APPLICANT | LOCAL COMMITTEE PRESIDENT 2015

aiesec

2. Executive Summary

“All our dreams can come true if we have the courage to pursue them.” - Walt Disney

I can clearly remember my early days in AIESEC. Even after three years in the organisation, its surprising how

clearly I remember each and every important event which happened to me in AIESEC. Looking back to all the

years, I can hardly thank the organisation enough for the kind of change that it brought upon my life.During my AIESEC journey, I picked up a lot of new traits and qualities. I started to dream big, and this

organisation helped my achieve it. And all throughout this journey, there has persisted an innate feeling to give

more and more to the local committee for every learning that it has given me through every experience and

opportunity that it facilitated. And I feel this is the juncture in my life where I dream to take my contributions to

the next level.

Throughout my manifesto, you will sense the importance given to People and Performance. I want to share my

views on this.According to me in any organisation, People are the most important asset. So, their development, experience,

learnings, growth should be of utmost importance for the organisation. Once these People get a good

experience, they are happy and want to work for the organisation even more. And this brings to my second point,

that is, Performance. So, once these People sense personal growth in an organisation, they are happy and they

start performing even better. This is the point when high performance slowly starts to blend in with the culture

of the organisation. And this is the point when the organisation starts showing tremendous growth, which is

also sustainable as it is coming from the core of the organisation. This is exactly what I envision for AIESEC in Dehradun for the year 2015. I want to make sure that each member,

each stakeholder of our local chapter receives a high quality experience, which leads to its development. And

with this pool of empowered membership, I dream to grow beyond infinity. I want high performance to become a

culture in our local chapter. A state where each experience we deliver is so powerful that ultimately it drives

performance. All my plans point to these same things, driving performance through an empowered and happy

membership.In the phrase ‘growing beyond infinity’, infinity has been used as a point of reference. In my manifesto, you will

see numbers which seem to be very high and some of you might even get intimidated by them. To those

numbers I refer as infinity. And growing beyond infinity means that achieving those numbers with the

momentum which will be build by the membership of AIESEC in Dehradun.

AIESEC in Dehradun, I request you to dream beyond infinity with me for the year 2015 and I will make sure that

this local chapter gives you the right environment and challenges you to achieve beyond infinity!

Pawas Bajaj

AIESEC in Dehradun

Dream beyond infinity; Achieve beyond infinity

Curriculum Vitae

Additional Achievements and Experience

Skills

Interests

Reading | Travelling | Music | Percussions | Food | Graphic Designing | Photography

Name Pawas Bajaj

Date of Birth 15.04.1992

Address G-89, Rishi ViharDehradun - 248001

Contact Number +91 9958757888

Email ID pawas.bajaj@aiesec.netpawasbajaj@gmail.com

Academic Qualification Year Institution Score Achieved

B.Tech in Computer Science

2011-2015 University of Petroleum and Energy Studies, Dehradun

-

Class 12th, AISSCE 2009 St. Sophia’s Sr. Sec. School, Paschim Vihar

77%

Class 10th, AISSCE 2007 Delhi Public School, Rohini

87%

S.No. Work Title Year

1 Sales & Marketing Manager, Summer Internship Program

June 2014 - August 2014

2 Core Committee Member, UPESMUN

2011-2012

Software Skill Level Package

Video Editting Excellent Apple Final Cut Pro

Graphic Designing Excelllent Adobe Photoshop

Internet Excellent IE, Firefox, Chrome

Apple iWork Excellent Pages, Keynote, Numbers

Sound Editting Good Audacity

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5. Biography

Pawas Bajaj is a 22 year old boy from Delhi. Having over protective Delhi parents, he was loved and pampered

throughout his childhood. A brilliant student till class 10th, before he made the mistake of opting for a science

stream in class 11th and 12th. As s person, he is a quiet, but fun loving guy. A bike and car enthusiast, he always wanted to study automobile design engineering, but ended up in a

computer science engineering course in a private university in Dehradun. Being from a joint family, he had never

travelled alone out of Delhi. Also, being a Delhi boy, he was finding it difficult to adjust to the alien environment

of Dehradun. Not very keen in making friends, he stayed alone, listening to rock music and reading his novels.

He preferred staying alone and practicing one of his hobbies. Talking about his hobbies, since childhood he

showed keen interest in music and instruments. By the age of 16, he ended up learning piano, guitar, sitar, tabla,

congo and drums. He wanted to pursue his hobby of playing the drums, but the music scene in his college was

dead. So, not being able to pursue his hobbies, he started to look out for something interesting to do in college.

and thats when AIESEC entered his life. Keen on meeting some interesting people, he volunteered for one of the

events that AIESEC was hosting. He was specially intrigued by the global internships that AIESEC provides and

wanted to go for one as soon as possible. Though that couldn't happen because of one supplementary exam

that summer, he got enrolled as a member of AIESEC. Being a misfit in his family, he discovered himself out of his hometown, out of his comfort zone, in AIESEC. And

passions and aspirations took new definitions for his. Now, he wants to travel the world and eat great food from different cuisines. He picked up new passions like

graphic designing, photography and marketing and wants to further study in these fields. After travelling a

number of countries, he finally wants to end up as an entrepreneur. As a person, AIESEC changed him in many ways. From a person who was fine with mediocrity, AIESEC made him

challenge his surroundings. From a person who just wanted to earn a lot of money, AIESEC changed him to a

person who definitely wants to earn a lot of money, but give back to the society as well. From a shy, introvert

person, he has changed to a point where he wants to take up the biggest challenge of his life, of applying for the

post of LCP of his local chapter.

SECTION A | 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.Volunteer for ‘Naari’ August 2011The Start of Something New! Key learning/Contribution: Event Management; Working together with new people; Crisis Management; This was my first encounter with AIESEC. Also, this was the first event event being hosted by AIESEC Dehradun. As a person seeking to do new things and meeting new people in an alien environment, I was very enthusiastic as a volunteer and ended up doing more than what my role demanded.Exchange CoordinatorEducation SectorSeptember 2011 - January 2012We all need some education!Key learning/Contribution: Working as a Team Member; Learning the exchange process; Doing appointments in various schools; Managing multiple things simultaneously.This was the phase when failures were constantly coming across my way, with nil success rate when it came to doing exchange. Adapting to all the changes was getting difficult. As a member, I went for a dozen appointments but with no tangible results coming my way, I started to drift away from the organisation. I was still unsure of my reason to be in the organisation.CIM Manager January 2012 - July 2012Finding new Passions!Key learning/Contribution: Partnership appointments; Social Media Marketing; Public Relations.This was the phase when I could connect more to the organisation because of what I was doing. I got to know the various aspects of the CIM department and how it contributes to exchange. I also discovered new passions, photography/videography and graphic designing. Here, AIESEC was directly satisfying my creative side, and I was loving it! Vice President Marketing and CommunicationsCore Organising Committee Dehradun MarathonApril 2012 Feeling the sense of Responsibility and Ownership!Key learning/Contribution: Event management; Crisis Management; Meeting timelines; Media Relations; Partnership appointments.This led to my development on an individual basis, as a professional and as a team member. The trust shown in me by fellow team members and a series of quick successes boosted my self confidence tremendously. This became my first intense team experience, and I started to cherish them. The event was a success, and ended up being showcased live on a news channel. Plus, I was beginning to find my interest in the field of marketing. Marketing Manager August 2012 - December 2012The new found love! Key learning/Contribution: Product Packaging; Social Media Management; Graphic Designing; Partnership Management & Delivery; Team Management.Being a marketing manager took my learning and experience to a whole new level. This was the first time I

had members directly under me. The fact that I was now responsible for the experience of my members really struck me. I had to put a lot of efforts to do justice to the demands of my job role and thoroughly enjoyed the new learnings I got from my role everyday.Organising Committee PresidentDehradun Youth to Business ForumOctober 2012 - December 2012Lose a battle, Win the war.Key learning/Contribution: Event Management; Crisis Management; ER Sales appointments; Team Management.This has been the biggest failure for me in my AIESEC journey. Inspite of the best efforts of the core committee, the event had to be cancelled due to lack of resources. It was a difficult time for me personally, fighting my fear of failure. But at the end I realised that it's only when we have lost everything we are free to do anything. This experience motivated me to take up higher roles in AIESEC and work for the betterment of the organisation. Plus, most of my team members took up higher roles too. So the battle might have been lost, but we found new ways to win the war. Team Leader Marketing & Information Management 2013-2014AIESEC in Dehradun“It was the best of time, it was the worst of times”Key learning/Contribution: Product Development & Packaging, Sales & Communication skills; Team management; Graphic Designing & Content Generation.This was the most crucial year for the entity. The year when AIESEC in Dehradun broke the chasm and came out winning. The mission to make Dehradun an independent local chapter drove me to the extent that I learnt to defeat fatigue and not let the pressure crack me. This term was a lot more about my entity than about myself and my portfolio. I realised that my local chapter and the organisation comes first, and I with the whole team led it to where we always dreamt it to be. Vice President Business Development 2014-2015AIESEC in DehradunThe Convergence. Key learning/Contribution: Event Management; Product Innovation & Packaging; Partnership Management & Delivery; Team Management; Sales appointments; Board Management.By far the best and most intense experience for me in AIESEC. This year has been the most fulfilling, both personally and professionally. At the start of my term, I promised myself that I won’t miss a single opportunity throughout the year, that I will do justice to my role. I took up a lot of micro experiences which boosted my learning tremendously. From being a facilitator at RYLC and having one of the most intense team experience to being on the National Support Team of AIESEC India and getting a wide perspective of the portfolio and the organisation, I’m happy that my learning curve has been steep for this year. Business Development Training & Education ManagerNational Support Team AIESEC IndiaSeptember 2014 - Present Glory Glory Business Development!Key learning/Contribution: Commission sensing; Support and Review of business development activities and processes of the LCs of AIESEC India; Providing support to the National Office.This short stint as the Training & Education Manager has been a very different experience as compared to my other experiences. I’m looking at realities of 24 local committees and guiding them in bettering and sustaining their department state. This term helped me to get a new perspective of the portfolio, to ask the right questions and seek solutions in a different way.

2. What have been your main achievements and non-achievements in AIESEC in the past? (Mention a max of three each) Failure is the foundation of success - Lao TzuThis quote perfectly fits to the organisation. AIESEC provides a platform for its members to take chances, make mistakes and learn from them. This facilitates the process of learning by doing, which is way more effective than any other methods.Some of my key achievements are:

1. AIESEC University: Since the time I’ve joined AIESEC, I’ve considered it a sacred institution which has taught me everything college and a B.Tech degree couldn’t. I believe that this approach always motivated me to work for the organisation to take it to newer heights, but also because I knew that at the end I will become a better person.

2. A right start to Business Development: While creating anything new from scratch, I believe it is very important to place strong roots to boost a phenomenal growth which follows. Business Development was started from scratch this year. I’m happy with the approach that I took to build the department which ensures a sustainable and consistent growth in the years to follow. The department may be average in terms of the target, but the seeds sown this year will reap fruits in the year to come.

A few of my non-achievements are:

1. Unable to go for an AIESEC internship: The reason why I joined the organisation in the first place was because I wanted to go for an AIESEC internship. But 3 years into the organisation, the nearest I’ve come to this dream is being a match break of an internship opportunity in Morocco. I’ve tried everything but overtime something or the other blocks my way. But rest assured, Ill make sure that I take up this opportunity as soon as I can.

2. Unsuccessful first attempt to Dehradun Youth to Business Forum: I had attended a couple of Y2Bs before attempting to pull off one in Dehradun. But due to whatever circumstances, we were unable to conduct the event in the year 2012. This has been one of the biggest non-achievements for me in AIESEC. But this event getting cancelled triggered a spark in me, and now I’m heading our first Y2B to be held on 23 November 2014 as the Executive Board Co-ordinator.

3. List the Local/National/Regional/International conferences that you’ve attended and in what capacity.

Year Conference Location Role

May 2012 May Local Congress Parwanoo Delegate

June 2012 June National Conference Jaipur Delegate

October 2012 October Strategy Conference

Shimla Delegate

4. Describe the experience of being a part of the Executive Body of AIESEC in Dehradun. How do you think other members on the team perceive you as an individual and your performance as an EB member?My AIESEC journey comprises of one Leadership Body role and one Executive Body role. Both the years were full of challenges and learnings, but very different in terms of the essence. Year 1 - Advaya AIESEC Dehradun had been an expansion for more than 6 months then, and the desire to become an independent local chapter was overwhelming. Our mission for the year was to sustain operations at a state where the upper echelons of the organisation become a by-product of our performance. Apart from portfolio responsibilities, our mission pushed everyone on the team to give their level best. This team had been there throughout the year for their endless support in and outside AIESEC. The intense environment throughout the year transformed everyone and made them stronger, and four of them sticked on for the next year as well.According to me, the members of Advaya would see me as someone who was always available for the team whenever needed, be it in AIESEC or otherwise. As far as my performance as an EB/LB member is concerned, I feel I was on the same page as my team to make Dehradun an MOP by the year end and I did all I could to make it possible for our entity.

January 2013 National Leaders’ Summit Jaipur Delegate

April 2013 April Local Congress Dehradun Facilitator

May 2013 May Local Congress Parwanoo Delegate

June 2013 June National Conference Silvassa Delegate

October 2013 National Expansions Conference

Jaipur Delegate

January 2014 National Leaders’ Summit Hyderabad Delegate

April 2014 Asia Pacific Conference Manila, Philippines Delegate

April 2014 April National Conference Jaipur Delegate

April 2014 April Local Congress Mussoorie Facilitator

June 2014 June National Conference Goa Delegate

September 2014 Regional Youth Leadership Conference

Amritsar Facilitator

October 2014 National Strategic Conference

Baddi Delegate

Year 2 - The Paradigm Shift The year started on a high note with AIESEC in Dehradun being legislated as an independent local chapter of AIESEC India. And with this, a lot of things changed for the local chapter. Suddenly, we were sitting unshielded in the national plenary, without the shadow of our parent LC to hide us. This realisation gave us an adrenaline rush. Thus the year became about driving down the right elements of culture and attitude in the local committee, and setting up the right processes. This team is special and different because of the diverse mix of people in it. Everyone on the team performed well, in order to sustain our LC in its first year. Handling a crucial portfolio which was started from scratch this year and which was this year’s one of the Best Case Practice for the LC enabled me to contribute to the local committee in a different level. The members of The Paradigm Shift would see me as a team player who is very passionate about the organisation and his portfolio.

5. Mention your practical and professional work experience outside of AIESEC till now and how they have shaped you in a way that equips you to take on the post of Local Committee President of AIESEC in Dehradun.

Still pursuing my graduation, it was really difficult to engage into anything else apart from AIESEC. Still I managed to engage in the above mentioned activities. These two experiences taught me how other organisations work and how AIESEC is different from any other college society. In AIESEC, we feel that we are a very different organisation and special rules of functioning apply to us. These outside experiences made me realise how other organisations work and where AIESEC can improve. The ways that these experiences influenced me to be better equipped to become an LCP are:

1. I can come out of the organisational boundaries and have an external perspective about things 2. A professional working style, which helps me drive down things more efficiently 3. Solution-oriented working style 4. A go-getter attitude towards various situations

6. Everyone has that turning point in AIESEC, which either redefines your purpose or changes your life values. What has been that important turning point and how did that affect you?I could have never imagined myself coming this far in the organisation if not for these two conferences which happened in succession for me, May Local Congress 2012 and June National Conference 2012. In life, there comes some event which completely changes you and the way you think. May Local Congress 2012: With no reasons to believe in the organisation, I had gone to this conference as a final adieu to the organisation. But those four days changed my life for good. The conference was hosted by AIESEC in Chandigarh, and I had heard that they are one set of crazy people. But as soon as I entered the conference venue, I could feel a sense of melancholy in the environment. Just the fact that 120 people could feel the same way and with the same intensity about their local chapter not performing well, and the

Project Position Year

Summer Internship Program Marketing & Sales Manager June 2014 - August 2014

UPESMUN Core Committee Member 2011 - 2012

togetherness that I could see in all those people overwhelmed me. After the conference ended, I wanted to stay in the organisation to feel the same way about something in life. I didn’t know if AIESEC could give me that but I was ready to give it another chance. June National Conference 2012: After attending the May Local Congress, I was curious to know more about the organisation and what it is capable of. Fortunately, this conference happened for me, a conference meant only for the people who were older to me in AIESEC and definitely much more active in terms of performance. But since day 1, I could feel a strange sense of belongingness around me. I was merely a member amongst all those TLs, VPs and LCPs. But this fact didn’t deter me to talk to them and get to know more about their experiences and the organisation. This was one of my happiest and most carefree conference because by the end I realised that I’m in the right place and I wanted to work in the organisation.So, from being a person who was mute about things and wanted to earn a lot of money to a person who for once in life started asking questions about things, both these conferences transformed me completely and I’m thankful that they happened to me.

SECTION B | MOTIVATION

1. Why did you decide to run for the Local Committee President 2015 of AIESEC in Dehradun? What makes you best suited for this role?Before I answer this question, I request you to recollect the facts about my life mentioned in my Letter of Intent. Just to recap, I was a boy who was always second to best in whatever I did and I was fine being mediocre and fine being placed in a mediocre environment without seeing any need to change it. From then to now, I believe that I have changed drastically. From being fine with mediocrity to being a change agent for my own life, I owe a lot to this organisation.I’ve always treated this organisation as a sacred institution that gave me everything college couldn’t, and I’ve developed the purest respect for this organisation. And by organisation here I mean my local committee, AIESEC in Dehradun. The kind of experiences and opportunities I got were very unique because of the nature of our local chapter. And the perception that I’ve developed about this organisation is because of our local chapter.For me, AIESEC has been an organisation which took time to show its benefits. Luckily in my case, I stuck on till the time I realised its true potential and the fact that the organisation is actually helping me personally. But this is not the case with majority of our membership. If a member does not see any added advantage by being in this organisation, he/she is prone to leave soon. I decided to run for the Local Committee President 2015 of AIESEC in Dehradun because I want to be there for that member who decides to quit too soon. I want to generate value in each experience that AIESEC in Dehradun delivers and show everyone the true power of this organisation. I want to replicate the kind of experience I got through this organisation for other people around me. Because every time a member/EP/client gives up on this organisation, it hurts me for we couldn’t show them the true picture. This organisation has given so much to me - New passions, learnings, aspirations, challenges, friends for life. All throughout this journey, there has persisted an innate feeling to give more and more to the local committee for every learning that it has given me through every experience and opportunity that it facilitated. I feel that it is time for me to take my contributions to the next level and take up the biggest opportunity that this local committee could provide, and that is leading it to greater peaks in the next year, for the Mountains are Calling and I Must Go.

I am confident of being best suited for this role because of the following reasons:

1. Experience: Right now, the local committee requires a leader who understands the organisation holistically, and is well aware of the roots of the entity. I believe that in the three years in this organisation, I have handled some of the most crucial and diverse roles in the local committee along with the various opportunities taken outside the local committee, and all these opportunities have equipped me with the right knowledge and experience to take the local committee forward.

2. Passion: AIESEC in Dehradun redefined the word passion for me. From discovering new passions in life to AIESEC becoming the biggest passion which fulfils other passions for me, it has been an inspiring journey. The next year needs passionate leadership with the will to change things.

3. Ethics & Values: I acquired this trait from my family and the upbringing I have received. I have always believed in the values and principles inculcated in me, and its essence in one’s life. As an LCP leading the local committee, I believe there is no asset bigger than the right set of values in the culture of the local committee and that these values act as a breeding ground for greatness.

2. Highlight your time commitment throughout the whole of next year (Till December 2015, Academic and Non-Academic). Ideally how much time should an LCP give to the entity?Currently, I am in my final year pursuing B.Tech degree in Computer Science. According to the academic calendar, I have to attend college till April 2015. But I plan to take an early release from college and work full-time as the LCP. As as Local Committee President, one is ideally supposed to be available twenty four hours a day, seven days a week for the one year of the term. The LCP needs to be at the beck and call of the needs and demands of the LC, for everything in the LC is driven down from the LCP.

3. Describe your leadership style. Explain how it will be suitable for AIESEC in Dehradun in its current state.If your actions inspire other to dream more, learn more, do more and become more, you are a leader.- John Quincy Adams The last time that I sat to answer this question which was two years ago, I had a very different perception about leadership. I remember facing trouble to label my leadership style as one of the many types. Back then I though that I might not have exercised my leadership enough to get it clearly. But all this time, I noticed that my leadership style keeps changing to fit in the needs of the people. My leadership style has developed to be a form of Situational Leadership, which is, a leader who adapts his leadership style to best serve the individual or group he is attempting to lead or influence. The single biggest way to impact an organisation is to focus on leadership development. There is almost no limit to the potential of an organisation that recruits good people, raises them up as leaders and continually develops them. - John C MaxwellAs a leader, I would make sure that the environment of our local committee is such that all the members feel free to unleash their full potential and abilities. For the members, its a must for them to see quick successes in the form of any learning. A situational leader looks into the need of the people and adapts his leadership

style accordingly. The main focus will be on the people and their needs, for happy and motivated people are able to perform much better.

SECTION C | ORGANISATIONAL UNDERSTANDING AND LEADERSHIP

1. What is the correlation between the mission, core values and vision of an organisation and how are they linked to each other? Which of them do you think is the most important and why?A vision statement defines what your organisation does and why it exists. It acts as a driving force for the whole organisation and inspires each member to do what they do in the best way possible. A mission statement is a small step forward towards the vision. The end goal of a mission is to reach nearer to vision and make it a reality. Core values determine the path from mission to the vision. They are a set of behaviours which when practiced regularly will take your mission nearer to the vision. Out of the three, vision and core values stay constant for an organisation. The mission can change from individual to individual or team to team. Each time a team forms a mission, it aims to reach nearer to the vision using the tools like core values.According to me, vision is the most important element. Vision is one of the things which remains constant in an organisation. It acts as a guiding light for the members of the organisation. The vision encompasses the whole essence of the organisation, the sole reason for its existence. It connects a group of people to work for one cause. Without a vision, these people have no reason to come together and there is no reason for any organisation to exist.

2. Link the relationship between AIESEC Way, BHAG, AIESEC mid-term ambition, AIESEC experience phases and programs. Elaborate on changes in the 2015 context of AIESEC as compared to 2010.

3. How are the three statements or wheels of AIESEC 2015 relevant to AIESEC in Dehradun? As an LCP, how will you strive towards it?

The statements of AIESEC 2015 tell us what AIESEC will look like in 2015, the first step to achieving our BHAG. These statements act as a guide to design the activities that AIESEC does. For AIESEC in Dehradun, it is very important that we plan our activities such that we get nearer to fulfil these statements, because these are not just statements but promises that AIESEC as an organisation made to the society. Global Youth Voice: I believe that an organisation like AIESEC is more relevant in a city like Dehradun that any metropolitan city of India, for the youth of Dehradun has less opportunities and options. AIESEC would act as a change agent and become the voice of the youth of the city. As an LCP, I would make sure that AIESEC provides such a platform to the youth of Dehradun where they can voice out their opinions and change their society. First-choice Partner:I feel that currently Dehradun has a youth leadership deficit, mostly because the youth of Dehradun is unaware of the various opportunities available for them. As an LCP, I would make sure that we deliver more and more quality experiences to the youth of Dehradun. By going through one of the AIESEC experiences, they come out as a responsible and entrepreneurial leader, and we become the first-choice partners when it comes to delivering high quality leadership experiences.Positive Impact:We as AIESEC need to ensure that each experience that we are delivering is a high quality experience so that it impacts the individual in the way we intent to. Only then the individual will be empowered to impact the society. As an LCP, I would make sure that quality and value is delivered in each experience. Every experience should start a new thought process in the individual which leads to a cross-generational positive impact on society.

4. Do you think the program-wise goal/target of AIESEC India is achievable? As a member of the Focus commission, how will you make sure AIESEC India achieves AIESEC 2015?According to me, the program-wise goal/target of AIESEC India is achievable. Though I wasn't there to experience it but I have heard a lot about AIESEC 2010, how the whole network was lagging behind and how

the whole network emerged as a winner and achieved the 2010 goals. In the past three years, I’ve seen a lot of new things being introduced, some of them really working for us and some of them failing. At this point, I feel that we have the right mindset, the right products and the right set of tools required to go ahead and achieve the 2015 targets. Of all the AIESEC countries, I think AIESEC India can and should definitely achieve the 2015 goals because of the kind of realities we live in and the kind of people that we have. This is the time for all of us to prove our mettle and show that AIESEC India is the top entity in the AIESEC network. As a member of the Focus commission, I will make sure that the members get the right kind of support and environment to work efficiently. I believe the secret lies in simplicity. I will make sure that the Focus commission drives down an uncluttered uniform path. I will make sure that the people stay focused at one thing, that is, achieving our targets but also not ignoring the fact that we must be externally relevant.

5. If you get an opportunity to envision AIESEC in 2020, what do you think should be the ambition of AIESEC as an organisation for 2020 and the direction the organisation should be taking so as to move towards the vision of the organisation?AIESEC as an organisation envisions for peace and fulfilment of humankind’s potential, and all our actions and goals should take us closer to this vision. If I get an opportunity to envision AIESEC in 2020, I would challenge the organisation to be more externally relevant and actually provide solutions to the problems the world is currently facing.I believe AIESEC as an organisation is now at a place where it needs to start mattering to the external world, and not just merely exist as the world’s best kept secret. And this will happen only when we actually impact the society in a big way, and start collaborating with other organisations to make this world a better place. How many of our projects actually make a long lasting and relevant impact, and how many of our members actually get a life changing experience through AIESEC? I feel that 67 years is long enough to sort all internal issues. Now is the time to get externally relevant and contribute towards solving the real issues of the society.

6. What is leadership according to you? Why, in your opinion, do you think it’s the fundamental solution? And what are the biggest challenges leaders in the world are facing today?According to me, leadership is about setting direction, building an inspiring vision and creating something new. It is about mapping out where you need to go to win as a team or an organisation; and it is dynamic, exciting and inspiring. Yet, while leaders set direction, they must also work upon the people and develop them, to bring out the best in them. I believe that leadership is the long-term and fundamental solution because right now the world need people who have opinions about things, believe in their opinions and thinking and are courageous enough to act upon their opinions and change things. And this leadership should majorly come from the youth of the world.The biggest challenges leaders in the world are facing today are: Integrity: Though there are a lot of leaders, the world faces the brunt of those who are unethical. What the world needs is ethical leadership, a leader of complete integrity who genuinely wants to make a change in the world. An ethical leader will make sure that those who follow him are also on the same page, and the impact would multiply manifolds.

Mediocrity: The major problem with the behaviour of today’s leaders is that they settle for mediocrity, though having the power and the resources to change things around or themselves and others. The leaders today give up too soon or get satisfied too early. Small successes start to make them content and they forget the bigger picture, the main motive.

7. How can AIESEC be relevant to India now? What trends do you see in India that AIESEC has to play a role in?AIESEC being the world’s largest youth-run organisation and India having an unrivalled youth demographic with half of the country’s population being under 25 years of age, I strongly believe that AIESEC is most relevant in India. AIESEC can cater to all youth related issues that India is facing right now, and boost the growth of our county massively. From changing the education system of India to changing the youth mindset, AIESEC programs are well equipped to solve many problems India is facing. Competencies like having a global mindset, entrepreneurial outlook, social responsibility, emotional intelligence all of which majority of youth of India lacks, can be developed by one of the products of AIESEC. AIESEC has the capacity and resources to play a vital role in developing this nation.AIESEC has a role to play in the following trends: National Campaigns: New national campaigns like Clean India and Make in India are a perfect opportunity for AIESEC to collaborate with the government and directly contribute to the development of the nation. AIESEC in India has been running a project called Project Conserve for so many years now, which aligns with the vision of the Clean India campaign. Similarly, AIESEC in India has been providing top notch international human resource to the corporates in India to boost innovation and in-house production of goods. This product completely aligns with the Make in India campaign. There are many more avenues like these where AIESEC can help India grow faster and better. Startup Explosion: According to statistics, India comes second in the world when it comes to the number of startups that are established each year. But when it comes to the most successful startups, the indian startups are nowhere in the picture. There is definitely something wrong here. And I feel AIESEC can bridge this gap. To establish a successful startup, there is a set of competencies like entrepreneurial outlook, global mindset, etc. which one must possess. And AIESEC exists to provide people such experiences which nurtures and developed all these competencies in them. Again, AIESEC has a vital role to play here.

8. How to maintain the balance between organisation values and personal values. Which is more important for you and why?There are two sides to this question. When personal values don't match up with the organisational values, there would definitely be stress for both the person and the organisation. It’s not a perfect world though, so it’s unlikely that there will always be a perfect match between the two. I believe we’re most drained when our organisation values something else than what we value personally. When others value what we value, we’re energised. If the organisation we’re involved with doesn't share our values, eventually we’ll start feeling dealigned.This is the case when I’m talking about a person and his experience. But when talking about the organisation and its vision, I believe organisational values lead over personal values. Organisation values help the organisation in achieving its vision and what it was set out for. These

values connect the people and help them to realise the organisation vision. Here, personal values of a member cannot be considered because organisation is the constant here. An organisation cannot change its values with its people who might keep changing.So, I think both organisation and personal values are important in different scenarios.

9. Culture drives performance or performance drives culture? What is your thought on this and in this context what are your plans of EB development and EB management?Culture eats strategy for breakfast - Peter Drucker According to me, culture drives performance. Having a right culture in an organisation is one of the most important assets it can nurture and develop. The culture should be such that high performance is inculcated deep within it. A culture where performance becomes a natural behaviour, is the culture which takes an organisation to greater heights. The right organisation culture makes it a happy workplace where the members really want to work, have fun and develop themselves. EB development and EB management will be one of the projects which I will be taking up personally, and this is how I will do it:

1. Clearly define what winning looks like for each EB member 2. Spell out the picture of their ‘preferred culture’ 3. Set stretch targets. The more you expect, the more the will achieve. But there is a fine line between

good stretch targets, which can energise an organisation, ad bad ones, which can dampen morale 4. Connect to the big picture 5. Develop an ownership mentality; ownership towards LC; ownership towards their promises 6. Taking time to celebrate milestones because it acknowledges people’s hard work, boost morale and

keeps up the momentum. If you want something to grow even more, pour champagne on it ;)

SECTION D | LOCAL COMMITTEE ADMINISTRATION

1. Do a SWOT Analysis for AIESEC in Dehradun 2014. What strengths do you want to build on, what weaknesses you want to combat, how will these help you leverage out of the opportunities and reduce threats?

2. Going by the NSC 2014, what would be AIESEC in Dehradun’s focus areas for 2015?As discussed during NSC 2014, the following will be the focus areas for AIESEC in Dehradun in 2015:

1. LC Projects: 1. IXPs integrated in the year budget 2. IC 2015 - LC contribution and take away 3. Targeting outbound market for ICX and OGX 4. Leveraging off National Campaigns in ICX projects (ex. Clean India, Make in India) 5. LC RnR Campaign

2. Board Management 3. LC Branding Initiatives - Building the Big Fat Indian Experience into the core of our products 4. GIP driven behaviours (forums, events, extensive training) 5. Internal LC engagement activities 6. Team minimums as key behaviour 7. Financial Education and Transparency (Financial Task Force at each level of organisation structure) 8. Maintaining optimum quality across all programs (LC Quality Task Force)

STRENGHTS 1. Strong TM processes driving performance 2. Creation of new Multi-Dimensional Partners

and leveraging off old partners 3. Events generating funds and relevant brand in

the city 4. Profitable iGCDP projects 5. Management Body contribution to exchanges

WEAKNESSES 1. Lack of leadership in iGIP, leading to low

performance 2. Scale and impact of iGCDP projects 3. Low raise to realise ratio in oGCDP 4. Right marketing to brand our products to

reach out to the right clientele

OPPORTUNITIES 1. International Congress 2015 happening in

India 2. Untapped local and outbound market for both

ICX and OGX 3. Leveraging off new MDPs in best way

possible 4. Alumni network and ELD generation through

alumni

THREATS 1. Receivables in the market hindering financial

sustainability and investments 2. General Body contribution to exchanges 3. Major gap in Target v/s Achieved in all

departments, leading to financial instability 4. A lot of unrealised EPs in the market acting as

a liability for the organisation

3. Evaluate the LC culture and meticulously describe what you believe what the LC culture should be in 2015.Culture is a balanced blend of human psychology, attitudes, actions, and beliefs that when combined create either pleasure or pain, serious momentum or miserable stagnation.But culture, like brand, is misunderstood and often discounted as a touchy-feely component of the organisation that belongs to Talent Management. It’s not intangible or fluffy, it’s not a vibe or the office decor. It is one of the most important drivers that has to be set or adjusted to push long-term, sustainable success. For a nascent LC like AIESEC in Dehradun, it is very important to drive down the right elements in the culture for it will define the LC and the course it takes from here for years to come. This was precisely the thought of the leadership body of AIESEC in Dehradun in 2014. And because of that, I’m proud to say that our LC culture is on the right path. AIESEC in Dehradun is a place where people come to develop themselves by working for the organisation. The membership is very emotionally attached to the local chapter, and are aligned to the vision and values of AIESEC. AIESEC in Dehradun is a small family which believes in helping each other in times of peril and facilitating each other’s growth. People in our local chapter work because they really care and want to work and not because it is imposed on them. Being one of the oldest members of the local chapter, I have seen the culture of our LC change drastically. Because of all the hard work that the current leadership put in nurturing the right culture, I don't want to change it. I want to take all the elements of our current culture and use them to drive performance in the local chapter. The right organisation culture is marked by a high performing membership, which leads to sustainable growth and success. And that is precisely what I want the culture of AIESEC in Dehradun to be in 2015.

4. What do you envision for AIESEC in Dehradun in 2015? What should be the Focus Areas of AIESEC in Dehradun for 2015-2016 and how will you implement them?

Focus Areas Strategy Implementation Channels

Internal & External Brand of AIESEC in Dehradun

- Building BFIE into the core of each product

- Building a separate brand for each product, all of them co-branding the organisation

- Branding events - Board revamp for external

relevant in local market - Delivering quality experiences to

boost both internal and local brand of the organisation

Membership Productivity & Performance

- Performance driven culture in the LC

- Proper tracking of each member’s experience

- RnR campaigns to showcase membership and department performance

Developing a strong brand and client base for GIP

- Proper market analysis - Proper Product Packaging

according to local realities - Leveraging off the brand of

AIESEC India GIP

- Rigorous training for GIP department

- High quality experience delivery to existing and new clients

- GIP driven forums and events to boost local brand

- Leveraging off Local Board and Alumni

5. What would be the priorities of the different exchange based programs (GCDP - ICX and OGX; GIP - ICX and OGX) and what would be your suggested strategies? Mention three major bottlenecks that you foresee for these programs and mention the strategies to overcome them.

Leadership Development - Generating value in every experience

- Making Leadership Development as a reciprocal of Performance in the LC

- Regular LC sensing and feedback

- External mentorship program - Regular LEADs delivered to the

membership

Department iGCDP

Priorities - Large-scale project running in summer cycle - Exploring outbound market - Raising schools for World View project - Market segmentation in terms of schools which

can run iGCDP projects

Bottlenecks - Implementation of the new pricing model - Large-scale project planning and execution - Lack of IR, resulting in low number of matches

Strategies - Doing right expectation settings with old and new clients. Packaging our projects well in order to sell them easily

- Proper training given to iGCDP department to handle a large-scale project. Packaging the project very well

- Leveraging off events like AIESEC Weekender to build an internal brand and increase IR

Target 70

Mos - NPS/RR = 60/60 - Number of clients retained - Number of new clients added - Number of partnership countries - Raise to realise ratio - Number of exchanges from outbound market

Department oGCDP

Priorities - Getting into more universities via a UR or otherwise - Tapping outbound market

Bottlenecks - Lack of IR, resulting in low number of matches - Brand positioning of YGEP among students - Low number of exchanges till April, before the

summer peak cycle

Strategies - Leveraging off events like AIESEC Weekender to build an internal brand and increase IR. Also sending more IXPs to selected countries to initiate new partnerships

- Proper on-ground and online marketing activities to build a local brand for YGEP

- Identifying new and unconventional markets for these months and doing extensive marketing to promote the product

Target 80

Mos - NPS/RR = 60/60 - Number of UR - Number of partnership countries - Raise to realise ratio - Number of exchanges from outbound market

Department iGIP

Priorities - Proper market analysis - Proper product packaging according to local

realities - Market segmentation in terms of schools which

can run iGIP projects

Bottlenecks - Lack of knowledge of portfolio - No local brand presence for the product - Lack of IR, resulting in low number of matches

Strategies - Rigorous training for the department - Initially, leveraging off the brand of AIESEC India

GIP.Through that making a local brand - Leveraging off the IR of GCDP, and upscaling them

to GIP partnerships

Target 25

Mos - NPS/RR = 60/60 - Number of partners retained - Number of new partners added - Number of partnership countries - Raise to realise ratio

Department oGIP

Priorities - Proper market analysis - Proper product packaging according to local

realities

Bottlenecks - Lack of knowledge of portfolio - No local brand presence for the product - Lack of IR, resulting in low number of matches

6. AIESEC in Dehradun is looking at a growth in each program in the next year. How will you as a LCP ensure that the growth is sustainable and the growth rates increase in the coming years? Write about your perspective and strategies that you will adopt to ensure sustainability.AIESEC in Dehradun sustained its growth while transitioning from an expansion to a local chapter, when a lot of new processes are being set and new formalities being introduced. As of now, all basic procedures and operations are set and our membership is well versed with them. This will ensure that the year 2015 has a better start, as compared to last year, because the basic ground work has already been laid this year. According to me, the year 2015 will be about jumping without ropes, giving in everything that we have and exhibiting a risk taking attitude. The year 2014 was about laying the right roots and ensuring that all the processes are set right. It was the year of caution which was the need of the hour to ensure sustainable growth in the future. Now that the roots have been set just right and the ground work is laid down perfectly, it is time for AIESEC in Dehradun to grow exponentially. All the learnings of this year must convert to high performance and growth in the coming year. All the hard work of this year will be paid off when the local chapter grows next year.To ensure sustainability across all programs, we must work from the ground up starting from learning and development of each member of the local chapter. The kind of experiences and learnings that a member receives should be so strong that it results in the sustainable growth of a program. Our programs need to developed internally such that they are capable of giving such experiences to members. This way, people don’t drive growth, but the strong processes drive growth, that is, a ‘process centric’ approach to sustainability and not ‘people centric’.From learning and development of the membership, we come to planning and setting such strategies that sustainable growth is ensured. Being from a business class family, I know the importance of building relationships in businesses. Deliver a client not just for that one deal or one event, but such that he comes back to AIESEC to partner in a better capacity. In business sense, it is never about that one deal where you make extra profit and not care about the client delivery. And such business rules apply to AIESEC as well. The faster our members realise this and inculcate in their working style, the better for them and the organisation. It is about creating lovemarks where AIESEC receives high love and high respect from all its stakeholders.

Strategies - Rigorous training for the department - Extensive on-ground marketing in selected

markets - Leveraging off the IR of GCDP, and upscaling them

to GIP partnerships

Target 20

Mos - NPS/RR = 60/60 - Number of local partners - Number of partnership countries - Raise to realise ratio

7. What will be the EB OS in 2015 and mention the broad JD of each EB member.

Portfolio Broad Job Description

oGCDP - Target v/s Achieved - Talent capacity and member productivity to be

driven down - ELD from outbound market - Crack UR partnerships - Strategising to tap unconventional markets - Leveraging off marketing activites

iGCDP - Target v/s Achieved - Upscale projects for exponential and sustainable

growth - Talent capacity and member productivity to be

driven down - ELD from outbound market - Quality initiatives - CRM implementation

oGIP - Target v/s Achieved - Talent capacity and member productivity to be

driven down - Crack sustainable partnerships with placement

cells, student societies, etc. to improve outreach - Market analysis - Product development and packaging - Department training

Local Committee President

VP oGCDP

VP iGCDP

VP oGIP

VP iGIP

VP BD

VP F

VP TM

VP MarCom

8. What kind of a relation do you think an LCP should have with the MB in AIESEC in Dehradun and how will you manage the MB in 2015? According to me, the LCP and the MB should share a very special and strong bond. The LCP along with the EB strategises about the local chapter and the MB with their teams are the ones who make strategies and

iGIP - Target v/s Achieved - Talent capacity and member productivity to be

driven down - CRM implementation - Quality initiatives - Market analysis and product packaging - Department training - Ensuring sustainable client pool

Business Development - Fund raising Target v/s Achieved - Credible and active local Board of Advisors - ELD out of Alumni - Organising events for better brand presence in the

city - Sustainable annual partnerships and multi-

dimensional partnerships

Finance - Cash flow forecasting and management - Smart investments leading to boost in ELD - Financial education in the LC - Keep check on all programs for a healthy T v/s A

ratio - Proper tracking

Talent Management - Strategies for high member productivity and retention

- Focussing on Learning & Development of the membership

- Driving right rewards and recognition to boost performance

- Proper tracking and feedback mechanism

Marketing & Communications - Tap unconventional channels of marketing for ELD boost

- Drive down marketing as a behaviour in the LC - Product specific marketing for all programs - Partner with credible external forums to increase

brand presence - Showcasing impact - Internal marketing campaign to build a brand in the

network - Education and implementation of GIS and other

tools

plans into realities. MB connects the LCP with the on-ground work force of the LC through their respective VPs. So, it is very important for the MB to be on the same page as the LCP. The relationship can be termed as a mutualistic symbiotic relationship where both of them have a cooperative or mutually dependent relationship in which both the parties benefit. The MB looks upto the LCP for inspiration, guidance, support and solutions. The LCP trusts the MB to convert plans into actions and keep the operations running. The LCP should be like a guiding like, like a father figure to the MB. And the MB drives down this emotion to the membership of the local chapter and that is how the whole local chapter works as an integrated system. Also the LCP can sense the trends and the culture which is running int the local chapter through the MB. In this sense, the MB is accountable to track the LC culture and inform any irregularities to the LCP via their VPs.

9. What will be the evolution in Talent Management and Development in 2015 in context of Recruitment, Learning and Development and Productivity?

1. Recruitment: 1. Recruiting talent on the basis of skill set, competencies and attitude required for a particular

job role 2. Re-integration of oGCDP EPs to promote IXP culture in the LC 3. Promotion of job descriptions instead of the product, to showcase key learnings from the

organisation 4. Using newer tools for recruitment like online competency test

2. Learning & Development: 1. Skill-based LEAD for the membership, after proper LEAD sensing 2. Implementation of operational cycles 3. Proper operational induction for all membership done using learning by doing model

3. Productivity: 1. Strictly following and tracking Team Minimums 2. Member profiling for tracking each member’s experience 3. Focussing on performance feedback and appraisals 4. Proper rewards and recognition to drive high performance and productivity 5. Specific job description to be allotted to each member, and tracking to be done based on the

job description

Overall, Talent Management needs to evolve as a behaviour for the LC and not just the job role of VP Talent Management. This needs to be flown down from the EB to the membership.

10. The market share of AIESEC Dehradun in Dehradun as a city across all kind of external stakeholders is negligible. In this context, how do you think marketing as a portfolio will evolve in 2015?According to me, marketing plays a vital role for any organisation to grow. It needs to be built in the core of our organisation and each of our products. In order to extend our virtual and physical outreach, marketing needs to evolve in 2015. Taking an example of the Big Fat Indian Experience campaign, which I feel is a brilliant example of internal marketing. The BFIE campaign has made marketing as a behaviour for all programs. It will be something

that will be packaged along with each of our products. BFIE is all about showcasing our impact in the right light to the right audience. Like wise, the marketing department needs to evolve its processes to build the right brand in the city. For this I feel, the marketing department needs to be well equipped with all the required knowledge about current marketing trends. Extra focus needs to be put into the training of the marketing department for it to work more efficiently and give the right results. In order to achieve our 2015 goals, it is very important that we are reaching out to the right customers in the minimum amount of time.

11. What is your understanding of CIM as a portfolio? What is your vision of the portfolio for 2015? What is your plan of driving growth through IR and network promotion in all programs?According to me, Communication and Information Management is more of a behaviour in the LC than a portfolio. For an LC like AIESEC in Dehradun, it is very important to have a strong CIM culture within the LC. In the coming year, it is very important to evolve CIM in order to drive 2015 goals.In 2015, for us to achieve our targets, it is very important to have proper internal marketing strategies to create a brand for our LC in the internal network to boost IR and ultimately ELD.In order to boost IR management and network promotions, the CIM department will work on internal marketing campaigns, content generation and showcasing impact for a gradual development of internal local brand. These marketing campaigns will be program specific and will be promoted using previous successful experiences delivered. For ICX programs, the city will be extensively promoted for I feel that Dehradun has some very unique elements which can be leveraged off.For CIM, it’s about selling a unique Dehradun experience, a Big Fat Indian Experience to the world.

12. Considering how events have been in past 2-3 year, do you think AIESEC Dehradun should do events in 2015? If yes, clearly mention your BD plans, timelines and delivery plans for each event. If not, is there any other strategy you have to fulfil the event objectives of profits and outreach?AIESEC in Dehradun should definitely do events in 2015. They have worked for us pretty well in terms of generation of funds and local brand. According to me, an event should not be done just keeping in mind the ELD conversion that it will get for the LC. An event should be done to position AIESEC in a specific sector and create a buzz. The products of AIESEC should be marketed in a way where they are filling a crucial gap in the society. All these events would definitely brand AIESEC locally and would generate ELD as a result. The events that I would want to conduct in 2015 are as follows:

Event Dehradun Weekender

Timeline 2nd week of February

Concept Note - A three-day event where all the interns present in AIESEC India come to Dehradun

- Purely an EP engagement event - A lot of recreational activities will be conducted for

the interns - Global Village on one of the three days - It will also include a formal EP Induction

Conference

Key Objectives - National EP Induction Conference for all the current interns at that time

- A quality initiative by AIESEC India

Delivery Plan - Transition project for next year - Two month OC term, to be formed in December

Event Social Business Summit

Timeline June/July

Concept Note - Phase 1: Impact WeekThree pre-events focussed on three different issues - Healthcare - Visit to Old Age HomeEducation - BalakalakaarEnvironment - Tree plantation and environment cleanliness driveIn this phase, the interns in the city will also be engaged.

- Phase 2: Social Business SummitSocial Entrepreneurs and Social Businesses from across India come together with the general crowd of Dehradun and discuss about the social issues India is facing right now, the the initiatives that have been taken to curb them and how can the people support such causes

Key Objectives The objective of the event is to create awareness about the various social issues in India and how can people support such causes. In this dog eat dog world, there more to life than just running behind a unsatisfying job.

Delivery Plan Dedicated OC for two months

Event Youth to Business Forum

Timeline September

Concept Note - Second edition of the event - The event will act as a platform for the corporate

sector and the student sector to interact - The whole day will be about sharing new business

ideas that work, entrepreneurship, etc.

13. On a scale of 1 to 10 (with 10 being extremely strong), rate AIESEC in Dehradun’s relationships with the following stakeholders. For each stakeholder, justify your ranking with one sentence. In a second sentence, state how you plan to improve each of these relationships.The Board of Advisors

University Relations

Key Objectives - Create awareness about the unconventional career paths that are available currently

- Hear the opinions of the youth of Dehradun about various topics

- Bridge the gap between the student sector and the corporate sector

Delivery Plan Dedicated OC for two months

Event Global Business Summit

Timeline November/December

Concept Note - Purely a networking event powered by AIESEC - Dehradun has very few such networking events.

AIESEC will bridge this gap

Key Objectives - Promote Global Talent that AIESEC can provide to the corporates of the city

- Brand this event as the foremost networking event in Dehradun

- Create a space where corporates of Dehradun can interact and network with each other

Delivery Plan Dedicated OC for two months

Rating: 1

Justification: The Board of Advisors has been inactive and unresponsive throughout the year with no support or engagement with the organisation. Major reason for this is improper expectation settings with the Board members.

Improvement: An urgent Joint Board Meeting is a must wherein all the three members of our Board are told about the organisation and their role as a member of our board. According to their response, board needs to be revamped with new people added on the board who want to support AIESEC in Dehradun in various capacities.

Rating: 5

Justification: With just one active UR, the scope of improvement is huge. Also, the current UR partners with us not because it believes in what AIESEC does but because it gets the much needed publicity which it misuses greatly. This is not a healthy attitude for a partnership.

Private Colleges

AIESEC India

Parents of AIESEC Members

14. How will AIESEC in Dehradun leverage out of IC 2015, given that it is happening in Delhi? How feasible do you think it is for the LC to host an international conference like a Global Youth Conference with the high operations already happening in the LC?An International Congress is one the biggest opportunities that AIESEC provides to an individual or a local committee. IC 2015 being held in Delhi can prove to be very beneficial for AIESEC in Dehradun, if leveraged off in a proper way. IC 2015 will be the biggest product that our LC will sell in 2015. As it can be sold to local partners by the LC, it will be added in the product basket for the year. Apart from direct selling of the conference, the name and the brand of the conference should be used in all our products. It should be extensively promoted and sold with each of our products.

Improvement: A partnership renewal meeting done with the existing UR and right expectation setting must be put on paper. Other potential universities to be tapped for UR.

Rating: 5

Justification: With a major presence in 2 private colleges, one of which completely disagrees with the kind of work AIESEC does and provides no support whatsoever and the other one is the UR, there is a huge scope of improvement

Improvement: Official meetings to be done with the private colleges. Getting them together at one place and conducting a joint forum wherein AIESEC can tell the colleges the kind of impact it has been creating for the past few years.

Rating: 7

Justification: In one year of existence as an LC, the nature of growth that AIESEC in Dehradun has shown is brilliant and inspiring for other young LCs. AIESEC in Dehradun has been present at all major national forums and has people taking up national opportunities.

Improvement: With the pace set right, AIESEC in Dehradun needs to scale up in terms of number of exchanges and contribute to the national plenary and to AIESEC 2015 in a much higher capacity.

Rating: 4

Justification: Most of the parents are unaware that their child is a part of AIESEC. The ones who are aware don't see the need of an organisation like AIESEC along with regular college. They don’t see value in the organisation and the kind the work that their child is doing in AIESEC.

Improvement: Before start engaging the parents physically or virtually, I think it is important that they see value in the organisation. They need to see the kind of change that this organisation has brought upon their child. For this, regular updates should be sent to the parents describing their child’s experience and development in this organisation.

Hosting an international conference like a Global Youth Conference is a one-time opportunity and should not be lost due to any reasons. High volume operations happening in the LC should not hinder us to bid for this conference. This is the strongest and the most unique experience that we can give to our members. With the kind of momentum the year will create, operations won’t be hindered by this conference. Talking in terms of business logic, such a conference has very low risk factor as all the LC has to do is fix the logistics and raise money for the conference. The nature of the conference makes it a very sellable product and companies from across India will be willing to partner with us. The conference promotions will be done by AIESEC International and the CC Team for IC 2015. The amount of profit this conference can generate will put the LC in a very healthy financial state. More avenues of partnership can be considered as and when they are flowed down by the CC team.

15. How do you see the state of the Finance portfolio evolving, to facilitate growth, progress as well as sustainability in 2015? Analyse the investments made this year and mention the major investments that you shall be focussing on in 2015.For this year, with the nature of our LC and the kind of operations done in our LC, the level of Finance portfolio was very basic. Because of the unavailability of a local bank account, all major transactions were done in cash and handling and tracking such volumes of cash was a problem. In 2015, the Finance portfolio should evolve such that it boosts operations and brings sustainability in the LC. Finance education and transparency was missing in this year. To solve this, a Financial Task Force will be created with members from each level of the organisation structure of our LC. These people will help the VP Finance to spread awareness about the financial policies of the LC and also, support in tracking of cash. Major setback for the Finance department was the huge gap between the target v/s achieved of all the programs. This would have put our LC in a major crisis situation if not for the BD department, which was able to get in money at crucial times. Finance department is only responsible for management of finance and not generation of finances. This puts the Finance department in a very tight situation and this should not be the case in 2015. e need to move forward to a point where finance is driven down as a behaviour in the local chapter. There were a few major investments made by the Finance department majorly. Investments were made in renting an intern house for the summer cycle for the iGCDP department. Also, investments were made in internal branding initiatives like IC 2014 merchandise. Major investments were made on the LC Office which has drastically improved our working culture. All these investments got back good return on investments. This clearly suggest that if the programs stick to their targets and get in the promised money into the LC, investments can be made which will boost exchange for the LC. People often confuse costs as investments. The money which goes into printing of proposals, posters and other merchandise is not investment. Investments are those which lead to growth and sustainability in programs. Apart from the investments made this year, this is the forecasted Investment Plan for the year 2015:

1. Investments to be made to boost IXPs 2. Rewards & Recognition campaign 3. Investments in Learning & Development of the membership (to be given as a part of the Rewards &

Recognition campaign) 4. Investments to tap the outbound market in a better way 5. Investments in GIP to give it an initial boost at the starting of the year 6. Investments in LC CEED opportunities

16. Analyse the quality of experience delivery in 4 ELD programs on customer gauge for AIESEC in Dehradun in 2014. What do you think are the measures we need to take to ensure a higher quality of experience delivery leading to a higher response rate, percent promoters and NPS in 2015?According to the customer gauge, the NPS and Response Rate for all programs for the whole year is as follows:

Talking about ICX, the major problem that was faced this year was improper expectation settings with the interns. The interns must be made aware of the local realities of the city and the project even before matching them. Due to wrong expectation setting, some of the interns were unhappy in their projects and ended up not paying the TN fee they were bound to pay. As soon as the interns arrive, they must sign all legal documents and should be made aware of their roles and responsibilities as a trainee in Dehradun. Each experience of the trainee and the client should be tracked to improve quality and later showcased in various ways. Documentation and tracking is of utmost importance. All necessary resources like reception kits must be given to all trainees. Also, there should be focus on client engagement in between the period of raise to realise. For OGX, the problem again lies in the right expectation setting with the EP in terms of country and project preference. Most of the raised EPs end up not going because the country or the project available wasn’t of their choice. Tracking the experience of each EP would also help increase the quality, and later showcase it in various ways. The EP managers should be constant touch with the hosting entity. Overall, quality needs to be driven down as a behaviour in the LC. This would definitely lead to a higher response rate, percentage promoters and NPS and AIESEC in Dehradun would then contribute to AIESEC 2015 in its true essence.

17. What will be the role & contribution of AIESEC Dehradun to the national plenary in the term 2015?AIESEC in Dehradun being one of the youngest LCs in the national plenary shall pioneer among other nascent LCs and show the AIESEC India network how a new LC should function. Also, being a new LC, there is a lot to learn from the plenary. AIESEC in Dehradun will make sure that it learns from the brilliance in the national plenary and implement it locally to boost performance. This juncture which AIESEC is currently present, each and every local chapter is expected to scale up in terms of performance. AIESEC in Dehradun will make sure that it fulfils this promise to the national plenary and boosts performance in the year 2015, and contributes to its fullest extent to AIESEC 2015. Apart from all these numbers, AIESEC in Dehradun will bring glory to the national network by providing high

Portfolio NPS Response Rate

iGCDP 29 57%

oGCDP 67 43%

iGIP 0 0%

oGIP 0 0%

quality, life changing experiences to each one of its stakeholder. Because at the end, it the kind of stories and experiences that AIESEC helps create which matter the most.

SECTION E | CLOSING

Letter to Successor

To

Local Committee President Elect AIESEC in Dehradun 2016

I can exactly feel how you’ll be feeling right then. When the last 15 days, your whole AIESEC journey flashes back in front of your eyes, and you can feel a tear trickle down. The mixed feelings of excitement and curiosity as to what will happen next with you, with the LC that you will be leading for one full year, still gives me the chills!

Though I’m super curious as to who you will turn out to be but I can imagine how you’ll be looking then. Sleep deprived for the past 5 days, hair all messed up, beard (if a guy, and hopefully as long as mine) all out of control growing like never before.

At this point of time, I would only say that this year will be about developing people and boosting performance. This year will be about daring to dream beyond infinity, and working very hard to actually achieve it. This year will be about getting new experiences, to facing new challenges. This year will mould the membership into their best versions. This year will mould the LC into its best version. The journey that was started last year will pick up pace this year. This local chapter is close to a lot of people. This local chapter is like an emotion to a lot of people. My predecessor gave me this infant to nurture and develop into a better local chapter. I feel that I have to do justice to my role and develop it in the best possible way.

See you when your time comes. Till then, bye!

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