requirement. Retaining these members was a major task till June. The August recruitment I feel was a home run of sorts. Perfectly planned and brilliantly executed. Introducing a new recruitment model and planning backward according to targets was a effective way of doing it. Also focusing on recruiting locals and not outstation students which doesn‟t leave our LC stranded during college vacations.

•Mentorship from Board for a more refined and stronger recruitment process .

• Introduction of self assessment tests and IQ tests

•Stronger CA program in SUs and Expansions

•Introduction of L&D Cell to carry out recruitment and training throughout the year.

•Inviting parents for LTS

•Quantity based recruitment in Jan and Quality based

•Creating a simple and effective

Start

•Tapping into wrong colleges and courses

•Recruiting outstation students. The ratio should be 1:6

• Under prepared for session delivery at LTS

• Involvement of people from different departments and from the EB for recruitment processes.

Stop

•Continuation of personality traits test as the backbone for recruitment cycle

•An effective follow up to the recruitments in terms of L&D practices and behavior management

• Using refer a friend as a major form of pocket recruitment process

• Effective marketing campaigns for recruitments

Continue

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3. Propose key projects for TM and L&D for the year 2016.

L&D Cell

It will be a dual job role open for members and TLs. The working will be closely monitored and guided by the TM department as a whole. The job role will revolve around handling pocket recruitment which will be happening through out the year. This cell will also be responsible for training the members, taking the necessary tests and allocating departments. This team will also stay in close synergy with the HR managers for learning, knowledge and assessment of behavior from time to time. It will be a team of ideally not more than 4 people who will be first trained in terms of recruitment, member tracking and growth, resources management, behavior management and other things related to the same.

HR Managers

This is like the TLP role in the LC. This is not a dual job role. It is a practice which was started this year and worked really well for us in the first quarter. I would want this practice to continue with 3 HR managers again for ICX , OGX and Exchange Support. They are the primal touch point and the eyes and ears for VP TM in the LC. The job is very operational and not related to training of members in terms of knowledge. It revolves around performance tracking, performance assessment, talent capacity etc.

Local Product Innovation and Development Team

This team is going to be a small team of 4-5 people from across all departments. This is again a dual job. The basic job role will revolve around coming up with strategies and innovations on how to make the exchange products much better, more effective and increase in terms of numbers . Innovations like selling GT as one product or partnering with a hotel for accommodation. The whole concept of simplification and standardization of product and process will be the key objective of this team. There will be close synergy with Exchange Departments and this team will be mentored by the LCP.

Local Quality Team

This is a self explanatory team. To maintain the quality and standards of our incoming EPs. This team will also be very closely working with the product innovation team

Incorporation of LEAD on a regular basis.

LEAD is a companion of AIESEC LDM which shapes the inner and outer journey to the leadership development model of AIESEC, connecting the inner and outer journey throughout AIESEC experience. This is a key project under learning and development and it will ensure that all our members undergo an intense inner and outer journey and thus they imbibe the four characteristics of LDM.

Incorporation of Law of Diminishing Marginal Utility as an L&D Process of Growth

Understanding the law of Marginal Utility and relating it to a members journey in AIESEC. It also gives L&D the exact understanding of what the necessary training and knowledge transition is required.

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The leadership development model of AIESEC is unique value proposition we offer to our customers not only they get internship opportunities but through these opportunities they develop to become better people overall and tend to work on their strengths and also work on their weakness. Our promise to the customer is developing these characters in them and enabling the start of leadership development. By ensuring our customers undergo inner and outer journey experience we provide an intense leadership experience. This will not just lead to customer satisfaction but ensures customer delight and thus making AIESEC as a integral part of their personal growth model. If all our stakeholders understand LDM and Inner & Outer journey they will . This automatically gives them the purpose of why AIESEC does this and helps facilitate a more beautiful experience to our interns. It can happen through our Blog campaigns, monthly newsletter and monthly casual meetings with interns. Keeping in mind that we will have a team focusing on quality, we will make sure each intern will go through a good outer journey and through the EP LEADs we take, we will make sure they go through an inner journey.

4. How do you see LDM contributing to 2016 and customer experiences? Propose a model for the same.

Marketing

1. What emphasis does Marketing as a function hold currently for AIESEC in Pune ? Critically analyze the same. Also evaluate its contribution to growth in all ELD programs, including Global Leaders Program in 2015 .

Marketing old a very strong and centric function in all te functions of AIESEC. It as never been the center of all programs and next year it will be different. It is the focus area because every process or function is customer centric now and tat is why marketing will play an important role in the growth of the organization. Establishing a strong brand of AIESEC in Pune through different PR strategies and customizing the product according to functions is a way of taking it forward. Brand recognition and relevance will be a base on which the organization can grow in the city. The focus needs to shift from EwA to ELD first which is a difficult task but if carried out strongly, it can improve brand power and hence PR is an important function for AIESEC in the coming year.

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Due to lack of Information management and lack of implementation of tracking mechanism lead to a lot of confusion. In terms of contribution firstly, there was lack of synergy in both the marketing VPs from the beginning of the year which lead to non clarity of job role. This also affected the EB and the LC in terms of accountability. Very little contribution shown towards ICX from the beginning of the year. Only after JNC we saw strong contribution in terms event partnerships and online marketing. Towards OGX marketing has been extremely strong throughout the year. Lead generation through out the year was very strong but due to lack of filtration and other reasons the conversation rate for the same was very poor .

2. How should Marketing evolve in the LC in 2016? How do you see it contributing to ELD programs in 2016?

In 2016 AIESEC in Pune looks to become extremely customer centric. The best way we could do this is through a very focused Inbound Marketing which involves customer experience sharing, showcasing and it ensures that our customer have and intense leadership experience and overall learning and growth. The best way of taking 2 VPs for marketing forward is to have Project Based Job Description and not a rigid one.

The ways of doing this are -Customer Centricity in Functions - Growth in Brand Relevance - Opportunity Branding- Experience Sharing -Referral Mechanism -Inbound marketing -Feedback mechanism -PR strategies to be implemented - Active use of Blog and using it as a landing page- Customized email mechanism - Growth in terms of Brand Recognition- Creating an online information hub

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? Propose innovations for all of the spheres.

- Transition to new EB I feel this is an area tat we need to focus on a lot. It is a very important aspect to an organization of our nature wherein the top management changes so often. Setting a standard procedure of transition will help in terms of stake holder management and operationally as well. This can be done with major help from our board. Taking their mentorship and designing a standard procedure and model for transition will be a long term help for AIESEC

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-Customer Relationship Management Tool

This again with the help of our board we can design. It should be a simple tool which will have an automated

client feedback form going out every 2 months or monthly with different questionnaires for each time. A database to register all problems and immediate response from our side for the same. Using apps like

InvoiceToGo - Automation & Tracking

2. Comment on how you envision the role of Information Systems in the functioning and administration of the local committee in 2016.

In 2016 I see a lot of data backing communication and strategies and not just wild assumption based ones. Having concrete data to always back your strategies helps to understand trends from past years and analyze them. It assists you in understanding Stakeholders thus leading to better stakeholder management. Information storage and Analysis is a tracking tool which contains all the information about the organization. Through the adoption of information systems, we can make use of sophisticated and comprehensive databases that contains all imaginable pieces of data about our organization. The tracking tool store, update and even analyze the information, which the we can then use to pinpoint solutions to current or future problems. Furthermore, these systems can integrate data from various sources, inside and outside AIESEC, keeping the us up to date with internal performance and external opportunities and threats.

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Blank Paper Challenge

Documents

Dhruv sachar lcp manifesto