AIESEC in India Annual Report 2017-18 | Member Committee Beyond

massive

A little book of ideas that made progress possible.

AIESEC in India Member Committee Annual Report 2017 2018

possible

The limits of the

beyond can only be defined

by going

them

impossible. into the

Arthur C. Clarke

TABLE OF

CONTENTS

3

President Foreword

4

The AIESEC Way

5

Our Network

6

Ideas that take us Beyond

12

Clients Testimonials

15

Ideas that have an Effect

27

The Beyond Projects

38

Our Conferences

44

Indian Leadership All Over The World

47

Portfolio Reports

74

Financial Report

flip the pages for a journey of boldness

LEFT TO RIGHT

Augusto Valle Karteek Hoshangabade Gaurav Jeena Bipul Mayank Shivansh Trivedi Georgia Barbosa Akshay Nambiar Khushboo Majmundar Pinak Patel Dhaval Davda Aditya Kandukuri Saiprasath Subramanian Saurabh Kumar Parjanya Sarma Tushar Khatod

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MC BEYOND

Dear AIESEC Network, trainees, members, partners, alumni and all our stakeholders.

2017-18 has been an incredible year for AIESEC in India and I cannot start wording my thoughts without expressing my tonne of gratitude for the support received.

The year was crucial for the global network of AIESEC as it bridged the transcendence into a year closer to our mid-term ambition of 2020. AIESEC in India played a proactive role by its humble contribution towards this ambition. As an organisation we have been striving to become a Youth Leadership Movement that is doing things as the world needs, growing disruptively and accessible to everyone everywhere.

‘Going Beyond’ as a though process was explored with the paradigm of ‘People’ and ‘Growth’ at every level in the organisation for all our stakeholders. We build this perspective through our well-connected and non-isolated conferences throughout the year for our members to embody the direction of AIESEC in India for years to come.

This year also saw some of the biggest challenges that we could face as a youth run organisation, however the intent to excel and perform was quite consistent in our everyday activities. The thought of being resilient to Challenges and overcoming them was driven through in every single obstacle we came across..

The year is marked with key milestones of achievement. As AIESEC in India, we moved out of the uncertainty of understanding our performance through a well-crafted and implemented Organisational Development Model. We kept consistently working on our Business Strategy of ‘Operational Excellence towards Customer Intimacy’ and built a strong pillar in the Marketing function of our organisation. Finances and Health of the entity has grown holistically and we have advanced to own appreciating assets.

Partnerships have accelerated the business we develop along with the indispensable support received by our current and expanded Board of Advisors.

PRESIDENT FOREWORD We as MC Beyond are really grateful to have a great bunch of individuals leading AIESEC India next year. We wish them luck and wish them an amazing year ahead.

“To see an organisation that you have never seen before, you need to do things which have never been done before” Go Beyond baap!

Akshay Nambiar President 2017 2018

AIESEC in India

We succeeded in establishing a clear approach towards Expansions within the national network while excelling with the processes of Operations via Product Development and a plan of 66KM. We fused the idea of Customer Experience along with Operations to give an overhead approach towards Growth. Over the course of the year, we were also successful in reinforcing current Exchange partners as well as create new ones. Our conferences were themed with the sole purpose of continuity and excelling at what was needed at the moment.

The Beyond Conference served the purpose of a top-leadership coming together and looking beyond the current blindfolds of the organisation to envision the future. We also initiated a space for empowering women leadership in tandem with SDG#5 named ‘Emerging Female Leaders Conference’ To conclude with, the year 2017-18 served the sole purpose of exploring the paradigm of ‘People & Growth’ with the Beyond Mindset. Over the course of this exploration, we found answers and even more questions. We would like to thank you for your trust and support.

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We exist to make a difference.

4

COMMITTEES LOCAL OUR

Ahmedabad Bangalore Baroda Bhubaneshwar Chandigarh Chennai Dehradun Delhi IIT Delhi University Hyderabad IIT ISM Dhanbad Indore Jaipur Jalandhar Jodhpur Kolkata Manipal University Mumbai Nagpur Navi Mumbai Patiala Pune Surat Visakhapatnam VIT (Vellore)

BUSINESS

UNITS

OFFICIAL EXPANSIONS

IIT KGP Ludhiana Mysore Nashik NMIMS Shirpur

Allahabad Bhatinda Bhopal Coimbatore IIT Roorkee Kanpur Manglore Meerut NIIT Neemrana NIT Suratkal NIT Trichy NIT Warangal Panipat Rajkot Sastra university Shillong Shimla Sikkim Vidya nagar

AIESEC in India National Network

Hence, we make a difference.

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‘Go Beyond’ for me as an individual is a feeling to give all my efforts and realising that there are events when even your 100% wouldn’t be enough because there will be someone else better than you who would only have to give 80%.

Striving to do things the best way they can be done is what ‘Going Beyond’ is for me.

Shikhar Juneja

AIESEC in Jaipur

Our Idea of Learning is about a process that is experiential and fast-paced.

Our Idea of Learning is about a process that is effective, as it generates in the cycle of launching and learning.

Our Idea of Learning is that its pursue allows us to keep ourselves grounded in knowledge while making us competent.

We challenged the Idea of Learning as something that is limited by theory, is unidirectional and is derived from a position.

Personally, our people are the most important thing, and to develop them, the growth needs to be constant. For me as an LCP, the work that I did and the growth that we strived for is the reason for us to evolve so much from within. At the same time, professionally, the LC overall has understood that there's no one single thing that can be focused upon between People and Growth; and hence, for both these things to enhance, it needs to happen simultaneously as each one is interdependent with the other. The LC has a clear understanding of this paradigm and realized it's importance.

This Idea of Learning, we believe,

can take us beyond.

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Kevin Jain

AIESEC in Ahmedabad

People are the centre of any organization and without them an organisation can not achieve any ambition.

For us the paradigm of people and growth meant that we had to diligently work towards the growth of people; which could in turn lead to the growth of our LC. We as an LC kept people and their satisfaction at the centre of everything and that helped us achieve a culture driven by collaboration and strong ethics. Both these values are fundamental in any members growth and that is how the perspective of people and growth shaped up in our LC.

Udit Dalakoti

AIESEC in Delhi IIT

We challenged the Idea of Failure as that of Defeat, Inadequacy, and Incapability.

Our Idea of Failure is that of a learning platform, where resilience is enhanced to stand up faster and stronger every time we fall.

Our Idea of Failure is to forecast and to prepare ourselves better through contingency plans for every endeavor we embark upon.

‘Go Beyond’ is simply an attitude of never giving up and having the thrill to solve problems.

Angad Singh AIESEC in Navi Mumbai

Our Idea of Failure is to be grounded in knowledge and learn from all our experiences.

This Idea of Failure, we believe,

can take us beyond.

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When the people actually started to understand their worth and capabilities in AIESEC - which they couldn't find in College -, when people actually became more self aware and valued; they started to perform.

And hence, people's growth leads to LC's Growth.

Aarti Vatiani

AIESEC in Surat

We challenged the Idea of Work as that of a Number Driven Culture, Average Efficiency, and Inadequate Work Collaboration.

Our Idea of Work is to make conscious promises that we can deliver.

Our Idea of Work is to converge curiosity and knowledge to explore what is required beyond the evident.

Our Idea of Work is to foster a collaborative work relationship which can act as a catalyst for great efficiency.

Go beyond is an expression for the whole entity. It is more than just a phrase. It expresses the idea of always striving for more, and bringing in excellence in your work.

Jinith Ladhani

AIESEC in Chenai

Being in AIESEC for almost 3 years and experiencing 2 MCs, I’ve had a great share of learnings from MC Beyond. The collective experiences and learnings from their working culture gave a good impression for me to form a LC culture towards growth.

This Idea of Work, we believe,

can take us beyond.

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Rishab Sahu

AIESEC in Nagpur

A LC exits because of its people. We grow because of our people. The more we polish the skills of our people, the more we invest time and resources in them , they reap growth. Whereas Growth of people helps them stay and grow the organisation.

Neha Singh

AIESEC in Delhi University

We challenged the Idea of Success as only hitting targets, only “winning,” and seeing recognition as the final outcome…

Our Idea of Success is to embody a sense of accomplished by delivering a continuously increasing number of leadership stories.

Our Idea of Success is to be recognized as an operational excellent entity by setting up sustainable processes that lead to significant growth.

For me, Going Beyond is simply related to acting extraordinarily.

Settling for mediocrity is always an option one would have in life. But Going Beyond would mean going ahead of mediocre mindsets and doing things extraordinarily in the best way possible.

Shubham Ashish AIESEC in IIT ISM Dhanbad

Our Idea of Success is that of a process instead of a destination. Meaning that the outcome is in the making; and that growth is also measured by the growth of the individuals involved. Success then refers to individual, collective and organizational growth.

This Idea of Success, we believe,

can take us beyond.

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We challenged the Idea of India as a country which believes that being ignorant is cool; where being armchair critic is a way of speaking out; and where diversity just comes from being diverse.

For myself, ‘Go Beyond’ refers to an idea of challenging each and every inhibition people have. It is about taking that extra mile, which really contributes to any person’s growth.

Going Beyond for me is stepping out of my comfort zone because that is the place *where magic happens*

Udit Dalakoti

Our Idea of India is to be a young force which is aware, participative and realises the value of having an opinion.

Our Idea of India is to enjoy taking responsibility & contribute to the progress of the country with its people.

Our Idea of India is to embrace and celebrate the diversity that we are born in and represent the unity in every action.

This Idea of India, we believe,

can take us beyond.

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AIESEC in Delhi IIT

Focusing on the Growth, development and experience of each member gave me a chance to challenge my leadership skills and this lead to the boost in performance for AIESEC in Mumbai.

Once members realized they were learning, growing and transforming themselves, that’s when the realized the potential of AIESEC and worked even harder to help us achieve our potential.

This mindset change can be seen across LCs in India and ultimately lead to the over performance of 2017-18.

Craig Pereira

AIESEC in Mumbai

We challenged the Idea of Impact as a one way avenue of change through direct engagement with issues and social problems. Our Idea of impact is to engage and to develop youth around leadership.

As an LCP, I connected strongly to the idea of people and growth. The whole paradigm communicated how one cannot go without the other explicitly and it served as a major driver in terms of conversations and culture.

Chirag Samdaria

AIESEC in Chennai

Our idea of impact is simple and is measured through our leadership development model.

Our idea of impact is to develop and to mobilize leaders who can make a difference to society.

This Idea of Impact, we believe,

can take us beyond.

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I would like to thank everyone at AIESEC for their excellent work, professionalism, kindness and understanding. I always felt that however busy everyone was, I was always lend a sympathetic ear which was very much appreciated. I hoped for total support from AIESEC when I instructed them, I got so much more. Many many thanks again for everything, you all are brilliant.

Namrata Trivedi

As Teach For India, our mission is to build a movement of leaders who work towards Educational Equity.

AIESEC has been a critical and valued partner in that journey for us. We share our essence of leadership development at the core and that is reflected in our collaboration as well.

AIESEC in India has always been a catalyst to enable us to spread our message and vision to the most passionate and driven young people across the country who have inevitably become advocates of the movement and voices of influence for our work.

The scope, scale and variety of platforms that AIESEC is able to provide for reaching out to youth leaders across the country is invaluable and plays a large role in our outreach efforts.

Our collaboration this year has grown from strength to strength due to the tremendous belief and support AIESEC has shown in working together to empower youth leaders in the country and we look forward to continuing the same.

Jimit Popat Manager, Talent Acquisition National Human Resources Team

Teach For India

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Athena has had a phenomenal partnership with AIESEC. We have been able to engage and interact with empowered youth across India and been able to get a pulse of their thoughts, dreams and ambitions. Hats off to the AIESEC Movement & Leadership in India!

Prof. Aditya Singh Director

Athena School of Management

Mumbai

The partnership with AIESEC in India during 17-18 and the TCS ACE Program had good improvements, since both organizations put efforts together to overcome the external and unpredictable challenges we faced.

With the new visa regulations the support provided by our account manager helped us to get adapt to the new documentations and requirements asked by embassies all over the World.

In terms of results unfortunately we could not main the results achieved in the previous term, since for almost four months we could not host new interns without guarantee the compliance of the new visa regulations. Even with our numbers not growing we believe it was an important step to regulate our operations and optimize our processes.

We could like to highlight the improvement of some of the services delivered by AIESEC, specially airport pickup, FRRO and visa documentation support. Such improvements were possible since our communication channel become more transparent and expectations were set since the beginning of the term.

For the next term we believe there is a huge space to create and innovate in the interaction and relationship with our ACE interns. Cultural preparation materials, seminars and events can contribute a lot of the experience of both organizations and interns.

We highly appreciate the partnership with AIESEC in India and believe in the potential we can reach together. Thank you MC Beyond, all the best!

We are a 2 year old startup, hustling day in and day out to create our mark in the cross-border ecommerce sector. To expand our outreach to more regions across the globe, we joined hands with AIESEC in India last year in a pilot where we wanted to hire interns through the Global Entrepreneur program.

Things started happening from December last year, with us interviewing candidates for 3 of our positions.

Interns started joining us from January 2018. We have hosted 3 interns so far. Our first ever intern recently helped us close our biggest deal with an ecommerce giant in China. Her commitment to the role was commendable and every intern has left a unique impact on the company. Our team cherishes the time with these interns. We are grateful to AIESEC for helping us find these lovely and passionate interns, who have changed things for the good for Scale Labs.

When I was introduced to AIESEC, I was not sure whether they can provide me the people I need, but looking at their initiative and their confidence, I partnered with them.

I got 3 interns and they are really hard working and the AIESECers kept their promises as well.

It's really great to work with people from different countries and inherit their ideas.

Vikas CEO

Connect One Facilities & Solutions Dehradun

Yasmeen Singh

Human Resources Manager SCALE LABS

Working with AIESEC IN JAIPUR has been a great so far. It has provided us with bunch of really enthusiastic Interns whose aim is to do some good for the society.

Moreover Meeting new Interns help our Kids to learn more and motivates them too for a better tomorrow..

Akhilesh Maheshwari Co Founder & Director

Naya Sawera NGO

Jaipur

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MC Beyond was the face of change.

They strongly believed in their ideas and dared to stand up for them.

A really innovative MC with some amazing individuals.

Harshvardhan Ram AIESEC in Baroda

Varun Naidu

AIESEC in Hyderabad

MC Beyond was a constant source of support for anything and everything that we required to continue our work in a smooth way.

Kevin Jain

AIESEC in Ahmedabad

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MC Beyond is all about emotion and strategy. They were supportive at times and at the same time they pulled us to ends to make things happen!

Darahas Muggu

AIESEC in Visakhapatnam

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We influenced the way our customers feel towards our products by smartly focusing our efforts on what they perceive as adding value to them.

CUSTOMER FLOW The Customer Flow is related to all activities and interactions that the customers have with AIESEC while they are accessing the organizations' products.

Objectives:

The Halo Effect occurs when the perceived positive features of a particular item is extended to the broader brand.

GLOBAL HOST Global Host is a program that consists on engaging the Indian community with AIESEC by providing them the opportunity to host a student during their volunteer internship in Indian NGOs, schools or startups.

Objective: o Ensure financial sustainability of our incoming exchange products by finding volunteer hosts.

o Educate AIESEC members to deliver the exchanges with a customer-centric perspective. o Increase our brand reach by optimizing our touchpoints with our customers throughout their exchange journey.

PARTNERSHIP DEVELOPMENT MODEL The Partnership Development Model is a framework which allow us to strategically plan our partnership investments and targets for the mid and long-term.

Objectives: o Set levels of partnerships according to historic data. o Explore new markets to expand our portfolio of partners.

LOCAL VOLUNTEER

CO-DELIVERY

Local Volunteer is a way of engaging Indian youth with leadership development activities and social projects by providing them the opportunity to support the students during their volunteer experience in India.

Objectives:

The Co-delivery is a set of processes which ensure the alignment of the outgoing and incoming entities towards AIESEC exchange standards delivery.

Objectives:

o Generate potential leads for AIESEC exchanges and membership opportunities. o Improve the delivery of the social projects we realize in India.

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o Set delivery framework for all country partners. o Adapt and track the minimums of each standard according to the countries' specifics. o Increase the number of our products' promoters.

WHAT WENT RIGHT IN THE PROJECT?

WHAT DIDN’T GO RIGHT FOR THE PROJECT?

Network Customer-Centric Education: Our membership had access - online and on ground - to new educational resources and training based on our customers’ journey. We actively participated in all AIESEC International initiatives related and got three global certifications as a customer-centric entity.

Discover India Application: We designed a mobile app to improve our communication with our customers during their exchange but, parallely, the global office created a more customer friendly app with the same purpose to be used by all AIESEC network. In order to not loose on implementation time and investment, we decided to implement only the global one.

Nationalised Marketing Strategies: The main strategy was to implement Facebook merge and provide our customers with aligned information about our products by nationalising advertising through Facebook and google ads and sending email marketing to support their application process. We were able to focus on conversion and consistently communicate with customers throughout the funnel. We were also able to build a community of our customers through Facebook group and provided them an opportunity to share their experience and generate content.

International Relations Framework: We created a tool to map all the projects, timeline of activities and targets that we strategically share with our top 10 country partners. We sent seven members to six different countries to adapt the interactions and services we provide to our customers to the specific conditions of each part involved, moreover, the tool is updated nationally at every partnership’s touchpoint.

Standards Operational Procedures for all Exchange Products: all the internal processes for Global Volunteer, Global Entrepreneur and Global Talent are properly documented and standardized for our local chapters’ operations. Monthly consultancies and semestral reviews were provided to our network to make sure the product sales and execution were aligned to our organizational core and internal policies.

Internal Auditing Process: our operational auditing process was revamped and the Entity Control Board structure was refreshed to support the national office on the process of tracking the exchange standards' delivery. This way, we ensure that all documentation related to our exchanges will be reviewed and reported to the network in a regular basis.

National Campaign for Global Host and Local Volunteer: We planned to engage the Indian community by inculcating the hosting and volunteering programs in our incoming products portfolios. One attraction campaign was run through Facebook ads, but operating in different cities with target groups from very diverse background, made it difficult to support post attraction.

Partnership Development Model: In the beginning our proposal was to map and define different levels of partnerships to be able to customize strategies for all of the countries we operate with and to set new markets to deliver exchanges. The strategy was deprioritized because of lack of data related to past partnerships.

HOW DID THE PROJECT EVOLVE THROUGH THE YEAR?

All the aspects that didn’t go right were identified in the first semester of MC’s Beyond term and deprioritized in the second semester. All of the others were taken forward for all year, specially because the implementation of those required long term observation and constant updates.

The strategies related to network education towards customers and processes are going to be present as major needs irrespective of the nature of further projects. The number of activities related to these strategies grew considerably in the second semester, especially when the local membership was refreshed.

Even though the Partnership Development Model was not prioritized, this year we generated enough data to start the mapping process for next initiatives related to expand our partnership scope.

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We leveraged on some key internal processes of our ways of operating allowing the positive impact produced in these areas to spread across all others.

EXPANSIONS REVAMPS Revamp the process and criteria that are followed by all expansions.

Objectives: o Ensure better functioning of expansion entities o Process of entities becoming LC's more agile o Ensure that any expansion becoming a LC is healthy.

BU DEVELOPMENT To develop the existing models for business units and provide different business avenues for entities.

The Ripple Effect occurs when the results of an action continuously spread among all other parts of a system.

PEOPLE DEVELOPMENT Creating a system to develop the people of the organization which is role based and portfolio based.

Objective: o Increasing the productivity. o Developing the skillset. o More competent for crucial positions.

PEOPLE OPERATIONS Standardizing all the TM processes in from recruitments to performance/training to exits/discharge.

Objectives: o Standardizing Get>Develop>Keep o Quality check of all HR processes o Training models for roles/portfolios IXP FOCUS Improving the Integrated Experiences in all LCs. Objectives: o Increasing the no of iXPs LCs PLANS LCs understand the process of planning and budgeting so that targets and budgets are made to be achieved.

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Objectives: o Ensure the creation aspect of an entity is governed by sub-systems o Ensure that all BUs' are getting the needed support HEALTH & SUSTAINABILITY Ensure that the unsustainable LCs' are worked upon to be more healthy and long term sustainable entities.

Objectives: o To organisationally look at all aspects of such entities and provide consultancy for the same o Ensure that all entities have a specific financial plan and a stronger financial base to become sustainable RnR Incentive systems for the LCs/expansions of AIESEC in India for winter and summer peak.

Objectives: o Ensure push and incentive for EBs to end the year on a high through the Winter is Coming campaign. o Ensure members get to see/receive RnR first hand, PEOPLE MANAGEMENT To ensure knowledge and culture of Business Development at Local Levels as there was a gap of not having the portfolio in the previous year.

Objectives: o Provide resources and data which shall be helpful o Create a leadership pipeline for the next generation of VP BDs at the LC level,

WHAT WENT RIGHT IN THE PROJECT? People Development: The focus on creating a people development model that is based on competencies and functional skills and centric towards the portfolio that the member/TL/VP is from. This model set the right path for the project as it aimed at increasing the productivity of the people of the organization.

People Operations: The project people operations focused on creating the base for people Management in AIESEC India by having set procedures for the portfolio from Recruitments till exits i.e. Talent allocation, training, engagement, distress etc. This project was initiated in order to improve the quality of HRM in AIESEC India. iXP Focus: February 2018 we focused in reintegrating our exchange participants as members of the organization and March 2018 we focused on approving our current members for our exchange programs. We managed to create a very clear timeline and provide materials and processes for the local committees to execute this initiative, which lead to a great tracking and accountability of it.

Expansions Revamp: We standardized the way of opening an Expansion units. We realized the lack of tracking tools and resources for VPs Expansions to manage Expansions and Created all the necessary tools (Entity model, Market Allocation and Virtual Management Tracker.) The model majorly allowed us to have a clear understanding of how to handle Expansions.

BU Development: The idea was to create training modules for better education for which an Entity model is created during July which assists the OEs to plan their projects better for the next 6 months. To make it clear educational Videos are also made by the entire MC which explains the Entity model portfolio wise. Major changes have been made in the way MC services OEs to ensure all the OEs are aligned to LC timeline.

Health and Sustainability: The project was taken up to create a long term sustainable AIESEC in India. The first visits to check and assess the EiDs' were made in the month of July. During the visits, a specific sensing was done to understand the LC realities and as to why were they suffering with finances.

Different recommendations were given in terms of structural changes, product specific and expense related to ensure that entities move towards financial Stability.

Post this, constant checkpoints were created to ensure things go according to plan. We later aligned the coaching model and MCVP F became coach of these clusters and that’s how complete progress took place to ensure that our entities are becoming healthy.

RnR: In the first semester of our term we created a campaign called “Winter is Coming” and with all the learning from it we created the “Go Beyond” campaign for the second semester. “Go Beyond” was successful for the following reasons: a) created competition within certain groups of local committees, guaranteeing that everyone had a change to win as they were competing with similar entities; b) each month had different metrics for recognition, incentivizing the entities to align their timeline to the national and global ones; c) weekly recognition and monthly rewarding guaranteed engagement towards the system.

People Management: We saw the BD Commission becoming much mature and growing together to perform well after not having a commission in the previous year. The objective of having LCVP BDs being aware and having resources took place after the commission finished raising INR 60 Lakh in total during the year from raising INR 39 Lakh in the previous year as a commission.

Expansions Development: For the first time operational/functional visits from the MC were made accessible to the OEs. According to what was discussed in TBC the BUs were regulated to run only doing OGX products. The emergence of the model required proper delivery of parent LC services for which virtual management tracker is created and made accessible to the VPs Expansions to manage the expansions virtually.

The redundancy in the parent LC services made us to evolve the current sub-document. The updated parent LCs services allows the LCs to serve better and MC to track better. One major objective to not have any market breach cases is successfully achieved as there were 0 cases in Q3 and Q4. The virtual management tracker is evolved by us to make it a single platform to track, review, communicate and plan for expansions.

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WHAT DIDN’T GO RIGHT FOR THE PROJECT? People Development: Target setting and Training implementation could have gone better in the project i.e. The quality if the delivery wasn’t assessed and people analytics could only give us the end outcome of a training model. The target setting did not happen in the first half but was implemented for the summer peak.

People Operations: Including the process SOPs of Talent Management into every department where the SOPs become a behavior needs to happen and didn’t happen in this one year. iXP Focus: The engagement of the local committees towards the initiative was very low, so we didn’t achieve the targets set. The main reason for that was the lack of alignment within the different departments in the national level for the massive communication towards the commissions. The target versus achieved for reintegration was 98/52 (53%) and for the approvals was 366/65 (33%).

Expansions Revamp: The idea of having a StartUp Model which creates more Units was a priority in the beginning of the term. However we came to know that there are 67 business units already which needs to be served and deprioritized the Start-Up model. UR as a project is taken up to create more business units and give LCs support but the same was also deprioritized for the above mentioned reasons. The major drawback was allocating Expansions to entities who did not have direct Expansions Responsible(Single JD) which created lot of communication issues before the start of January.

BU Development: The whole entity model is not continued post the first quarter as the MC started assisting the OEs similar to LCs. The Major challenge was to align the OEs with the LC timeline which took time in making sure every entity has separate EXPA account and commission participation. It became difficult in the end to implement all the processes as majority of the OEs were on verge of shutting down.

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Health and Sustainability: The biggest constraint still exists because the MCVP F cannot provide complete financial direction until the entities are generating enough revenues. Hence, we need a lot more operational direction to the LCs’ to ensure that they are growing and things go hand in hand.

Expansions Development: The major learning we had was to make sure proper assistance needs to be provided for the Initiation of BUs and Recruiting BU coordinators. The implementation of the above took time but eventually deployed to all the Expansions. The major concern was where few of the business unit were not at all aligned to the National timeline because of Parent LC miscommunications or market reality of the entity. The training can be upscaled in future as the element of training and coaching not completely addressed in the model.

HOW DID THE PROJECT EVOLVE THROUGH THE YEAR?

People Development: The project evolved throughout the year from a role and portfolio based training process to a target based training process in terms of the overall productivity and hence that evolved the quality of the materials and the training process in place.

People Operations: The Project evolved from the basic HRM processes to implementing the global HR processes which is GET, Develop, Keep, Report RnR: In the first semester of our term we created a campaign called “Winter is Coming” and with all the learning from it we created the “Go Beyond” campaign for the second semester, being launched at the National Leaders Summit.

We optimized the way we run our business model by making punctual and fast changes in targeted processes that are sensitive of being digitized.

OHI Create a system where all LCs' can be measured on different parameters of the organisation.

Objectives: o Base LCs' on the parameters of their health in the organization and their operations o Create a final graph of the LC and understand how LCs' can be serviced better

The Butterfly Effect occurs when when a minute localized change in a complex system can have massive effects elsewhere.

FINANCE DASHBOARD Create a live financial dashboard of finance of all LCs' on a single portal.

Objective: o Centralise and standardise all data of LCs' on a single backend

PEOPLE ANALYTICS Creating a system to understand the people from all portfolios and roles in every LC to deliver a better experience.

Objectives: o Reporting the analysis roles wise and portfolio wise of each LC o Launching the Dynamic Dashboard B2B + B2C Develop and form strategies for branding and operational growth of AIESEC products.

o The data is used for final auditing and giving LCs' recommendations on their finances.

Objectives: o Nationalised marketing for OGX with advertising, email marketing and Brand advocacy process in place

DIGITIZATION OF BOOKS Digitise the current systems of bookeeping and ensure that the procceses are expeditious.

PREMIUM PARTNERSHIP PORTAL

Objectives: o Create a centralised system for LCs' to generate invoices and receipts o MC can track iCX exchanges and create a basis to increase sustainability o All of our stakeholders receive a standardised invoice and receipt from AIESEC

Develop a system to track the right response and create an invoicing mechanism to the NEPs. Objectives: o Automated processes to generate a tracking mechanism to the Interns o Fast response time for the stakeholders to understand the delivery they provided/received o Automated process for generatation of the invoices

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WHAT WENT RIGHT IN THE PROJECT? B2C: After realising the need to centralise our external communication to our audience we decided to merge all local facebook pages and form a central team to manage all content from the National office. We could also introduce a advertising strategy and nationalised campaigns after merging the pages. Introduced email marketing and Brand Advocacy initiatives to form a community of our customers online.

LeadMaster: This was one of the crucial projects in IT which meets the needs of the outgoing team members who work from sales to delivering the exchange for the interns abroad. After initial hiccups in finalising the IT vendor to develop the platform and minimum experience on the team with IT development projects.

The project is still far from perfect and needs more consistency in defining the scope of work and developers who work on it however initial set up on CRM with features like Single sign on, Hourly sync with Global CRM, relevant email notifications to members, and emails to customers for outgoing exchange products.

National Website: We revamped the national website to meet the needs of advertising and also update the content for our products that is more relevant for our audience. Using heatmaps and customer behaviour on our product pages we improved our call to actions and content for conversion.

Digitization of Books : During the 1st Quarter, there were no efforts put into this projects as it was not a priority. The framework as to how the invoice and receipt generator needs to work was created and given for development to get an outline of the system.The tools were used with a few pilot LCs' to understand if any bugs and interface look could be worked upon. Post, the pilot the tool was sent to all the LCs' to be used. Deficiency in a few features restricted us to reach the final objective. To get additional features, the project was handed over for further development.

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Organisational Culture: This project was started post the introduction of people analytics in order to understand and review the organizational culture on the basis of the Leadership Qualities of AIESEC. We were able to understand the leadership qualities on the basis of roles & portfolios and provide a LC wise report of the same.

Member Connect: This project was introduced in the 2nd half of the term in order to achieve the roadmap project of integrated people systems. The idea of the project was to start building the platform in terms of use and design.

People Analytics: The project People Analytics was initiated to understand the wide and diverse membership of AIESEC India and the experience that all the people go through in the different roles and portfolios to better inform the AIESEC India MC in servicing them. The project also initiated a partnership with University of Akron’s Action Lab in better analysing different qualities and values of the LCs to create a regression model.

The creation of LC wise reports in order to better inform the LCs in the qualities and reviewing the competence that each member has in a role/portfolio has been the main success of the project.

Premium Partnership Portal: Looking at the past year, the Amount of money that had to be paid to AIESEC in India was either lost or delayed because the tracking Mechanism for a response from the stakeholder (the EP or the LCVPs) was completely flawed. This portal was introduces an survey to the Stakeholders (both LCVPs and EPs) way advanced in time, Which helped us track the right response and create an invoicing mechanism to the NEP partners.

The portal was ready. The survey for the interns/VPs who got realised in Q2 was sent through the portal. All the responses for the standards delivery was recorded and document in a single place. The Invoice for Q2 was generated from the responses received from the portal.

WHAT DIDN’T GO RIGHT FOR THE PROJECT?

HOW DID THE PROJECT EVOLVE THROUGH THE YEAR?

B2B: Although we had put both the areas B2B and B2C as focus areas but became highly impractical both the strategies at the same time. So B2B side of the project was deprioritised and we decided to only to focus on B2C side.

We had the initial idea about nationalising marketing however this evolved a lot through 3 quarters, LC budget, national campaigns and overall customer funnel came into consideration. We focused on getting proof of concepts.

Finance Dashboard: The objective of the finance dashboard was to centralise data, tracking and live update system. The project was not kept in priority considering two factors. Firstly, the data had to go on finance dashboard was unclear due to the amount of data being collected. Secondly, the data that was collected was unreliable and we had to evolve our auditing processes to make this more accurate.

Evaluating the above mentioned factors, the project was deprioritised and was removed during replanning.

People Analytics: Introduce the dynamic dashboard for viewing the data of all the reports in order to better understand the LC chronologically. Launch surveys that have the same focus and also inculcate the conference timeline nationally would be the next recommendation so that we can better measure the growth path.

Premium Partnership Portal: The introduction for GDPR regulations by AI was a hinderance to send the survey links to the interns directly.

Organisational Culture: The Project evolved through the year from people analytics to how the people/direction of the organization is affecting the overall culture role/portfolio based.

Member Connect: The project evolved from changes into the current system to starting the process of building a new one.

Bipulk Mayank during his MC CEEDership with AIESEC in Sri Lanka

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We accelerated the speed at which we produce results in the short and long terms by making brave changes that set sustainable growth into motion.

The Snowball Effect occurs when a small element gets in motion building upon itself becoming constantly larger.

VISA, GOVERNMENT AND EMBASSIES RELATIONS Easing the process for foreigners to get visa for our exchange programs in India and establishing a relationship with embassies and with the Indian Government (MHA, MEA).

Objective: o Establishing strong relations with the Government by being recognised and provided with exemption from the new VISA policy/regulation o Smoothen process of issuing ICX & OGX VISA o Understand which country to focus on by learning how VISA is issues through the mapping UNIVERSITY RELATIONS Establishing National University Partnerships either with Universities from new markets to expand our reach or with Universities with different branches across the country to facilitate the exchange process for the Local Committees.

Objectives: o Have sustainable and constant University Support for our LCs o Boost our exchange results from new markets o Analyze the scope of having a University Advisory Board

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PRODUCT PACKAGING Creating various baskets of offerings we can make to potential stakeholders' and sell it to them in order to accelerate and grow our business.

Objectives: o Have various packages available to sell in Operations and Back Office o Attract potential stakeholders to AIESEC PRICING RESTRUCTURE Revamp the pricing model that exists and create a new standardised pricing model.

Objectives: o Check the prices and align it to the current reality, customer reviews and financial reality o Ensure that our iCX prices are more agile and drives a specific strategy aligned to the projects NEP SOP + NEP SALARY REVAMP Guarantee the delivery of complete experiences with such partners, simplifying the process and making it more customer oriented/friendly. .

Objectives: o Aligning the Partners with the new Visa regulations o Making sure all the National Partners pay the right stipend to the interns o Guarantee the delivery of complete experiences GLOBAL EXCHANGE PARTNERS Bring Global Exchange Partners handled by AIESEC International to deliver exchanges in India.

Objectives: o Upscaling the operations internationally, LONG-TERM CLIENTELE FOR NEPs Building more partnerships like the one AIESEC in India has with TCS. Objectives: o Creating a Client Community for AIESEC in India

ICX NATIONAL PROJECTS For Global Talent we created Impact India, a Educational Project to be implemented nationally by the Local Committees.

For Global Entrepreneur we created Accelerate India, a Project to be sold especially to startups accelerators and incubators.

Global Volunteers we reviewed the national projects that we had, reducing them from 6 to 4 with a much better structure and clarity.

Objectives: o Sustain the number of exchanges that were dropping due to the changes in visa WHAT WENT RIGHT IN THE PROJECT? Visa: the initial idea was easing the process for foreigners to get visa for our exchange programs in India by a) mapping the visa issued/not issued by embassies, b) establishing a relationship with embassies and with the Indian Government (MHA, MEA) and c) lobbying changes in the visa rules and processes. Even if the visa situation didn’t improve much, we managed to establish a good relationship with embassies and with the Indian Government to keep updated.

Salary Revamp for National Exchange Partners: it guaranteed that we were following the minimum salary needed for our incoming Global Talent with our National partners and therefore the new visa regulation from 2017 did not affect much the delivery of our National Exchange Partnerships.

Standard Operational Procedures for National Exchange Partner: this was fundamental to guarantee the delivery of complete experiences with such partners, simplifying the process and making it more customer oriented/friendly.

Product Packaging: we added value to our outgoing customers by offering a travel insurance for free through a new partnership with Centrum.

Pricing Restructure: we reviewed the pricing of all our products to adjust it to the current market and product realities, with a clear justification of the prices of each product.

Incoming Exchanges National Projects: for Global Talent we created Impact India, a Educational Project to be implemented nationally by the Local Committees; for Global Entrepreneur we created Accelerate India, a Project to be sold especially to startups accelerators and incubators; and for Global Volunteers we reviewed the national projects that we had, reducing them from 6 to 4 with a much better structure and clarity.

WHAT DIDN’T GO RIGHT FOR THE PROJECT? University Relations: we planned to have an effort in this direction by establishing National University Partnerships either with Universities from new markets to expand our reach or with Universities with different branches across the country to facilitate the exchange process for the Local Committees. Unfortunately, this was deprioritized and no such partnership came to place.

Global Exchange Partners: AIESEC in India put a lot of effort this year to bring Global Exchange Partners handled by AIESEC International to deliver exchanges in India. Negotiations were held with three major partners: DPDHL, Electrolux and PwC, but no final agreement was met.

Long-term Clientele for National Exchange Partners: the aim was building more partnerships like the one AIESEC in India has with TCS, where for years we’ve been delivering dozens of exchanges annually.

HOW DID THE PROJECT EVOLVE THROUGH THE YEAR?

Some aspects of the project were achieved in the first semester of MC Beyond’s term: Salary Revamp and SOP for NEPs, the travel insurance partnership with Centrum and the pricing restructure. Therefore, we didn’t focus on any of these in the second semester.

In terms of product packaging we also tried partnering with airline companies to facilitate flight tickets purchase for our customers, but after a few attempts without success we deprioritized it.

The scope of the project was much smaller in the second semester than in the first, after achieving some of the milestones we planned and after deprioritizing others.

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people growth 26

The

projects 27

our THE OPERATIONAL INDEX Represents the LC’s Operational Maturity

Represents the LC’s Organizational Health

Calculated as a score from 0 - 10

Calculated as a score from 0 - 10

P

A

#Approvals #Realizations #Completed NPS

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THE HEALTH INDEX

R

A

M

E

T

E

R

S

FINANCE Monthly Inflow Reserves Recon Clearance Audits OPERATIONS T vs. A

MEMBERSHIP iXP Productivity Retention Membership NPS

THE ORGANIZATIONAL INDEX THE OPERATIONAL INDEX It is a score calculated on a scale of 0-10 that represents the Operational Maturity of an LC compared to the operational best of AIESEC in India.

+

THE HEALTH INDEX It is a score calculated on a scale of 0-10 that represents the Organizational Health of an LC when compared to an ideal benchmark for AIESEC in India.

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AIESEC in India has ambitious operational targets and most of the portfolios are working towards that.

Complex synergies and processes guarantee that our operations are running as they should, but there was no structured plan to how these synergies and small process/projects add up to the bigger picture.

Considering the unfavourable situation of the first semester of the term, when AIESEC in India was dropping in terms of exchanges and not achieving targets, we decided to create a macro-project to embrace everything that was needed to achieve the operational targets by the end of the term. Our target was around 6.000 realized exchanges and we wanted to change the game in the last 6 months of the term, so “6K in 6 Months” was born around November 2017, which later on was translate to “66Km”.

PLAN

1. Create a timeline embracing all activities that influence the operations of AIESEC in India.

2. Plan and execute for the three pillars of operations (Product Management/Evolution, International Relations and Network Management) going beyond operations responsibilities only and ensuring that all synergies and other activities are clear and accountable.

WHAT HAPPENED Operational timeline along with organizational timeline.

Creation and follow up of of this timeline considering : a) the operational timeline, b) the international and national events calendar (conferences, summits, support visits, meetings etc), c) the talent management timeline (recruitment, managerial body selection, executive board selection, exchange participants reintegrations etc).

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Product Management/Evolution Strategies for attraction, consideration, value delivery and brand advocacy along with Marketing and Customer Experience. We evolved the online marketing strategies for outgoing exchange and our lead nurturing. We implemented a brand advocacy strategy with our customers that you can refer in the marketing section.

Two important strategies for attraction and consideration of outgoing exchange customers were the 70th Anniversary Campaign and the National Call Centre. o 70th Anniversary Campaign: we created a campaign based on a discount sales on 27th-29th April 2018.

Customers would get 50% discount on the exchange fee if they were approved to projects on these 3 days and a major online promotion was made for it. o National Call Centre: considering the huge amount of uncontacted leads for our outgoing exchange that AIESEC in India had by April, we decided to bring 15 people from local committees to Mumbai for 1 week, train them and make a National Call Centre to contact and convert all of them into customers (approving them to projects). It happened from the 17th June to 23rd June.

International Relations This included: § All initiatives in terms of Visa mapping and information management regarding the same; § Brand positioning in the international plenary both physically (international conferences, summits, CEEDs etc) and virtually (by using the Discover India brand); § Talent export to make sure a good number and quality Indian leadership pipeline was in place in AIESEC entities all over the world.

Network Engagement The most important synergy was between operations and talent management, to ensure alignment of people’s strategy towards operations in its 3 main responsibilities: getting members, keeping and developing them. The Reward and Recognition system was also part of this strategy. You can refer to it on the Developing Project.

Asset

ACQUISITION

AIESEC in India has existed for almost 37 years and year by year we have been spending 20+ Lakhs for Office, before which we were under the umbrella of Board of AIESEC India. Over the last 5 years almost 1.25 crores has been spent in terms of office and related expenses. Further, the team has moved to more than 3 different offices in the last 5 years.

Before 2012, the idea of reserve creation did not exist and over the last 5 years, a reserve amount of over 1.9 crores has been created.Further analysis showed us that our reserves are not growing as much as the inflation rate that has existed over the past few years.

PLAN To use the 1.9 crores that exist in the reserves sitting dormant and have not directly or indirectly contributed to the growth of AIESEC. The conversation of buying an office started with the idea of Asset creation as a plan of Roadmap moving towards AIESEC in 2020. Over the course of the last 10+ months, the Management Team of AIESEC in India has been looking into the possibilities , the risks, relevance and future scope of AIESEC owning an office. The office would add to AIESEC as a fixed asset apart from reducing the admin costs. If necessary in the context of the year to change the location/office, the office acts as an asset that could be sold at a higher valuation in the further years.

WHAT HAPPENED The shift to Navi Mumbai The different areas for possibility of the office were looked, they were as follows: Andheri, Goregaon, Kandivali , Borivali, Vashi and Belapur.

The prices of Andheri and Goregaon were in excess of Rs 3 crores. Further on, the accommodation ranged between 60,000-80,000 per apartment. The prices in Borivali, Kandivali, Belapur and Vashi area ranged between 1.8 crores to 2.5 crores and the accommodation ranges between 30,000-40,000 per apartment. This fits into our budget.

The new project taken up to create a new airport in Navi Mumbai would reduce the time taken to travel to and from the airport. With all the infrastructure, Metro and Airport projects being taken up in Mumbai, this would add to valuation of the property being bought at the moment.

Work put into the office Since the inception of the idea in December 2017, the first round of visits to look at different offices were done to Andheri and Goregaon in the month of January. Post January, in the month of February, further offices were looked at in Kandivali and in Borivali.

Considering the prices and location in Andheri and Borivali respectively, we wanted to understand and look at the possibility of shifting to Navi Mumbai.

In the month of March and April, over 15 offices were seen in Navi Mumbai and in parallel the legalities were discussed with lawyers and a possibility of loan was looked at.

Currently, we have chosen an office worth 2.13 Cr and about 2250 sq ft, which is in Juinagar. The name of the building is Ellora Fiesta. Loan has been put into application in over 40 banks, having confirmed two banks, we are awaiting final legal procedures to complete the process and acquire the office.

The office is expected to be legally under the name of AIESEC India by the 3rd or 4th week of July 2018.

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Taki n g DIGITAL MARKETINGbeyond Moving into the digital era AIESEC is still using old methods to reach and communicate with our customers and potential market.

In order for AIESEC to grow in the market and provide more and more leadership opportunities to the young people in our country we need to cut through the noise and develop strategies to develop our voice.

Videos in collaboration with various stakeholders

PLAN 1.

Introduce an advertising strategy for sign ups and applicants on our platform, keeping in mind outgoing program at focus for this strategy.

2. Develop digital assets and a CRM that could support this growth and consistent communication with email marketing to our customers.

3. Develop a youth voice and engage young people online with brand voice through content on social media and website.

4. Outreach through collaboration and PR

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WHAT HAPPENED Advertising: To introduce such an strategy and for it to work, few initial things were necessary as a requisite which were: Merging all local Facebook pages due to inconsistent messaging throughout the year from different local committees and no continuity in the process to attract people to AIESEC through our digital channels.

Bring in advisors and industry experienced partner to help with the building stages of the process in advertising.

The above two points were introduced to the local committees heads and things were in place by January.

We then became the biggest Entity within 122 countries of AIESEC with 423K followers just on Facebook after the merge and also brought in a digital agency on a retainer to help with the process.

We did tests campaigns with optimisation on aiesec.in and build landing pages to test our conversion rate in the third quarter of the term 17-18.

Post which we planned to launch national campaigns for the first time. 70th Anniversary campaign in April and National Call Center in May were a result of this. Both campaign were successful in the digital strategy to create double the number of sign ups in that month, however there were learning for the further steps in the funnel to implement for the year.

Develop CRM: This was one of the crucial projects in IT which meets the needs of the outgoing team members who work from sales to delivering the exchange for the interns abroad. After initial hiccups in finalising the IT vendor to develop the platform and minimum experience on the team with IT development projects.

The project is still far from perfect and needs more consistency in defining the scope of work and developers who work on it however initial set up on CRM with features like Single sign on, Hourly sync with Global CRM, relevant email notifications to members, and emails to customers for outgoing exchange products.

PR for The Swaeros Project in AIESEC in Hyderabad

Content Marketing: Being found on the internet by people looking for opportunities to go abroad is not by chance and neither is a one time sales process.

In order to build a community and an audience which engages with you we needed to produce content for social and website with consistency.

Introduction of national support content team and training initiative Train the Marketers was done from the beginning of the term in July.

The team has had great retention with development in quantity and quality of the content since then. The team will be taken forward by the successors for the upcoming years with evolution in how we produce content.

PR and external collaborations: Examples of collaboration for outreach of a larger audience can be seen the images.

Video collaboration with The Visual Radio: A Facebook Page with outreach amongst younger mass online.

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Visa

& GOVERNMENT

RELATIONS

Focus on Government Relations to bring a solution for the ongoing VISA issue was a key project in the term by ensuring we do whatever possible to bring a change as we had already experienced a massive downfall in the incoming exchange numbers due to VISA rejections.

We knew the job was not easy nor did we have an idea on how we will progress or what are the correct ways of approaching this issue but we were clear to be determined and to work hard. MC BEYOND requested support from every Board member during all individual meetings and Joint Board Meeting as well.

MC BEYOND also requested support from the plenary for fighting this issue together by bringing in connections and helping us voice the issue.

Over the course of the term, several visits were made to Delhi to discuss the issue with officials from the MEA and MHA through which we never got any positive response. We got support from Mr. Ratan Tata and Mr. Adi Godrej who wrote emails to officials but again, no positive response. A detailed meeting was done with Mr. Pramod Mittal who informed us that the regulation would not be possible to change at least in the near future. We also got support from other stakeholders such as Mr. Rajeev Mecheri who flew from Chennai especially to accompany Mr. Akshay for meetings in Delhi.

However, with no positive support and response to change the regulation, we see a progress in the front where as of today, AIESEC is once again being mentioned on the online VISA application form but the clauses still remain unchanged. Several country embassies have become clear on the clauses, which was not the situation in the past when MC BEYOND started the term.

On the other hand, we have built very strong relations with several country embassies to issue VISA for many of our exchange participants who wish to go out of India. With this pace of having greater relations, we hope in the future the voice shall be louder and there will be positive changes in the clause once again to have some exemptions for AIESEC as it was in the past.

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Interview with Mr. Vneet Jaain (CEO, Adani Power Limited) Member of the Board of Advisors of AIESEC in India.

How significant is the work we do as AIESECers?

The spirit with which AIESEC has been formed is very visible even now. The platform that AIESSEC provides to get Empathetic Appreciation of different cultures across the Globe by students from different countries is laudable. The number of countries AIESEC represents and the number of students who are getting touched by this is increasing year over year and I am happy to see the committee members passionately working towards this with a “making it happen” mindset. I see this platform making efforts to create, what our ancient wisdom talked about, “vasudhaiva Kutumbakam”- the world as one family.

Based on your interactions with AIESEC, how do you see young AIESECers developing into responsible leaders?

AIESEC body has a formal structure with the committee members having clearly defined roles and deliverables. The networking and benchmarking with committees across different countries is constantly raising the bar. The effort to train and build capabilities of members is laudable. I see the all-round exposure that these students are getting will make them better human beings at the core and as better leaders in any walk of life they chose to pursue.

How has your experience been on participating as a member of the Advisory Board of AIESEC in India?

I have found the members very thoughtful, organised and very articulate. I am impressed with the quality of presentation and the confidence with which they were presenting to us. I can say they have done better than some of the corporate managers. I have also learnt a lot in the process. Over the experience has been very fulfilling.

How has the 2017 – 2018 team performed according to you?

I have seen the team very committed and passionate and focused. The team was very persuasive and engaged in delivering the tasks in front of them. I am personally happy with their performance.

Board

MEETINGS & ADDITIONS National Board of Advisors are one of the biggest stakeholders’ of AIESEC in India as the set of individuals represent diverse backgrounds and expertise in their field apart from being well known and respected individuals in the society.

MC Beyond started its term with the news that Mr. Bobby Parikh representing BMR Advisors is stepping down from the Board as the company was in the process of being acquired and first task was to get a replacement of a representative from Coca-Cola and KPMG as the then representatives were either leaving the company or had left. This task was achieved successfully by the end of July where from Coca-Cola, Mr. Ishteyaque Amjad joined the Board and from KPMG, Mr. Arun Kumar joined the Board.

On 12 th August, the first JBM was conducted where 4 members were present. The meeting saw MC VEER representative, Priyadarshini present the discharge report and MC BEYOND presents its plans, strategies, projects and budget for the term 17-18.

As MC BEYOND, we had a key project to revamp the National Board and establish a stronger relation with all Board members. To ensure a great relation, we had Individual Meetings done at least once a quarter and as per need/availability. We stayed absolutely transparent with the Board with respect to the work that was being done (exchanges, investments, bottlenecks etc.)

With the strong relation MC BEYOND kept with the National Board, the first JBM was sponsored by the Tata Group, represented by Dr. Mukund Rajan. Adding on, several connections were provided by Board members to the work we had which allowed us to progress ahead in our plans.

Over the course of the term, we put great efforts in adding more Board members to increase the credibility of the organization and gain greater support. Successfully by the end of the term, 4 new Board members were added namely: Ms. Vneet Jaain, Ms. Dia Mirza, Mr. Atul Kasbekar and Ms. Kisha Gupta.

Adding on, MC BEYOND ensured to follow the compendium clause of having 2 Joint Board Meeting in a term. It was more than just following the clause but to ensure we are accountable to the Board on the progress of our work and thus the second Joint Board Meeting was held on 2nd February. This feature was done for the first time in several years which also had 4 Board members present.

Lastly, MC BEYOND is finishing the term with 10 Board Members who all have been engaged well and have 8 Board members signed the Board Charter, another successful achievement which was never done in the past several years.

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WE WELCOME OUR NEW NATIONAL BOARD MEMBERS

MS. DIA MIRZA

MR. VNEET JAIN

MR. ATUL KASBEKAR

MS. KISHA GUPTA

Actor, Producer & UN Goodwill Ambassador to India for Environment

CEO, Adani Power Limited

Chairman and Managing Director, Bling Entertainment

Global head of Academic relations, Infosys Limited

How significant is the work we do as AIESECers?

It’s an amazing set up to get young global citizens to come and intern with the best of companies in India. In times of rising protectionism, AIESEC is an organization which truly believes in integrating the global community, it’s a fabulous opportunity for any student to be a part of global volunteering, cultural immersion and quality work. Many people who are seeking jobs overlook the value of building relationships and career opportunities, the way AIESEC gives back to society is a great example of compassion and grit. Small actions can cause a butterfly effect and people should give more credit to themselves regarding the difference in the world they can really make.

Based on your interactions with AIESEC, how do you see young AIESECers developing into responsible leaders?

‘My interactions with AIESEC remained intermittent for many years, but the one in June 2017 was an eye opener. AIESEC truly epitomizes the words of Robert Ingersoll “we rise by lifting others”. These young individuals are passionate, dedicated and committed to work for the betterment of our society. Their camaraderie is infectious. I am a huge fan of their core work of exchanges. It creates cultural agility, tolerance and ability to appreciate the others’ perspective, something that is critically needed in today’s world. I am humbled to be a part of the advisory board of AIESEC India. All The Best AIESEC, keep soaring high!”

Mr. Ishteyaque Amjad

VP Public Affairs and Communication, Coca-Cola India and South West Asia

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Interview with Ms. Kisha Gupta (Global Head of Academic Relations, Infosys Limited) Member of the Board of Advisors of AIESEC in India.

I believe AIESEC gives young students the opportunity to understand the importance of supporting and cultivating the next generation of truly global leaders. It helps them expand their network, strengthen their profile, foster global integration, and understand cultures from a point of curiosity and respect. These are foundational skills for any leader, something which AIESECers learn early on.

How has your experience been on participating as a member of the Advisory Board of AIESEC in India?

First things first it is an honor to be able to contribute to such a meaningful organization. I feel excited not only to give back by sharing my experiences, but to learn so much from all the wonderful AIESECers every day. I am sure our collective efforts will yield amazing outcomes for AIESEC India.

The entire board strongly believes in the value system of AIESEC, for me to see that belief and join the vision of AIESEC is highly rewarding.

“My first interaction with AIESEC was way back in 2012 when I was invited as a speaker to their forum and ever since I have been following their activities through different channels.

It is really overwhelming to see how this youth run organisation is contributing to the society in any manner possible, bringing positive changes and leaders out of youth!

I joined the National Advisory Board at the beginning of 2017 and look forward to a fruitful association in the coming times where I can contribute in the work of AIESEC.”

“With each passing year, the leadership in AIESEC rotates thus bringing in innovation and diversity in ideas to develop the work culture in a professional manner which is very significant in AIESECers who also are aware of world issues. Being on the National Advisory Board of AIESEC in India for around 7-8 years, my association has been nothing more than fantastic!

Wishing the upcoming team the best for what lies ahead in their term and kudos to the 17.18 team for contributing their best.”

Mr. Ronnie Screwvala Founder, Unilazer and Chairperson National Board of Advisors, AIESEC in India

Ms. Dia Mirza Actress, Film Producer & UN Goodwill Ambassador to India for Environment “As one of the largest youth-run organisations, AIESEC has been instrumental in shaping young minds and nurturing talent the working world needs. Not only do AIESECers understand the mission, vision and values behind an organisation, they are more conscientious in their approach to work and the change it will bring.

Whether it is innovative thinking, multi-tasking, firefighting, risk taking abilities or building relationships, their ‘learn- by-doing’ experience continues to serve many organisations in honing selfaware leaders, entrepreneurs and world citizens.

“AIESECers that I have come across are dedicated and mature enough who understand and try to tackle world issues in their capacity of international exchanges. The passion and honesty in communication makes AIESECers work very significant which is also developing them into more responsible leaders of tomorrow. Joining the Advisory Board only a few months back, I’ve experienced interacting with few young individuals and also understood how diverse the organisation culture is.”

Mr. Atul Kasbekar CMD - Bling Entertainment Solutions “AIESEC has emerged as a robust platform for youth to develop and explore a diverse set of opportunities from a very young age which fuels an excellent leadership development movement across countries.

Exposing young people to opportunities where they are challenged in a foreign environment makes them not only prepared for their future but for a bigger purpose; the future of our country, which needs young people who are not just traditionally educated but also have practical experience and network opportunities such as this to constantly learn.

I believe, AIESEC programs ensure that the young individuals who become a part of the process develop into self-aware, solution oriented, world citizens who can empower others in their teams and community. What I particularly like about AIESEC is that it is completely student run. It has been a privilege interacting with these students over the years. I wish them continued success in all their endeavours.”

Mrs. Tanya Dubash Executive Director and Chief Brand Officer, Godrej Group

As a member of the Advisory Board, I was delighted to encounter such energetic youth who have a good grasp on the significance of ownership and are driven to create value where it counts. It has been an impressive journey and a privilege to guide them as they empower others and formulate solutions in challenging and diverse environments.”

Mr. Arun Kumar Chairman and CEO KPMG in India

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At the end of the day, the idea was also to not make the conference too heavy for the people and have a spaced out agenda with maximum 3 or 4 sessions per day (including the Ideation spaces). With the realisation of the need for an expansions touchpoint, there was also a parallel Expansions conference curated to drive down knowledge.

OBJECTIVES OF THE CONFERENCE 1.

Discharge and Ratification of MCs 2016-17-18.

2. Launching and Onboarding AIESEC in India with the plan of MC Beyond.

3. Capacity building of members/TLs/VPs through commissions.

4. Kickstart Sem II planning process for LCs. DELEGATE PROFILE Members, TLs, VPs, LCPs

DATES NPM: 21st – 22nd June 2017 JNC: 23rd – 28th June 2017

AGENDA CREATION PROCESS The conference curation happened keeping mind the objectives of the conference. The first few touchpoints with the Steering Team, the planning days of MC Beyond, and the output of it all, lead to how the conference would look like and the topics that needed to be covered at JNC.

DELIVERY PROCESS 1.

The biggest addition to the conference was the Ideation space that was created for all LCs. The idea of LC time evolved into Ideation to ensure productive conversations and brainstorming in LCs for them to generate ideas for the next semester. This was done to ensure EB has a base to plan upon.

2. We did not host more than 2 or 3 sessions per day to ensure the conference was spaced out and delegates had enough time for interaction and absorb as much as possible.

3. For the first time, there was also a specific Expansions conference running parallelly with the agenda.

OUTCOMES q AIESEC in India plenary onboarded with the 17-18 plan in a streamlined manner. q AIESEC in India onboarded to our 2020 Roadmap. q AIESEC in India EBs got the space to ideate along with members/TLs of their LC for the semester 2 planning. q Capacity building through commissions.

OUR CONFERENCES AGENDA CREATION PROCESS The agenda was created on the basis of the understanding of how traditional RYLCs in the past were executed and the reasons for the same.

We wanted to focus on what a delegate wants to take back and that’s why we had main objective for the RYLC, statements that the delegates can say and we can measure to have an understanding of the success of the conference, not just for all LCs but every national commission. The agenda was delegate centric focused on achieving the winter peak.

OBJECTIVES OF THE CONFERENCE 1.

Induction of new recruits portfolio wise 2. Functional Skills training 3. Core Competence 4. Pro level portfolio based understanding 5. Connecting to the wider family of AIESEC India.

DELEGATE PROFILE New Recruits

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DATES NE : 31st August to 3rd September 2017 SW: 7th to 10th August 2017

DELIVERY PROCESS 1.

The delivery of the conference evolved from traditionally the MC co-delivering it with the FACIs to the FACIs being from the portfolios that the delegates are from.

2. We had a minimum of 3 FACIs from every portfolio and a total of 20 FACIs from difference LCs to really create an environment of training the commissions at the conference.

OUTCOMES q Prime Goal: I am ready to contribute* to the GROWTH of AIESEC in India right after RYLC while being able to see my contribution as the way I PERSONALLY GROW in the organization.

AGENDA CREATION PROCESS The dreaming process for the agenda was done by the National Team during one day, in 2 steps: 1) 2)

OBJECTIVES OF THE CONFERENCE 1.

AIESEC in India as one with clarity of the context and the direction of the organization 2. AIESEC in India has the right people on the bus 3. AIESEC in India will make the lead from Good to Great.

DELEGATE PROFILE Local Committee Presidents current (2017) and elected (2018) DATES 17th – 21st October 2017

customer interviews and value proposition canvas creation for each customer (Local Committee Presidents and the National Directors); and the conference design based on the expected outcome of the conference, on what delegates should experience and on the kind of content they must have. The agenda was based on the book of "Good to Great", from Jim Collins.

DELIVERY PROCESS We had post-agenda activities that were part of the conference/agenda experience, with a Diwali Celebration, an informal moment only with the new Local Committee Presidents for them to bond and create an identity and an informal moment of welcoming and transition from the current Local Committee Presidents to the new ones.

OUTCOMES q AIESEC in India as one with clarity of the context and the direction of the organization q AIESEC in India has the right people on the bus q AIESEC in India will make the lead from Good to Great

OUR SPACES OF CONNECTION AND GROWTH AGENDA CREATION PROCESS The agenda was created taking into consideration the gap between the National and local strategies due to lack of alignment. In order to have a clear and objective message, all the content was connected to the Beyond Mindset (Align, Commit and Make it work) and to the delegates' main areas of work (Finance, Operations and Talent Management).

OBJECTIVES OF THE CONFERENCE 1.

Ensure the Local Committee's President are equipped with all information about the planning framework for 2018.1.

DELEGATE PROFILE Local Committee Presidents elected (2018) DATES 6th – 8th December 2017

DELIVERY PROCESS 1.

We started with a historical analysis of the entity and also presenting the National projects so the LCPs could captalize on those to set numbers and investments.

2. After that, the framework was explained in details in small groups of delegates.

3. We also had bonding activities and spaces where the MCP set expectations towards the behaviours that we should shape as leadership body.

OUTCOMES AND OUTPUTS q Our main responsibility is to align our plans, commit to deliver and make the strategies work. q The LCPs must be the first ones who understand the planning process, so they can train their EBs and track the LC throughout their term.

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Karteek Hoshangabade MCP 2018 2019

Akshay Nambiar MCP 2017 2018

OBJECTIVES OF THE CONFERENCE 1.

To make sure that the election of the leader of 2000+ members of the organisation happens in the smoothest and a democratic manner, adding value to the candidates for MCP. DELEGATE PROFILE MC, LCP's 2017-2018 LCVP's 2017-2018

AGENDA CREATION PROCESS The agenda was created to keep the process enjoyable for the delegates as well as candidates. A new block was added in the agenda , to ensure that delegates understand the person he/she is and not just from what they have seen/heard of them..

DELIVERY PROCESS 1.

The agenda was created to keep the process enjoyable for the delegates as well as candidates.

2. A new block was added in the agenda, to ensure that delegates understand the person he/she is and not just from what they have seen/heard of them.

OUTCOMES q Our Idea of Leadership - to ensure that AIESEC in India is aware of our idea of leadership. q Leadership is the fundamental solution.

DATES 05th January 2018

OUR CONFERENCES AGENDA CREATION PROCESS The agenda was created keeping in mind the continuum of objective from the previous two conferences: it was accordingly fused for MCP elections, a farewell process for the Leadership of 2017-18 and welcoming the new leadership of 2018-19.

DELIVERY PROCESS The delivery of the conference was smooth primarily because the MC's drive down strategy was quite simple and in continuum with the previous two conferences. So it was more about reinforcing, validating and clarifying along with strong drive down of strategies to be cemented.

OBJECTIVES OF THE CONFERENCE 1.

The conference served the three connected conference objective of unifying and having alignment when it comes to planning by LCs of AIESEC in India. Beginning from The Beyond Conference followed by LCP Bootcamp - NLS 2018 served the absolute purpose of ensuring the MC gives 100% support as well as strategic alignment across the organisation.

DELEGATE PROFILE MC, LCPs and LCVPs 2018

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DATES 5th - 9th January 2018

OUTCOMES q MCP elect 2018-19 q Farewell process for 2017-18 Leadership q 100% planning alignment for LCs by Leadership 2018-19

AGENDA CREATION PROCESS The agenda evolved from portfolio specific training to training the TLs on being a Team Leader, simulating a high quality team experience product based and introduction of WLL (World’s Largest Lesson.)

DELIVERY PROCESS The delivery of the conference was completely done by Super FACIs (VPs) FACIs (TLs); the TLs were also delegates but were facilitating a team experience and the Super FACIs (LCVPs) were delivering the entire conference. The MC was limited to the agenda manager, conference manager, MCP and the MCPe that were coordinating key LEAD sessions in the conference and Dey Dos. OBJECTIVES OF THE CONFERENCE The objective of this conference evolved from portfolio specific training and coaching to training the TLs on Team Standards Implementation portfolio based and the team members on functional skills by simulating a high quality team experience on the basis of the products.

DELEGATE PROFILE New Recruits, TLs (Products)

OUTCOMES q TLs training on delivering a high quality team experience product based q Product based training for New recruits on functional skills q Core competence coaching for TLs and Team members

DATES NE: 22nd to 25th February 2018 SW: 1st March to 4th March 2018

OUR SPACES OF CONNECTION AND GROWTH DATES 08th – 11th March 2018 AGENDA CREATION PROCESS A basic sensing was done with the national director in terms of what basic knowledge, functional skills/knowledge and leadership AIESEC in India needed. The agenda was then created following our customer flow, with its 4 phases: attraction, consideration, value delivery and brand advocacy.

OBJECTIVES OF THE CONFERENCE Ensure AIESEC in India is prepared in terms of basic knowledge, functional skills/knowledge and leadership to sell and deliver a massive number of exchanges.

DELEGATE PROFILE Members, Team Leaders, Directors and Local Committee Presidents

DELIVERY PROCESS 1.

We piloted a National Support Team Pre-meeting, where some members of this team came together with their National Directors for a Summit aiming their training and strategy creation.

2. This conference also counted with 5 international facilitators that came from other national AIESEC entities.

OUTCOMES AND OUTPUTS q AIESEC in India prepared in terms of basic knowledge, functional skills/knowledge and leadership to sell and deliver a massive number of exchanges.

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We believe such leadership experiences are unparalleled platforms for the future roles our members will play in our society, hence encouraging our female members to apply for our leadership roles will contribute in the development of more emerging female leaders for our country. The conference was connected and affiliated with SDG #5 and its indicators.

AIESEC in India hosted a first of its kind conferenceEmerging Female Leaders Conference. The space was created with the genuine intent of providing a space where key topics relevant to women were addressed especially in the context of Leadership. Since we believe our role as organization is to develop the future leaders of our country, we want to foster the amount of female members that take on leadership roles within the organization.

EMERGING FEMALE LEADERS It was an amazing experience , an experience which I won’t be able to pen down. After this experience I keep reminding myself that I am an Emerging Female Leader and I can do whatever I set my mind on.

Anannya Bhatt (Dehradun) I feel peaceful and content. I have realised that women empowering each other is the need of the hour . Personally it helps me get connected to my life purpose and self worth.

Kiran Kehmnani (Nagpur) Refreshing. It felt good to be able to talk and acknowledge all those deep thoughts and feelings that get ignored over time, yet make up the building blocks of our personalities. I learnt how to lessen my self doubt and embrace myself fully - flaws and all. I also learnt the power of forgiveness.

Kavya Tadakaluri (Chennai)

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About 30 participants were seen in the first edition of the conference. During the conference the participants will be grouped in “tribes” each based on diversity of the place of origin and the content of their applications. Each one of the tribes were appointed a female “tribe host” guiding the journey. These hosts were selected from alumni of the organization who are playing leadership roles in different areas of our society at the moment.

The conference also had external women leaders from the corporate & social sector. A Chairwoman to ensure the flow of agenda was also present to smoothly address as a Personal Development Coach specialized in female processes coming from Europe to support the journey of the delegates is as productive at personal level as possible.

www.DeyDos.com Dey Dos, an alumnus of AIESEC has been associated with AIESEC in India over the last 7 years. Dey has been our LEAD Partner with the purpose of driving personality development in tandem with Leadership for achieving the goals of the organisation.

In the year 2017-18 Dey played the role of a Business Consultant providing us feedback and guidance as an external and alumnus. He played a key role in the identification process of the Team Stand for MC Beyond and then trickling it consistently over the year plan. He has been indispensable for the MC team as a Coach and more important as a LEAD facilitator for the AIESEC in India plenary.

Dey’s contributions have definitely created the benchmark for conference execution in terms of curation, delivery, facilitation training as well as validating the direction to accomplish Conference objectives. He also played a crucial role in curation of Agendas for conferences.

The crafting of Emerging Female Leaders Conference (EFL) was done by Amalia Ghiban and him, he also is currently supporting the new MC office shift and its designing.

As MC Beyond and AIESEC in India we are deeply grateful for all the support over the year.

DEY DOS Dey Dos has dedicated over 20 years of his life to explore the nature of human behavior trying to understand how behavior is affected by the environment and by unconsciously absorbed learning; and how we, as humans, can take complete ownership over who we are constantly becoming.

Dey has told stories (speeches, training, and sessions) in Spanish and English to small and big audiences counting a total of over 80.000 people world wide. This does not include his online reach with webinars.

I has had the opportunity to work with people from all over the world, counting more than 150 nationalities. This extreme cultural exposure has granted him with the capacity to tailor his work to different audiences.

He has also had the opportunity of visiting and bringing his work to 85 countries around the world.

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AKSHAY NAMBIAR

VP Finance AIESEC International

SHIVANSH TRIVEDI

MCVP Operations

ASITIMA

MEA Manager AIESEC International

PARJANYA SARMA

MCVP oGT/oGE

ABHISHEK TATINENI

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AIESEC in UK

UPMANYU BHAUMIK

AP Manager

MCP

MCP

AIESEC International

AIESEC in Nepal

AIESEC in Oman

SAURABH KUMAR

SUMEDHA TANWAR

ABHISHEK TENNETI

MCVP iGT/iGE

MCVP DXP & F

Indian AIESEC in Indonesia

PRAYOG MALI

AIESEC in Greece

AIESEC in Norway

MCVP iGV

AIESEC in Bahrain

These are the leaders of AIESEC in India that after the term 17 18 have been selected for leadership roles abroad.

LEADERSHIP

SAMIYAN MONIN

MCVP B2B AIESEC un Albania

KIRAN KHEMANI

MCVP iGT

AIESEC in Sri Lanka

ADITYA TARALE

MCVP ICX & IM AIESEC in Denmark

SOUMYAJIT KAR

MCVP F & TM

AIESEC in Thailand

PARIKSHIT WAGHELA

MIRZA SARHAN

MCVP OD

MCVP TM & OD

AIESEC in Vietnam

AIESEC in Croatia

ASHREET SANGOTRA

MCVP Finance

ABHISHEK BHOITE

ROHIT TANPURE

MCVP iCX

MCVP oGX

AIESEC in Nepal

AIESEC in Hungary

SUBHAM GANDHI

VIJAY DULLA

ADITYA SK

MCVP F & OD

MCVP PD & iCX

AIESEC in UK

AIESEC in Oman

ISHDEEP KAUR

MCVP ICX

AIESEC in New Zealand

AIESEC in Oman

JAIDEEP SIDHU

MCVP CX OGX

AIESEC in Belgium

MCVP OGX

AIESEC in Lithuania

SAMYA KASAT

MCVP TL OGX

AIESEC in Hungary

ALL OVER THE WORLD 45

Augusto César Valle How did the MC term contribute to personal and professional growth?

Living in a completely different context from where I come from challenged my capacity of adaptation. I felt I grew so much with this, for I learned how to communicate, network and act in a different culture at the same time that I understood how to contribute for a cultural shift. This term expanded my vision of the world and how I relate to people, with much more empathy.

What is your idea of ‘Beyond’ and how did the paradigm of ‘People and Growth’ shape the year?

Beyond is challenging the status quo from the small things to the big context, it is doing what has never been done before. And we did this. We did this with a clear objective for the organization and for the kind of people we want to create. We wanted an organization with great technology, advanced strategies and specially with ethical, passionate, humble and smart people and teams.

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MCVP OPERATIONS

At

beyond

continents of reality, there are oceans of

ideas..

Toba Beta

Portfolio report

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TALENT MANAGEMENT CONTEXT OF THE PROJECTS 1. People Operations : This project focuses on creating the SOPs for the daily HR Processes of a Local Committee from recruitments to exits in order to create a high quality HRM inn LCs. 2. People Analytics: This project was introduced as a way of understanding and looking at the membership and assessing their experience on the basis of roles and portfolios. This is used for the MC to better service the LCs by understanding the reality in terms of core competence & functional skills.

3. People Development: The project evolved from 2016-17 to train the members of AIESEC in India roles based and portfolio based in order to improve the skills and core to increase the productivity.

4. Organizational Culture: This project evolved as a part of the People Analytics in the first year and a separate project in the second half of the year. The objective of the project was to define the culture of the organization on the basis of the Leadership qualities of AIESEC. 5. Member Connect : This project is aligned with the roadmap goal to have an integrated People System. The idea of introducing the project in 17-18 was to start the process of creating the system from the current system and store data of all the years starting from 2017.

QUARTER UPDATES Quarter 1: Launch of the first people analytics survey and the very first LC wise reports. People Development tools were launched which were introduced through RYLCs (portfolio and role based.) Launch of the standardized recruitment model. Content collecting for training EBs on how to be a VP (Portfolio based.) Failure to create a National Education Cycle. Failure to start the Member Connect Development Project.

Quarter 2: Launch of the How to be a VP series. 2nd People Analytics survey launched. Creation of LC wise reports for People Analytics. People Analytics partnership with University of Akron. Launch of Global TM processes. Failure to give pointers of development or plan of action for the LC wise People Analytics Report.

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Quarter 3: Launch of the National TM Scoreboard and the National Commission management tool, this tool better informs the VPs of every LC on the state of the LC with regards to TM of that LC. Launch of the national team standards implementation tool and the TM Process implementation tool for TLs and VPs TM. Launch of the 3rd version of People Analytics. People analytics report and culture report created LC wise Summer standardized recruitment process on the basis of global GET process. Creation and launch of the National Education Cycle and the materials, role/portfolio based. Failure to track the on ground implementation of the National Education Cycle and the MoS of the same.

Quarter 4: Creation of dynamic dashboard. Shifting the member connect servers. Nationalized Talent Attraction for winter recruitments. Failure to launch the revamped toolkits. Launch of the 4th People Analytics survey and culture analysis.

CONTEXT TO THE START OF THE NEW QUARTER

1. People Operations - launch revamped toolkits for TM Processes and Team Standards Implementation.

Auditing the HR Subdocument on a monthly basis.

Aligning the TM Processes to the operational timeline.

2. People Analytics - Recurring surveys with consistent measures of values to have a chronological growth path. Aligning the measures to the conference cycle and the operational cycle with consistent measures.

3. People Development - Role and portfolio based development model from recruitments to a senior member. Having level wise skills training on the basis of the competency model that is aligned with the education cycle.

Creating portfolio wise targets for productivity (Approvals/realizations) & Retention strategy 4. Organizational Culture - Live culture analysis that is updated monthly on the dynamic dashboard and chronological/role/portfolio based filtering systems.

5. Member Connect - Creation of an integrated people system that is focused on reducing the manual work of data collection and analysis and storage of data.

Tushar Khatod MCVP TALENT MANAGEMENT

PROJECTED GOALS V/S ACHIEVED 1 AUGUST 2017 31 JULY 2018

Retention Summer recruitment 2018 - 75% vs 73.47% Winter Recruitment 2017 - 75% vs 70.39% Overall - 60% Target vs 54% Achieved People Analytics Target 5 surveys with a total of 7000 responses overall and LC wise reports created.

Achieved - 5 surveys with 8210 responses and LC wise reports created.

People Operations Get - 100% Develop 100% Keep 100% Report - 50% Overall - 88.24% National - LC Implementation Get - 71.72% Develop - 67.08%% Keep - 39.66% Overall - 62.68% National - LC Team Standards Implementation Building - 70.1% Performing - 58.7% Closing - 56.3% Overall - 61.1% Initial LDA Target 60% Achieved - 56.70% Final LDA Target 60% Achieved - 74%

How did the MC term contribute to personal and professional growth?

Being a part of the AIESEC India was a matter of great pride and joy. Pride because of the ownership I felt for AIESEC India and steering the organization to a direction of growth has been an amazing experience. It helped me understand myself better, made me more solution oriented and contributed to my growth, mentally emotionally and spiritually. It equipped me with a better skillset to lead, manage and develop the people, not just to achieve short term goals but also the end organizational goal.

What is your idea of ‘Beyond’ and how did the paradigm of ‘People and Growth’ shape the year?

Go Beyond in my perspective is doing things better every day in order to not just achieve the end goal but beyond that and more.

AIESEC in India went beyond because of me, if so in the type of culture and people focus that was brought in through 2017 - 18. By leaders focusing on the people of the organization to growth the organization. Developing the capacity of the leaders to become better leaders and members becoming better individuals that are more prepared to achieve their purpose.

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ORGANIZATIONAL DEVELOPMENT CONTEXT OF THE PROJECTS

QUARTER UPDATES

1.

LCs Plans: To ensure LCs understand the process of planning and budgeting itself so that targets and budgets are made to be achieved. To align planning as a process nationally by onboarding LCPs to be equipped to plan with their EBs.

2.

Health & sustainability: In the past few years we have been having more and more entities going into debt. The project of Health and Sustainability was taken up to ensure that every entity of AIESEC in India is improving on their equity and has a bigger baseline finance to work upon to add to their operational growth.

Quarter 1: Health & sustainability visits were made to all EiDs for reviewing the plans and giving feedback with the same. Feedbacks and recommendations were also given depending on the budgets, OS of the LCs and also the strategic direction of the LC. Steering Team summits were hosted to ideate/get inputs for the OD Model, Expansions and RoadMap for 2017-18.

3.

4.

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Organizational Index: To create a system where all LCs' can be measured on different parameters of the organisation. To base LCs' on the parameters of their health in the organisation. To base LCs' on the parameters of their operations. To create a final graph of the LC and understand how LCs' can be serviced better.

Coaching Framework Implementation: To ensure the implementation of the Coaching framework which was launched based on the newly made OD model and the clusters. To allocate coaches specific to clusters based on the context of the clusters and the value the MCVP can add to the same. To implement coaching as a whole for the first after last 3 years and give the added support to the LCPs in leading their LCs.

Quarter 2: OD Model, OD indices, Expansions model were launched to the network. The LCs were recommended products/EB OS/etc. Coaches were launched to the network and coaching calls were started by November to understand/follow up on the transition process for the LCP elects and understanding how the planning process was going on, while also giving feedback for the same.

Quarter 3: Planning process was integrated in the NLS agenda to ensure NLS becomes a planning conference for the incoming EB. Immediately after NLS, all the coaches were out for LC visits and every single LC was visited by the coaches to ensure we partake in the building phase of the new EBs, the planning process and finalisation of the new EBs and giving feedback on the targets for them.

Quarter 4: The last quarter allowed to understand what more can be added to make the model for which changes are made in the Parent LC services, Virtual management and Training provided to the Expansions.

Karteek Hoshangabade MCVP ORGANIZATIONAL DEVELOPMENT

How did the MC term contribute to personal and professional growth?

Working on the precious role of the MC of AIESEC in India has not only given me the chance to explore myself better but also pushed me to transform into a better individual. The year has helped me go beyond my personal fears and accomplish things I feel challenged by. I will always be grateful to MC Beyond and all the people who have been a part of this experience.

What is your idea of ‘Beyond’ and how did the paradigm of ‘People and Growth’ shape the year?

The Idea of Beyond for me is exploring the plethora of possibilities and taking brave decisions to move the organisation forward.

Beyond for me is not letting obstacles be influencers of the actions we took as a team. This helped us constantly be focused on the essence of the organization through our people, while also pushing the growth of the organization, our progress.

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EXPANSIONS CONTEXT OF THE PROJECTS 1.

Business Unit Development: The objective of the project is to create an Expansion model which enables the expansions to have a structure in terms of Initiation,Registration and Upgradation.

2.

Expansion Revamp: To ensure better functioning of expansion entities to accelerate the process of entities becoming LCs.

3.

Expansion Model Implementation: 100% implementation of all the elements in the model. The Main objective was to mainly Track the progress of expansions through the Model, Review it and Understand what evolvement needs to be made.

QUARTER UPDATES Quarter 1: We realized the lack of Tracking tools and resources for VPs Expansions to Manage the Expansions and Created all the necessary tools like Entity model, Market Allocation and Virtual Management Tracker. The idea is to Create Training modules and videos for better education for which an Entity model is created during July which assists the OEs to plan their projects better for the next 6 months. UR as a project is taken up to create more business units and give LCs support but the same was also deprioritized as there are 67 Existing BUs. However the whole entity model is not continued post the first quarter as the MC started assisting the OEs similar to LCs. Quarter 2: The model Enabled us to allocate Expansions to LCs based on the cluster division. By the end of the year all the non-functional Business units were closed/merged in the LCs Market registration Process is brought into place which gave LCs clear understanding what all aspects should be considered for running/opening a business unit. The major drawback was allocating Expansions to entities who did not have direct Expansions Responsible(Single JD) which created lot of communication issues before the start of January. It became difficult in the end to implement all the processes as majority of the OEs were on verge of shutting down.

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Quarter 3: The First step to implement the model is to Provide all the MC Services to the OEs and to create more touchpoints for the BUs. For the first time operational/functional visits from the MC were made accessible to the OEs. The emergence of model required proper delivery of Parent LC services for which mechanisms have been created for the MC to provide review and way forward. The major learning we had was to make sure proper assistance needs to be provided for the Initiation of BUs and Recruiting BU coordinators.

Quarter 4: The redundancy in the Parent LC Services made us to evolve the current document. The Updated Parent LCs services allows the LCs to serve better and MC to track better. One major objective to not have any market breach cases is successfully achieved as there were 0 cases in Q3 and Q4.The major concern was where few of the business unit were not at all aligned to the National timeline because of Parent LC miscommunications or market reality of the entity. The training can be upscaled in future as the element of training and coaching not completely addressed in the model.

CONTEXT TO THE START OF THE NEW QUARTER 1.

2.

3.

4.

5.

The Parent LC services will be evolved for the Expansion Entities and in order to track them an evolved Virtual Management Tracker will be created.

The Market Registration process will be continued in the same manner but a Survey will be released to the focus before the Market Registration process in order to understand the potential Markets.

The Health Indices for the official expansions entity will be defined, and will be used to understand the Health and sustainability of the Official Expansions.

All the MC services will be provided to the Official Expansions.

The criteria for upgradation of BU and OE will be the same according to the current Expansion Model.

Kandukuri Aditya MCVP EXPANSIONS

How did the MC term contribute to personal and professional growth?

Personally the term has made me find good values like commitment, efficiency, compassion and perseverance.

Professionally I found myself being more dedicated, focused, visionary and disciplined in my term.

What is your idea of ‘Beyond’ and how did the paradigm of ‘People and Growth’ shape the year?

My idea of Beyond is to envision and achieve more than the better.

My role majorly focused on the services and support that an Expansion entity gets from all the bodies and how can providing more care and focus will make the entities grow. The entire year had developments in the processes in the entity and knowledge of the people.

EXPANSIONS

>> 3 years TvsA Comparison <<

2015-16: 225 Exchanges (31 entities) 2016-17: 305 Exchanges( 84 entities) 2017-18 : 370 Exchanges (24Entities)

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MARKETING & COMMUNICATIONS CONTEXT OF THE PROJECTS 1.

Standardise all communication channels for our audience and introduce nationalised campaigns and boost results through advertising.

2.

Build a national CRM for process standardisation in our day to day process for our members.

3.

Build a national content team and run national Brand advocacy with external influencer partnerships for outreach

QUARTER UPDATES Quarter 1: In the first quarter Marketing was a part of the CX vertical which led to it only working on projects like Global Homes and Local Volunteer. The focus was changed and revamped in the next quarter.

Quarter 2: Marketing was moved out of the CX vertical and now expanded itâ&#x20AC;&#x2122;s scope focussing on working with products directly. Specially OGX. Projects like Advertising, National Campaigns, CRM, and website revamp were introduced. Various decisions like agency partner, vendor for IT requirements needed to be set. Also a team of NST for content marketing was made and consistent effort to improve content through talent building through summits and Train the Marketer summit. All of this required a major investment from the LC and MCs side.

Quarter 3: Change management due to Facebook merge was a big challenge. This quarter was about making our systems ready and launching campaigns and prototype of CRM to test and get feedback. Developing aiesec.in as per our requirements of advertising was a challenge and managing ad campaigns with different objectives for 30+ cities required some testing in the initial phases. We succeeded in setting up the Human resource internally and externally (Marketing agency and IT vendor) for bringing this digital change.

Quarter 4: This quarter was about performance so we launched two campaigns for our outgoing exchange products and achieved our open target for the campaigns.

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o 70th Anniversary campaign: 2200 sign ups with 5% conversion to application on internships o National Call center: 3000 sign ups with 5% conversion to application on internships We were able to also evolve our CRM plan in the middle to suit our needs for the above campaigns and also develop the CRM according to wireframes made in the beginning of the Q2.

CONTEXT TO THE START OF THE NEW QUARTER 1.

Successful launch and implementation of 70% of the CRM project.

2.

Two campaigns with successful achievement of sign ups.

Two Train the Marketer summits and an NST team to take content marketing forward

3.

4.

5.

National Brand advocacy with a successful influencer engagement and collaboration partnership.

Understanding and learnings about email marketing, content marketing, and advertising for AIESEC in India.

PROJECTED GOALS V/S ACHIEVED >> 1 AUGUST 2017 - 31 JULY 2018 <<

Instagram followers: 10K Vs 6.1k achieved Facebook followers: 450K Vs 442K achieved Campaign targets: 70th Anniversary: 5k Vs 2.2K achieved National call Center: 3k Vs 2.5K achieved With overall growth of 25% in total sign ups from 12K to 15K

Gaurav Jeena MCVP MARKETING & COMMUNICATIONS

How did the MC term contribute to personal and professional growth?

While taking the role the uncertainty and creative side of the job helped develop solution oriented behaviour and skill to solve a creative problem with consistency in my daily schedule.

The role contributed for me to develop Marketing skills that are applicable to work and build in any service based industry and working with a dynamic team in Mumbai was a intense experience as well full of learnings in team work and collaboration.

What is your idea of ‘Beyond’ and how did the paradigm of ‘People and Growth’ shape the year?

Do more than you promise that is my idea of Beyond.

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CUSTOMER EXPERIENCE CONTEXT OF THE PROJECTS 1.

Network education: measure of success changed from realized to completed exchanges and all the network had to be educated to deliver the 16 standards in every experience provided by the organization. The national conferences, local visits, virtual resources and internal RnR system adapted to the new context as well as the OD Model proposed for the local committees.

2.

Entity Control Board revamp: the ECB timeline for selection and internal processes were not aligned to the national ones, so the strategies became disconnected and short term oriented. All the process related to quality case submission, communication between ECB and local committees and membersâ&#x20AC;&#x2122; selection were revamped with the objective to work guided by a yearly strategic plan focused on prevention of quality cases.

3.

Programs for Incoming Exchanges: Global Host and Local Volunteer are ways of community engagement which improve the quality of the customer experience at the same time that optimize the sustainability of volunteer incoming exchanges. The project initiated in the first semester but became not feasible in the second one since the national campaign were not able to focus on the specifics of each target/city.

4.

Customer Experience certification: AIESEC in India worked to be branded as customer centric by participating on international initiatives of education while the internal strategies were running in the entity.

In the end, we participated on three Customer Experience Challenges with 100% of the local chapters onboard.

QUARTER UPDATES Quarter 1: right after the summer peak of realizations, customer interviews were done and the exchange participants were engaged to fill the feedbacks surveys. Taking into consideration all the insights related to our services delivery, one customized education plan was created for the each local chapter and the exchange auditing process became part of the ECB responsibilities.

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Quarter 2: the packages for local implementation of Global Host and Local Volunteer were launched and the attraction campaign via Facebook ads generated 100 potential leads to host 240 trainees in 9 different cities. At this time, the Customer Experience Challenge 3.0 was implemented and 6 local entities were certified along with the national office.

All the resources related to exchange delivery - Exchange Standards Minimums - were released at once for the commissions and became the main source of training during conferences, operational and ECB visits.

Quarter 3: The Entity Control Board timeline shifted and the organizational structure was adapted to the national strategies. By the end of the quarter, all the process related to case solving was standardized and launched for the local chapters. Capitalizing again on the international initiatives, 13 local entities and the national office got certified by the Customer Experience Challenge 3.1. Internally speaking, the National Education Cycle package was created and downscaled to the operational commissions.

Quarter 4: The Entity Control Board co-created the Strategic Plan along with the national directors including projects of education, coaching and evolution of the auditing and reporting systems. ECB visits were done before the summer peak to prevent cases and introduce the new processes, At the end of the term, the Leadership Academy (evolution of the Customer Experience Challenge) was implemented and 27 local entities got certified as customer centric along with the national office which made AIESEC in India the most representative participant of the initiative.

CONTEXT TO THE START OF THE NEW QUARTER

1. Make sure the entity capitalizes on the global initiatives related to customer centricity to enhance the international relations and grow in results.

2. Align the educational strategies to the RnR and OD projects engaging the LCs to achieve â&#x20AC;&#x153;completesâ&#x20AC;?.

3. Validate the ECB Plan and align to the direction of the national planning so the board will be more supportive in terms of education, process setting and, consequently, prevention of quality cases and financial loss.

4. Leave Global Host and Local Volunteer as an alternative for the local chapters, evolving the process of local sales of both programs.

Georgia Barbosa MCVP CUSTOMER EXPERIENCE

How did the MC term contribute to personal and professional growth?

The MC India experience challenged me to clearly communicate with people from diverse backgrounds and to find my unique contribution in a team.

During this year I felt the importance of my personal connections and the power of understanding different perspectives of life and values.

Even though I have a lot to learn, I am confident about the professional skills I developed as an AIESECer and I feel that the organization made me confident to work for what I stand and contribute to the world.

What is your idea of ‘Beyond’ and how did the paradigm of ‘People and Growth’ shape the year?

Going Beyond is about challenging the limitations of a group and seeking for a common objective that is bigger than the individuals' needs. This year AIESEC in India faced structural changes and took some steps back to be able to improve in a long run.

The spaces that we shared were open for conversations that led people to innovate deliberately and see growth as a consequence of planning and work.

PROJECTED GOALS V/S ACHIEVED

>> 1 AUGUST 2017 - 31 JULY 2018 << Conversion FIN-CO Global Volunteer Target: 50% Global Volunteer Achieved: 39.3% Global Entrepreneur Target: 50% Global Entrepreneur Achieved: 46.6% Global Talent Target: 25% Global Talent Achieved: 10.55% Customer Centricity Certification Target: 100% of local chapters certified.

Achieved: 93% of local chapters certified. *AIESEC in India was certified three times with 100% of delivery.

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INCOMING GLOBAL VOLUNTEER CONTEXT OF THE PROJECTS 1.

2.

Impact Measurement: The year started off the with the objective for us to make tangible the Impact that is created on Social Sector by AIESEC. In order for this to happen we revamped 4 National Projects that are : Project Footprints, Project Project Worldview , Project Women Empowerment , Project Genesis aimed at SDG 4 , 5 and 3. In the process of revamping we came up with standardised Job Descriptions in order to ensure every Local Office is working towards the same thing.

Evolution of the National Support Team: The National Support Team is to ensure that the National Strategies drive down to the Local Office effectively. There were 3 teams and each team had 3 members each. This year was aimed at setting proper processes and giving customised support to the Local offices. They were responsible in ensuring that all phases of Customer Flow are implemented properly and all of them have a data centric approach. They also helped establish the brand of Discover India and ensured that all our opportunities are upto the mark. In the future this team can also be looked at as the Innovation team.

QUARTER UPDATES Quarter 1: This Quarter was about firefighting the Brand of AIESEC in India amongst the AIESEC Network.

The biggest learning of the quarter was that it was essential for the Local Committee to have their Targets in place to get a National Direction.The failure of this quarter was to not map out the number of exchanges that were lost due to the Visa scenario.

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Quarter 2: This quarter was about revamping the brand of AIESEC in India.For this we came up with more structured set of National Projects along with a proper output and outcome. Specific efforts were put into Customer experience aspect and thus a standardised operating procedure was driven down to the Network.

Quarter 3: This was the most important quarter which saw evolution in the functioning of the commission as a whole. National Support Team Job description was evolved and more emphasis was put in the management of the Network through the team.

Secondly each and every Local Committee had a set target and a proper direction to work in that was verified by the National Office. The biggest hit this quarter observed was clarity on visa processes. A lot of International Entities were unable to get visa to India and it got difficult for us to get people to India. As a result of this we had to rely only on a few entities.

Quarter 4: Evolution of the International Relations.

Proper focus was put on strengthening our relations with Mainland of China as our biggest partner Egypt was no more going to work with India due to the Visa scenario. This had been the biggest challenge of the Term. A lot of time was invested in figuring out new avenues of Exchanges because of the same. Major focus was also on ensuring each and every Local Office was very well aware about the Procedure for a good Value Delivery to all their customers.

CONTEXT TO THE START OF THE NEW QUARTER 1. The next steps are basically the implementation and evolution of the following : a) National Support Team Structure b) Impact report and tracking framework c) Simpler operating procedures.

Khushboo Majmundar MCVP INCOMING GLOBAL VOLUNTEER

How did the MC term contribute to personal and professional growth?

The Experience of being a part of MC India has contributed immensely to my professional growth. I have understood the overall functioning of an organisation and the synergies that take place in a team. It has helped me understand the importance of a team and the role each and every one plays in a team. Personally this experience has challenged by pushing me to be better at virtual coaching and implementation of strategies. It has showed me around not only different parts of India but around the world and broadened my perspective.

What is your idea of ‘Beyond’ and how did the paradigm of ‘People and Growth’ shape the year?

My idea of Beyond is treating each life experiences that we go through with utmost positivity and believe in the idea of something good lying ahead of us.

Throughout the course of the year one thing that I understood for sure is that the more time we invest making our people stronger and actually investing our time and resources in them the more returns we are going to get to ensure growth of this organisation. For this one needs to be actually responsible to add value to each and every member being a part of this organisation.

PROJECTED GOALS V/S ACHIEVED

>> 1 AUGUST 2017 - 31 JULY 2018 << APD Target : 2382 Achieved : 1633 (70.03%) RE Target : 1852 Achieved : 1047 (56.53%) CO Target : 610 Achieved : 553 (90.65%)

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OUTGOING GLOBAL VOLUNTEER CONTEXT OF THE PROJECTS 1.

2.

3.

4.

Standardizing the IR Structure and processes (as part of the Partnership Development Model and Codelivery projects): Evolving from previous years and studying the data and current trends of operations with our IR partners, we devised a simple 3 Level IR structure where we focus to get 80% Results from top 10 country partners, 12% from set of 5 country partners and remaining from non IR partners.

Customer Experience as Main Focus: IR strategy followed alignment with country partners on certain minimums that we had to codeliver. Implementation of Customer Flow at all levels, planning for Complete Experiences, detailed tracking of every Exchange Participantâ&#x20AC;&#x2122;s status and evolution in how we interact with our customers were observed under this project.

Evolution of the National Support Team (NST): to ensure that the National Strategies were driven down to the Local Office effectively. Key focus was to brand the NST in the first place with a strong identity (Bravehearts) and work objectives. The NST was responsible for Consultancy of commission, Data Analysis and IR strategy implementation. The team was given complete authority to decide on key projects.

National Project Packaging: initiated in the second semester after the observations and experiences in the first half of the term. The key idea is to evolve how we package our opportunities to our customers and train our members accordingly. Frameworks on Market Analysis, Sales Planning, Customer Persona and Training materials were created to package exactly what we offer to our potential customers.

QUARTER UPDATES Quarter 1: Recon model was changed to charge LCs on approval ensuring that every EP is being properly tracked. IR structure was established after reviewing all the exchanges of 2017 summer, to find our focus countries and method of approach. aiesec.in which was evolved to provide better information. Traditional partners like Russia, Mauritius and Romania were removed from the priority partners because of VISA and quality concerns. The new objective was to have 10 Entities in place that could give us min. 100 exchanges.

Main failure in this quarter was lack of sales plan.

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Quarter 2: The NST was in place and every step of our Customer Flow was analysed to understand the improvements needed, data analysis and overall planning for OGV. The focus was on improving FinishedComplete ratio for winter peak. We failed to grow compared to 2016 due to change in exams and vacation cycles (we did 300 four-week exchanges in 2016 which was not allowed this time). Key International visits were planned in this quarter that showed great results in the second semester (China, Sri Lanka, Indonesia, Poland & Bahrain).

Quarter 3: Evolution in the functioning of the commission.

NST JD evolved and emphasis was put in the management of the Network through the team. Better planning ensured all LCs have a set target and clear work direction. Changes in digital systems were introduced. Product price was increased to INR 18000 with a provision of insurance (CENTRUM as insurance partner introduced). While our interaction with EPs escalated to greater levels (in terms of tracking, Information Seminars, OPS) we struggled in having concrete plans for on ground sales activities.

Quarter 4: We experimented with National Sales campaigns to learn from and adapt to the new digital strategies.

Project Packaging started and a pilot sales training summit was conducted at the National Call Centre. Although Project Packaging and Sales Training materials received great feedback, we could not achieve our operational goals from these campaigns.

CONTEXT TO THE START OF THE NEW QUARTER 1. Implementation and evolution of the following : a) National Support Team Structure

b) Brand Advocacy (to be used for University Relations and other attraction campaigns) c) Project Packaging (with proper Market Analysis and understanding of our Customer persona and experiences provided on our opportunities) 2. Maintaining the IR structure and changing country partners as per the need of time 3. Key association with the Marketing vertical to follow up on next attraction campaigns, influencers sent abroad for experience showcasing and deliverables of Telangana govt. partnership.

Bipul Mayank MCVP OUTGOING GLOBAL VOLUNTEER

How did the MC term contribute to personal and professional growth?

Being on the national team of AIESEC in India is one of the most challenging and empowering experiences to have at this young age.

The term has helped me construct my core values and become more aware of the contribution I can make in any community.

It also catapulted me to realise my key competencies and the kind of roles I want to take in the future.

With an intense network and global exposure, the term was a stepping stone towards a score of opportunities.

What is your idea of ‘Beyond’ and how did the paradigm of ‘People and Growth’ shape the year?

AIESEC in India was more agile, unafraid of taking risks and willing to learn by doing.

By challenging the common ideas of failure, AIESEC in India could Go Beyond because of me.

PROJECTED GOALS V/S ACHIEVED

>> 1 AUGUST 2017 - 31 JULY 2018 << APD Target : 3158 Achieved : 2445 (77.42%) RE Target : 2487 Achieved : 1834 (73.74%) CO Target : 951 Achieved : 958 (100.74%)

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INCOMING GLOBAL ENTREPRENEUR CONTEXT OF THE PROJECTS 1.

Product Development & Standardization: The main focus of this term was to standardize and bring structure in the processes of this product by separating the resources for iGE and iGT as these two products used to run together. We focused on aligning Sales, Sub-products which we sell to our customers and focused on defining the market for iGE.

2.

GE Product Champions: To establish the product in AIESEC in INDIA as a growing product, we started with identifying local committees which can be Product champions. The long term strategy is to look at these LCs becoming champions in product in the global network few years down the line. This was related to the overall OD Model project.

Growth Hacking Strategy: This project was undertaken to create a standardized brand of the product for our customers. This was initiated by calling a product summit for the VPs from across 6 different local realities to understand and create a project for AIESEC in INDIA. The key idea was to create a project which should become a growth hacker for this product in coming years.

3.

4.

Customer Experience: This was one of the vital strategy to integrate Complete experiences into our processes and make this as a behaviour in the organization rather than as an ADD-ON to the processes

QUARTER UPDATES Quarter 1: Processes and resources were seperated for iGT and iGE and the major focus was to build iGE from scratch and bring structure to product processes. We defined the start-up market and followed the global guidelines for running this product. The focus was on improving the knowledge of every member about the product and stop doing every other thing which is not according to the set guidelines. We also scheduled the product summit for initiating and creating national project which is Accelerate India. We grew by 30% in accepting interns for the projects but we had stagnant growth in number of people coming for the internship in India.

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Quarter 2: The NST was in place and the first draft of the national project was created during the summit. Project launched as pilot to sense of the viability and receive feedbacks. Focused on identifying the product champion LCs (Delhi University, Mumbai and Chandigarh running iGE as a focus product.) Different structures in LCs running the product. We couldnâ&#x20AC;&#x2122;t achieve our targets for this quarter because of Interns not able to get VISA. Standardization of pricing structure in all the LCs. Accelerate India was deprioritized because we only wanted to focus on selecting as many interns as we can to grow the product. We grew by 13% in accepting interns and had 8% drop in number of people coming to India due to VISA issues.

Quarter 3: We managed to have a separate commission and for the first time, have the goals and strategies planned for the product in upcoming years. Sales training and team standards implementation with the commission became a major focus from the national office. Also, the strategy of increasing our conversion rates from 12% to 20% was implemented. Tracking of every exchange and applicant; we created one master tool which unified the knowledge and tracking resources and tools. We also started using Legal Archives for auditing the exchanges and documenting everything for an exchange. AIESEC in INDIA grew by 26% in accepting interns for the project but had a drop of 23% in realizing those interns, the main reason for the same was having less realizations due to the ongoing VISA issue.

Quarter 4: Decrease in the number of people we accepted for the projects mainly because of the shift in the timeline of doing exchanges. We experimented with National education cycle and set the schedule for the same. We also started experimenting with our International partners by creating specific projects and targets for the same. We managed to work that out with Bangladesh, and Australia. Turkey became a major supplier as we managed to provide a solution for the VISA issues.

CONTEXT TO THE START OF THE NEW QUARTER The next steps are the implementation and evolution of: 1. Redefining National Support Team Structure 2. International Relations re structure according to the ease of granting VISA. 3. National Project & Brand Creation

Saurabh Kumar MCVP INCOMING GLOBAL ENTREPRENEUR

How did the MC term contribute to personal and professional growth?

This experience had an impact on me by making me learn about my purpose in life and what I love to do.

It made me grow on personal front by making me more clam and humble in the knowledge and experience I embody.

It was a roller coaster of experimenting and taking risks while having the courage to move forward in the ocean of uncertainties.

What is your idea of ‘Beyond’ and how did the paradigm of ‘People and Growth’ shape the year?

For me, Beyond is having the courage to see your destiny through the storm and walking into it while believing that You have all what you need to pass through.

For me, People and Growth made me understand that we can achieve everything we set out for if we have the right people at the right place on the right time.

Experiencing and shaping this idea throughout this year was a key factor in achieving what we achieved as AIESEC in INDIA.

PROJECTED GOALS V/S ACHIEVED

>> 1 AUGUST 2017 - 31 JULY 2018 << APD Target : 433 Achieved : 210 (48.50%) RE Target : 282 Achieved : 107 (37.94%) CO Target : 130 Achieved : 81 (62.31%)

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OUTGOING GLOBAL ENTREPRENEUR CONTEXT OF THE PROJECTS

QUARTER UPDATES

1.

Quarter 1: Recon model was changed to charge LCs on payment on approval to ensure that every Exchange Participant is being properly tracked. oGE and oGT as products were segmented, and by the end of the quarter, the list of LCs that would run oGE and the LCs that wouldn’t run oGE (plus core and non-core product allocation) was refreshed to better align to the market realities and the operational history with the product.

2.

3.

4.

Splitting and segmentation of “oGET: Outgoing Global Entrepreneur and Global Talent were branded and treated as a single portfolio before 2017. The two distinctive products had to be split as they catered to different markets and had a completely different value proposition. The Local chapters that ran the product were reviewed in October and the LCs that ran the product (as core and non core products) were redefined and segmented. Chapters that did not operate the product were given LC proxies who would complete the customer flow if any potential EP wanted to sign up for a GE exchange.

NST: The NST was made lean and streamlined to reflect the main things that the product needed focus on. Information Management, International Relations, Consultancy. The NST worked to centralize the information that the commisson needed to operate smoothly; worked on expanding our network of IR Partnerships and also to build educational materials and downscale them to support the commission’s growth.

University Relations: With the Value proposition of GE being aligned to bridge the gap between theoretical and practical learning, LCs were encouraged to establish sustainable University Relations with various institutes within their markets. These Universities would provide an entry point and access to the kind of potential EPs who would better fit the customer persona for GE. Value delivery and Customer Experience: There was a need to upgrade and evolve the experience that our customers received from us, To facilitate this, there was a focus established on not only delivering the Exchange standards, but how they were delivered. The Exchange Standards Minimums package was created to ensure that each of the standards that was delivered was uniform across all LCs and our EPs had access to the same “AIESEC Experience” wherever they signed up from.

Quarter 2: The NST operations was at the peak, to create education materials for the incoming commission and also to plan for expanding the base of IR partnerships that we had for the product. There was a product summit held at the end of this quarter for the incoming VPs to train them on the operational front of handling GE in their own Local Chapters, and also to assist them in planning the semester and yearly targets.

Quarter 3: This was an operationally important quarter, with generated a chunk of the year’s results. A lot of changes in digital systems were introduced (centralised FB page, national marketing, Lead Master, Legal Archives). Product price was increased to INR 19,500 with a provision of insurance (CENTRUM as insurance partner introduced) to all our Exchange Participants. There was an increased focus on University Relations to ensure we reached out to a larger base of potential customers.

Quarter 4: We experimented with National Sales campaigns to learn from and adapt to the new digital strategies. The National Call Center involving NSTs from the LCs was done to 1) Capitalize on online marketing. 2) to Catch up with operational targets. Operational CEEDs to Bahrain and Egypt were done by the Incoming MCVP to facilitate the upscaling on an IR partnership and to investigate the VD quality of exchanges respectively.

CONTEXT TO THE START OF THE NEW QUARTER The next steps are the implementation and evolution of: 1.

International Relations and equalizing Supply and Demand 2. Project packaging of major subproducts offered 3. Sales Upscaling and capitalizing on digital Attraction.

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Parjanya Sarma MCVP OUTGOING GLOBAL ENTREPRENEUR

How did the MC term contribute to personal and professional growth?

The MC team was made up of a diverse bunch of individuals, each with their own area of expertise and with their own potential to learn.

Living with them, working with them offered me spaces to contribute to things thatI was good at and learn wherever I fell short. By the end of my term, I realised that I picked up a very useful set of skills that would come in handy in any of my experiences in the future.

What is your idea of ‘Beyond’ and how did the paradigm of ‘People and Growth’ shape the year?

Going that extra mile, pushing yourself past a certain assumed limit.

Thats my idea of 'Beyond'. oGE has always been a department that has struggled to find an identity among other portfolios; had always been the product with theoritically a high potential but misunderstood as a value proposition, expected to grow, but skeptical on how.

We knew it wasn't going to be easy, but that's what we signed up for.

Every single member, TL and VP of this department. It started from developing the people and equipping them for growth. Eventually through celebrating small victories, sharing a common purpose to drive us forward and never losing sight of the bigger picture, People and Growth complemented each other, for oGE to reach where it is today.

PROJECTED GOALS V/S ACHIEVED

>> 1 AUGUST 2017 - 31 JULY 2018 << APD Target : 591 Achieved : 400 (67.68%) RE Target : 462 Achieved : 342 (74.03%) CO Target : 198 Achieved : 229 (115.66%)

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INCOMING GLOBAL TALENT CONTEXT OF THE PROJECTS 1.

Standardising of Incoming Global Talent operations at national level: The year started with a lot of changes happening and the standardised processes were being outdated and it was not catching up to the changes. In order for us to do that we created standardised price structure and studied the process time for each phase of the customer flow.

2.

Evolution of Incoming Global Talent operations at national and local level: Since we were facing changes in visa and we had to evolve the product according to the changes which gave us an opportunity to make our product exclusive.

We created a National Project which was focused on delivering Impactful experiences to the schools and educational institutions of India and the youth of the world.

QUARTER UPDATES Quarter 1: This Quarter was about firefighting the Brand of AIESEC in India amongst the AIESEC Network. The biggest learning of the quarter was that it was essential for the Local Committee to have their Targets in place to get a National Direction.The failure of this quarter was to not map out the number of exchanges that were lost due to the Visa scenario. This was the quarter where we were analysing the processes and the ideation of the national project started. This quarter we focused on getting IR partners on board and attended International Conferences.

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Quarter 2: This quarter was about revamping the brand of AIESEC in India.For this we came up with more structured set of the National Project along with a proper output and outcome. Specific efforts were put into Customer experience aspect and thus a standardised operating procedure was driven down to the Network. This was a key quarter for us to get exchanges from Indonesia as Indonesia had a partnership with the government of youth. The National project was curated but we failed at implementation due to delay in timelines and mismanagement. We also physically attended a conference in Russia for a better delivery from Russia to India.

Quarter 3: This was the most important quarter which saw evolution in the functioning of the commission as a whole. National Support Team Job description was evolved and more emphasis was put in the management of the Network through the team.

Secondly each and every Local Committee had a set target and a proper direction to work in that was verified by the National Office. With time a lot of entities stopped doing outgoing exchange. Visa eased by the end of the quarter. We focused on education of the entity with the changes that took place in the first 2 quarters. This was the time that we worked on the National project implementation and evolution.

Standardised price structures, Job descriptions and processes were created. The idea of video CVs was introduced and it worked out well. Sales was the focus and we were able to generate opportunities in the project and otherwise as well.

Quarter 4: Implementation and tracking of the national project was the focus. Tracking mechanism and Major focus was also on ensuring each and every Local Office was very well aware about the Procedure for a good Value Delivery to all their customers.

Shivansh Trivedi MCVP INCOMING GLOBAL TALENT

How did the MC term contribute to personal and professional growth?

It helped me relearn the fact of being solution oriented and adjustable. Living with people you don't know before and working towards a purpose was something that I didn't do before. It increased my business acumen and made me learn how to look at things from an overall perspective. It helped me gain perspectives internationally by letting me physically visit other countries and I had the opportunity of my lifetime to represent the national team of an organisation. It indeed increased my capability of being a CEO of a company in the future.

What is your idea of ‘Beyond’ and how did the paradigm of ‘People and Growth’ shape the year?

My Idea of Beyond is to walk the extra mile, do what you are doing but better irrespective of the obstacles. I really believe that the paradigm of people and growth brought in the idea of how should we focus on the key resource in any organisation and grow through them.

The word 'Beyond' has created it's own identity in the membership also and it has changed the way people see the organisational goals and personal goals.

PROJECTED GOALS V/S ACHIEVED

>> 1 AUGUST 2017 - 31 JULY 2018 << APD Target : 975 Achieved : 709 (72.72%) RE Target : 880 Achieved : 548 (62,27%) CO Target : 220 Achieved : 145 (65.91%)

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NATIONAL EXCHANGE PARTNERSHIPS CONTEXT OF THE PROJECTS

QUARTER UPDATES

1.

Quarter 1: The first quarter for this portfolio started off with analyzing the number of existing partners that are present with AIESEC in India who are willing to pay the required salary (65,000) according to the new visa policy.

This analysis helped to create a different SOP model and pitch it to the existing partners and pitch it to add new partners and also remove partners who did not fit the criteria.. While this was happening, work commenced for Integrating GEP.

2.

3.

4.

5.

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NEP SOP and Salary Revamp: Analyzing the past 5 years in terms of the clientele of AIESEC in India and the kind of deliverables that were being provided to a client to become a partner or after a client becomes a partner was out of line. Now, after the government introducing the new Visa Regulations, for a partner to comply to the norms introduced by the govt. with a out of line process provided by AIESEC in India wouldn't be possible. Hence, the entire SOP model for a particular client was revamped with new deliverables (conference presence, employer branding, etc.)

Integrating Global Exchange Partners: AIESEC in India put a lot of effort this year to bring Global Exchange Partners handled by AIESEC International to deliver exchanges in India. Negotiations were held with major partners from the AIESEC International Clientele and these were the clients who had an established operations with India were would easily Align to our SOP model and open GT opportunities complying to the Visa regulations Introduced by the Govt.

Long-term Clientele: The aim was building more partnerships like the one AIESEC in India has with TCS, where for years weâ&#x20AC;&#x2122;ve been delivering dozens of exchanges annually.

Premium Partnership Portal: Looking at the past year, the amount of money that had to be paid to AIESEC in India was either lost or delayed because the tracking Mechanism for a response from the stakeholder (the EP or the LCVPs) was completely flawed. This portal introduces an survey to the Stakeholders (both LCVPs and EPs) way advanced in time. iGT and iGE national Projets: For Global Talent we created Impact India, a Educational Project to be implemented nationally by the Local Committees; for Global Entrepreneur we created Accelerate India, a Project to be sold especially to startups accelerators and incubators; and for Global Volunteers we reviewed the national projects that we had, reducing them from 6 to 4 with a much better structure and clarity.

Quarter 2: The SOP was revamped for TCS and every intern getting realized were coming in with intern visa with TCS paying a salary of 65,000 per intern. This quarter also saw the maximum amount invoiced in the entire year which is INR 11,20,000. This quarter we also initiated partnerships with 2 GEP clients which are Electrolux.

Quarter 3: The NEP portal was ready by Q3. The invoices that were generated for this quarter was completely generated by the NEP portal. This quarter helped to conceptualize how Impact India will be taken forward from the national front.

Quarter 4: Impact India was sold from the national end and 1 Partner was added on to AIESEC in India Clientele.

CONTEXT TO THE START OF THE NEW QUARTER 1.

2.

3.

The idea of completely automating the invoice generation process on the NEP portal.

Mandating a partner to open an opportunity for National Coordinator, if the account requires at least 10 interns in more than 2 cities which also will be a GT opportunity where the National coordinator will be an International who had been on a top AIESEC leadership position.

Since a drop in iGT numbers, the focus is also divided to diversify NEP fundraising by selling oGX exchanges to National Partners.

Saiprasath Subramanian MCVP NATIONAL EXCHANGE PARTNERSHIPS

How did the MC term contribute to personal and professional growth?

The MC term was roller-coaster ride from the inception till the last day. Mainly, after coming back to AIESEC after an year, it took me around a good 2 months to understand and get back in pace with AIESEC and its operations.

But Post JNC was when I understood the balance between my work and my life in the MC. Personally, living with every single MC member taught me how to prioritise between my personal and professional life.

Professionally my MC was always there to hit me on my head whenever I did something wrong and pat me on my back when I did something right.

What is your idea of ‘Beyond’ and how did the paradigm of ‘People and Growth’ shape the year?

PROJECTED GOALS V/S ACHIEVED >> 1 AUGUST 2017 - 31 JULY 2018 <<

Target: 66,25,000 Achieved: 50,76,450 TvsA = 76.63% Receivable: 11,35,000

According to me "Go Beyond" is a way of life. The paradigm of People and Growth is something that I still fail to prioritize as the both come equally for me. It's just a thin line between the 2 of them and I preferred walking on that line.

That made me vulnerable to the people of the organisation and made me answerable for the growth of the organisation.

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BUSINESS DEVELOPMENT CONTEXT OF THE PROJECTS

QUARTER UPDATES

1.

People Management: As the name suggests, the project was revolved around Managing our Business Development people at the LC level to ensure they are well equipped with knowledge and resource to perform in the best manner. The objective also revolved around having a commission which is much mature and stronger in the network, contributing tangibly to the LC even after a gap in the previous year when there was no BD Commission.

Quarter 1: Monthly audits and mailers were made mandatory to be sent from the MC office to ensure effective touch-point and resource extraction from the LCs. 2 new representatives from existing companies on the Advisory Board were added along with hosting the 1st JBM of the year. Several visits to Delhi were done to meet Gvt. officials from different positions, however there never was a positive response for AIESEC.

2.

VISA, Government and Embassies Relations: With the new VISA policy disturbing the incoming exchanges, focus was to build relations with the Government and at the same time try to resolve the issues being faced with clarifications.

3.

Board Management: One of the biggest stakeholdersâ&#x20AC;&#x2122; of AIESEC in India are the Board of Advisors and the year 17.18 had to have a revamp in the same. The objective was to have all Board Members active and contribute largely to the organisation.

4.

National Business Partnerships: The project expected more National Partnerships to be cracked which shall help and contribute to LCs as a support with respect to Finances.

PROJECTED GOALS V/S ACHIEVED >> 1 AUGUST 2017 - 31 JULY 2018 <<

Target = INR 91,00,000 Achieved = INR 57,73,244 TvsA = 63.44% Receivables = 3,00,000

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Quarter 2: The biggest quarter success was the total funds raised which was INR 1319000 in bank. This quarter also saw work progressing to add 1 new Board Member and also closing a National Business Partnership with Athena School of Management.

However, the focus of Embassy relations was given off to Augusto as all records were with Operation team.

Quarter 3: Another JBM was hosted in February which was unique and happened for the first time in several known years. The quarter also saw 1 new Board Member being added. Focus was on the work of NSD which was to happen in May. Quarter 4: NSD 2018 was delivered on a successful note and 2 new Board Members were added.

Transitions took place in the best manner possible.

CONTEXT TO THE START OF THE NEW QUARTER 1.

The new quarter began on the strong note with us ensuring the flow of the BD vertical transitions.

2.

3.

Understanding the flow of the entire portfolio.

Defining how the year of 2018-19 is going to look like in terms of the new projects.

4.

Continuous evaluation of the projects and physical transitions through multiple board and National Partner meetings.

Dhaval Davda MCVP BUSINESS DEVELOPMENT

How did the MC term contribute to personal and professional growth?

Working on the MC of AIESEC in India really impacted my life and the journey/experience has been worth a million dollar, something I will never forget in my entire life for sure!

Personally, it gave me another year to know more about myself. It gave me space to explore the unknown and allowed me to grow as an individual.

Professionally, it has given me the glimpse how the real world looks like outside and gave me the opportunity to meet + interact with several BEST INDIVIDUALS in the country who have been an inspiration.

What is your idea of ‘Beyond’ and how did the paradigm of ‘People and Growth’ shape the year?

Beyond for me is something much ahead of the usual which is common or known.

The paradigm of People and Growth really infused the sense of responsibility and thoughts on what more can I do to Go Beyond with Business Development as a portfolio for AIESEC in India where generations ahead shall learn from and strive for.

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FINANCE CONTEXT OF THE PROJECTS 1.

2.

3.

4.

MC Sustainability: The project was taken to ensure that MC is moving in the right financial direction. The idea was that we need to keep check on our financial functioning and as well have MC generating revenues and finding different sources of avenues. Albeit, the BD targets had been huge in the previous years, We decided to stick to a more realistic target and make it more achievable for the MC. Repricing: Pricing of products in AIESEC in India had been reviewed over 3 years ago and it was really important to look our prices as they had been obsolete . We needed to check and evolve our projects through the internal change and external changes.

Health & Sustainability: In the past few years we have been having more and more entities going into debt.

The project of Health and Sustainability was taken up to ensure that every entity of AIESEC in India is improving on their equity and has a bigger baseline finance to work upon to add to their operational growth.

Digitisation of Books: The process of bookkeeping had become really tedious and monotonic, as well long.Digitisation was taken up to make the organisation more agile in terms of the financial processes within AIESEC in India.

QUARTER UPDATES Quarter 1: Recon model was changed to charge LCs on payment on approval to ensure that every Exchange Participant is being properly tracked. We also changed the recon model to ensure that iGV is making better profits. Due to high affiliation,the first idea to base the affiliation on internal and external factors of the LC was considered and presented at July legislation. The first summit happened with LCVP’s finance and MC operational heads to see how pricing can be evolved and it was based completely on the book “ The Strategy and tactics of pricing” to understand how pricing works. We created the first draft of pricing based on a service related model, aligned to our standards.

The first set of visits for health and sustainability were done to get first sensing. We could not gain a control of our finances in this quarter and had to go through major cashflow crunch.

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Quarter 2: Planning for monthly finances was done keeping LCs' winter cycle income and BD income that needed to be credited to the account. The cash flows were planned keeping in mind the amount LCs' pay and the investments that needed to be made from the MC side. The affiliation model re-created and was based on different parameters and combinations to ensure that the money is distributed on these factors. The pricing was reviewed with LCP’s, final pricing was created was implemented. The was no progress on both digital systems and projects that were taken up.

Quarter 3: When we looked at the amount of money AIESEC generates , we had half of the income brought in by 2 members of the MC team and the rest by the rest of the LCs'. Hence a small tweak was made in the model again to ensure that we start moving towards generating more from exchanges. Aligning to the coaching model, coaching visits were made to these entities to ensure the EB is ready for their term as well as these entities have a financial plan for the summer to become healthy. A lack of auditing processes for finance prevented the MC to completely understand the finances of the LC. A separate auditing body had to be created which helped the MC audit data and give recommendations to the LC. The digitisation tool was created sent to all the LCs' to be used, but due to deficiency in a few features restricted us to reach the final objective.

The first progress with respect to office acquisition was started and a lot of properties were looked at to be bought.

Quarter 4: As of the final quarter, we did not face any cashflow issues due to meticulous finance planning and cost cutting. The different strategies for LC helped the liability to reduce by significant amount The biggest issue of this generator was that LCVP Finance had to use different portals and all of them had to be integrated. Main focus was to ensure that we focus on office. We have finalised the property and a fund plan has been created. Further, we have filed for loan in different banks , once we have received an approval from them, further processes will happen.

CONTEXT TO THE START OF THE NEW QUARTER

1. To carry forward the digitisation of books and integrate all the different systems we currently are working on.

2. A focus on the current entities in debt and also focus on the entities to create their reserves.

3. Integrating office related finances into the compendium and MC plans to ensure a smooth flow of cash.

Pinak Patel MCVP FINANCE

How did the MC term contribute to personal and professional growth?

Every different opportunity that one keeps taking in AIESEC evolves the way they perceive the organization. By taking the opportunity to work on the national team of AIESEC, evolved the way I look at how organization's work and how the thought process keeps developing.

My future is in the field of finance and for me the activities and projects I took up, kept challenging me as well as gave me an indication of my core strengths I inherit in the field of finances, and my working style overall.

What is your idea of ‘Beyond’ and how did the paradigm of ‘People and Growth’ shape the year?

My idea of going beyond is to try to do everything that you do, beyond your self implied ability.

The term to take finance beyond was to look at stabilizing finance related elements in an everchanging and transitioning organization. We wanted to create a financial base for generations ahead as well as a strong asset which settles the national office to a permanent asset and a solid financial growth potential. Going Beyond was breaking all the previous pre-existing notions and doing the things that will stabilize the organization for a long term.

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FINANCIAL REPORT ANNUAL CONTRIBUTION

BUDGETED

LC Contribution

2,78,80,346

ER Income

91,00,000

57,73,244

Exchange Income

66,25,000

50,76,450

Misc. Income Total Revenue

21,00,000 4,57,05,346

Affiliation Fees

61,73,020

61,42,457

Admin Fees

1,29,63,500

1,17,57,227

National Service Fees

1,48,88,000

1,17,66,675

Investment Fees

11,50,000

6,36,303

Misc. Expense

54,36,500

81,99,092

Total Expenditure

4,06,11,020 Opening Balance

2,84,99,360

37,33,107 4,30,82,161

3,85,01,754 83,279.74

Closing Balance

23,03,766.29

Receivables

79,25,770.08

Profit 74

ACTUALS

45,80,407

MC Beyond was that one team which I really could connect to at all points of time during my LCP term. I was actively involved in curating a lot of strategies with the team by being a part of the steering team. The way each and every member of the MC team collaborated throughout the discussions is a behavior that I genuinely admire. The Beyond MC availability for the network also broke many stereotypes about the MC not being an approachable team; there were their continuous efforts, what truly helped the LCs solve many issues. MC Beyond was a team which exemplified what a team driven by ethics and strong moral values could be like; it is because of their continued efforts that AIESEC in India takes this behavior on a serious account. Above all , the way this team worked towards sustainability of the entity is something which I wish to borrow for the entity and for any organization I work with in the near future.

Thank you MC Beyond!

Udit Dalakoti

AIESEC in Delhi IIT

Working with Beyond was an absolute pleasure through the course of my term. I got an opportunity to foster a healthy professional and personal relationship with most people of the team.

The support from Beyond extended not just to the LCPs but to the entire plenary through each of the commissions.

At each point, I was delighted to see them challenge the ideas we put forward enabling us to see â&#x20AC;&#x2DC;beyondâ&#x20AC;&#x2122; our current reality.

Chirag Samdaria

AIESEC in Chennai

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Akshay Nambiar PRESIDENT

How did the MC term contribute to personal and professional growth?

The MC Beyond term has been indispensably essential in defining the person I’ve been moulded into.

It has given me a stand on what I believe in for myself and the India I imagine to be built with a youth force.

It has inquisitively amplified and validated the values I stand by every instance to be a better leader, son, friend and brother.

What is your idea of ‘Beyond’ and how did the paradigm of ‘People and Growth’ shape the year?

My idea is Beyond is that of it being a way of life. It’s not a word coined for the year, it’s rather for life.

I see this paradigm of People and Growth everywhere, it stirs from a thought of taking these two aspects inclusively for every single decision and experience to be lived and created within and beyond the context of Leadership.

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Thank you AIESEC in India.

We check out!

We had some crazy ideas.

We turned them into reality.