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An Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh

Evolutionary Today For a

Revolutionary Tomorrow

VIDUR SAINI APPLICANT FOR LOCAL COMMITTEE PRESIDENT 2014 AIESEC IN CHANDIGARH An

Evolutionary Today For a

Revolutionary Tomorrow


Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh Section A | Opening note

Amazed and Excited! This is what I’m when I look at the opportunities knocking at our doors. ‘Ours’, yours and mine, of AIESECers, of people with passion, ambition and a purpose. People with generosity, people who are in it for something bigger than themselves, a vision. A purpose of taking Leadership to a whole new level. A level where the world realizes leadership is the constant and universal solution to all the problems faced by the world. A selfless purpose of transforming the organisation, their city, nation and the world.

“Leadership is the capacity to translate vision into reality.” —Warren Bennis

Now, the big question is, are we being relevant? AIESEC in Chandigarh, it’s time we evolve. It’s time when we act as the Global Youth Voice. It’s time we’re recognised as the first choice partners and it’s time we make a positive impact on the society. It’s time we become relevant! It’s time we Live AIESEC in its purest form, the form it is supposed to be lived in. It’s time we deliver leadership in every opportunity we offer. It’s time we stand up to what we say. It’s time we deliver magical experiences. Experiences that change lives. Experiences that brings a competitive edge to our stakeholders. Experiences that bring happiness to us and our stakeholders because this is what we love to do and this is what AIESEC in Chandigarh has given us, sheer happiness! It’s time we celebrate each and every moment we live in this phenomena called AIESEC in Chandigarh and take it to heights it has never seen. 2014 is about evolving the Local Chapter and making it imperially relevant. It’s time to build something that will not only last for 2015, but will be a base for the years to come and will last forever. It’s time to be collaborative, impactful and relevant. It’s time to be ideal. It’s time to think BIG, it’s time to Evolve, and it’s time to Live 2014!

Vidur Saini AIESEC in Chandigarh An Evolutionary Today for a Revolutionary Tomorrow

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Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh Section B | Personal Information

Name

Vidur Saini

Date of Birth

12.05.1994

Address

#12, Village Sultanpur, Ambala City

Phone Number

+91-9671948866, +91-9878935295

E-mail

vidur.saini@aiesec.net, vidursaini@gmail.com

Academic Achievements and Qualifications GGDSD College, Sector 32, Chandigarh 

Bachelors of Business Administration, I Year – 60%

Chaman Vatika School, Ambala  

Class X, CBSE Board – 9.2 CGPA Class XII, ISC Board – 90%

Additional achievements and Experiences   

School Sports Captain Good scores in various Science and Math Olympiads in school District level Skater

Skills Software MS Office

Skill Level Excellent

Packages Word, Excel, PowerPoint, Outlook, One Note, Publisher

Designing

Good

Photoshop, CorelDraw

Internet

Excellent

Chrome, Safari, IE, Safari

Movie Making

Good

Power Director, Windows Movie Maker

Interests Reading | Cricket | Travelling | Internet | Muscle Training | Food

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Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh Section C | AIESEC Experience 1. List all positions held in AIESEC along with duration of the role. Also briefly elaborate on your contribution/performance, as well as the main learning you derived from each role.

Exchange Coordinator, GCDP-ICX, October 2012 – December 2012 GCDP-ICX is the portfolio I found myself in when I joined AIESEC, and I have no words to describe how it opened and exposed me to opportunities and challenges. It was after I started working for this portfolio that I realized that this portfolio was not only the highest contributor and the most performing portfolio of AIESEC in Chandigarh but of AIESEC India. The initial experience in this portfolio was about raising appointments and trying to match. In this department called The Invictus, I saw a very genuine urge and hunger in the people to make a change in the world. This experience taught me to be humble and to be patient with something that you believe in. Key Learnings:  The AIESEC Way  Team dynamics and how teams work  Market research and segmentation  Results are a product of sweat

Organising Committee Vice President – Youth to Business Forum, September 2012 – January 2013 Took an opportunity that I knew would be a great challenge to me. This was something I had no clue about, but the experience came out to be amazing and something that I had never imagined. I not only worked for my portfolio but also all the others. This experience made me love this organisation more than what I did before. It was the shortest and the most intense experience I could have thought about at that point of time. I was the one responsible for making the agenda and finalising the speakers for the two day event. This OC experience gave me a new perspective about everything, be it in AIESEC or outside AIESEC. Key Learning:  An understanding of BD, Marketing, Promotions and Finance and Logistics  Agenda preparation and event delivery  Discovered my own passion and capabilities

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Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh 

Vice President GCDP ICX, January 2013 – Present I consider applying for this position to be one of the best decisions of my life. This was for the first time that I was working with a team of such diverse individuals, all having a different thought process but wanting the same thing, growth of the phenomena called AIESEC in Chandigarh. I started this term from a scratch handling 4 projects that were yet to be started. This was the biggest challenge I had ever faced. 2013 taught me to have a vision and lead with a purpose. I wanted to make AIESEC in Chandigarh the ideal Local Chapter when it came to iGCDP and this target is halfway achieved and is marked by two awards at the National Strategic Conference 2013. Key Learnings:    

Have a vision and purpose for everything you do Building a culture Member engagement and retention A better and deeper understanding of AIESEC

National Support Team, AIESEC India – Expansions Manager iGCDP, August – Present This is a very different and a very challenging experience in itself. When the Expansion entities are started and are initiative groups their focus is not generally not GCDP ICX because of the fact that it can be a disaster for the entire entity if not done right. My job is to get them to realise iGCDPs importance and how to do it the right way. Now, handling expansions virtually is not an easy task because of their lack of membership and their pro activeness. But, I have managed to do it the right way and iGCDP in Expansion entities has shown more growth in the past 4 months than what it did from January – July. Key Learnings:  Setting strong processes and their implementation  Maintaining proper communication  Looking at entities from a National Office perspective

2. What have been your main achievements and non-achievements in AIESEC in the past? (Mention a max of three each) I love when it comes to assessing my AIESEC journey over my achievements and non-achievements, as my favourite GLE element is Individual Discovery and it makes me reflect on my Inner and Outer Journey every single time and makes me realize the power of this organisation and the opportunities it provides.

Achievements: 1. Capitalizing on every opportunity- I believe this has been one of my achievements in AIESEC. I applied for everything that came my way since I joined AIESEC, because I saw a

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Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh purpose in every opportunity and its relevance to what I wanted. I have always believed that every experience teaches us something and takes us closer to self-mastery and AIESEC is a hub of such experiences. 2. Portfolio Growth- From standing nowhere in iGCDP in the beginning of my term to winning 2 awards in the National Plenary at the National Strategic Conference 2013, it has been a bumpy yet amazing ride. 3. Crisis Management- This has been a major learning and an achievement since I joined AIESEC. From the portfolio I handle to the OC experience I’ve had, this has always been with me. Crisis management helps one to keep calm in situations when there can be no solution to be found. This quality is a major boon to a team in developing our and their experience.

Non-Achievements: 1. International Experience- My biggest non-achievement in AIESEC has been that I have not been able to go for an exchange or an international experience, but, I will change this very soon and go for an international experience  2. My OC Experience- After getting onto the EB, I couldn’t devote as much effort to the Y2B OC as I could have. This makes me feel I could have done more for the team. 3. Project Selling- Project selling was not started till October. Revenue generation through project selling could have led iGCDP into financial sustainability and could have set a string base for the coming years. Though, this is the focus are for the coming 2 months. 3.

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

Conference

Year

Place

Role

Regional Youth Leadership Conference

2012

Amritsar

Delegate

National Strategic Conference

2012

Hyderabad

Delegate

October Strategy Conference

2012

Shimla

Delegate

National Leader’s Summit

2013

Jaipur

Delegate

May Local Congress

2013

Parwanoo

Facilitator

June National Conference

2013

Silvassa

Delegate

MB Summit

2013

Zirakpur

Facilitator

National Strategic Conference

2013

Jaipur

Delegate

4. Describe the experience of being a part of the Executive Body of AIESEC Chandigarh. How do you think other members on the team would evaluate your contribution to the team & LCs organizational direction? Being a part of the Executive Body of AIESEC in Chandigarh is a very humbling experience. For me, it taught me more in just one year than what I had learned in the last 18 years and this is why I call AIESEC in Chandigarh, magic.

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Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh This one year has been a very intense and a very challenging experience for me. This year taught me that if you believe in something with your heart and your brain, nothing can stop you from achieving it. EB 2013, SuperHeroes, are the most diverse individuals I have ever seen in a team. People with completely different thought processes, the only thing bringing them together was the love for the Local Chapter. This team brought out the best in each other. According to me, my fellow SuperHeores would view me as someone who is always available whether it be a personal or a professional need. As far as the Organisational direction is concerned, I believe my major contribution has been through my portfolio and its performance. Also, I feel SuperHeroes would regard me as someone who lighted the mood whenever things got too serious and heated 

5. What are your three basic Learnings/Values for life, which you have derived through your AIESEC experience? (Answer objectively) Every experience in AIESEC gives you a learning, here are the basic 3 I derive at this point of time1. Have a Purpose and a Value system- If we have a reason of doing something and believe in it, nothing can stop us from achieving it. To accompany the purpose, there needs to be a value system that tells us every single time if we go on the wrong track in the pursuit of our goal. 2. Open to Give, Open to Receive- Being a part of AIESEC in Chandigarh, this is something that comes to us naturally. This makes us extraordinarily humble, open to everything and wanting for more! 3. The power of Simplicity- Keeping it simple is the way ahead. It is easy to connect the dots with something if it is simple. Being simple in our actions, in our processes and our thoughts is very important. This gives us a better clarity of what we want and connects us better to our people and their why’s too.

Section D | Motivation 1. Why did you decide to run for LCP of AIESEC Chandigarh? What are the qualities required for this role & what makes you best suited for this role? There are a multiple reasons that made me take on2.this opportunity. Starting with, I decided to run for the LCP of AIESEC in Chandigarh for the very essence of this organisation i.e Activating Leadership. The experience I’ve had since I joined this phenomena has been amazing and has been nothing less than magical and the people who helped me get here have been nothing less than my mentors. This experience transformed me completely in such a short period of time that I could have ever imagined. This organisation has so much to offer that it keeps me excited every single second. I certainly don’t want to stop it here. I want to take this opportunity called the ELD to every single youth in the City Beautiful and this is where my belief in the organisation comes into the picture. With what I envision for the Local Chapter for 2014, being the LCP of AIESEC in Chandigarh will also be the most challenging experience and this is something that will keep me out of my comfort zone, the perfect place for the magic to happen  In 2014, I refuse to settle for anything less than greatness because I believe this is the only thing this Local Chapter deserves. 2014 is the year where we evolve ourselves and the LC to such an extent that we become relevant not only in the AIESEC network but also the external environment.

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Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh 2014 is the year when we evolve enormously. We not only partner with schools and colleges, but also with other organisations. It is the year we do everything externally relevant helping not only the youth, but the City Beautiful and our nation as a whole. It won’t only end here, 2014 will be the base for not only 2015 but the years to come and this is my commitment to the Local Chapter.

What makes me suited1. Growth Mindset and people driven- I have a growth mindset, I’m not only open to new ideas, but open to changing my mind and accepting others viewpoints. I like ideas and am open to ideas from everyone, being the LCP, there will 200 (average) members in the LC and being open to everyone will be a great boon for the Local Chapter. I’m very people oriented and want to impact each individual and stakeholder of the Local Chapter. 2. Value Driven and Daring- I like to believe I’m value driven. I’m not in a favour of doing something that is unethical, but if the same thing is right to be done, I’m a daredevil when

it comes to achieving it. I go all out to achieve it. An LCP should not be scared of trying out new things and saying what he likes, and I’m that kind of a person. 3. Vision and AIESEC- I have a vision for the Local Chapter, a vision of delivering life changing Leadership experiences to its stakeholders and I not only have a vision, but believe in the vision of the organisation and enjoy it! It is highly important to enjoy what we do and AIESEC is that avenue for me. There have been a lot of times in my EB term that I’ve felt like a new recruit. 2. Describe your future short-term and long-term career and personal goals. How do you expect an LCP term to help you achieve these goals and why now? Career Goals Short Term Finish my graduation with a decent score and in time

Long Term Do a post grad that is in sync with my AIESEC experience  Write a book  Open up a venture of my own that deals with fitness

Personal Goals Short Term Become the LCP of AIESEC in Chandigarh  Get lean again  Travel to 3 countries by the age of 21 Long Term Travel across the globe  Philanthropy  Run the Spartan Race

Deciding to run for the LCP is a very selfless thing that I want to do, it is all about giving back to the organisation. All in all an LCP term helps me in every single Goal that I have. It is all about doing something when you have a purpose of doing it and a vision for it. When we start doing something with a purpose and a vision, the commitment to it increases and with it increases the will to do it and this is how a LCP term will help me achieve everything I envision. 3. Highlight your time commitment throughout the whole of next year (till Dec 2013; Academic or otherwise). Ideally, how much time should an LCP give to his role? Academics- Graduating April 2015. Final Examinations, April 2014, 2015 (SD College) ;) I will be available for every second of 2014 for the LC. LCP is the CEO of the Local Chapter and a CEO asking about his time commitments to the LC would be injustice.

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Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh 4. What are your three most substantial personal accomplishments (non-AIESEC), and why do you view them as such? Provide a candid assessment of your strengths and weaknesses. 

 

Academics- I have always been good at my academics and have been scoring well. This can be seen from my scores in the board examinations. Although, my performance fell drastically in the first year of college due to some reasons that I have fixed now. I still considered it an accomplishment. Sports- I have been gifted with a natural ability to play each and every sport and I’m good at them. I have represented my school in athletics, cricket, swimming, volleyball, karate, skating. There is a bog list of other sports that I play like table tennis, badminton, snooker, football. Not only this, I am also good at computer gaming, PS and Xbox. I was the School Sports Captain in my senior year. Business Experience- From a very early age, I have an experience of going to work with my Dad. I used to go with him to our Electronics outlets in my vacations to get to know the business sense and I learned whatever I was taught in a very short time and I could see a sense of pride in the eyes of my Dad. This experience really helped me learn how businesses are run and gave me a problem solving attitude. StrengthsPassionate and a Believer- I can’t do anything if I don’t believe in it and when I believe in something there is nothing that can stop me from achieving it. Similarly, if I do something, I can’t imagine doing it without passion and fun. Ethical- This strength of mine makes me take the right path everytime I’m confused. I have a set of values and principles that I follow wherever I go. Humble- This strength of mine makes me more flexible and open to others. It makes me want to talk to people and know their opinions. This also makes me have good social skills and makes people comfortable with me in a very short time.

Weaknesses 

Perfectionist- Whatever I do, I want perfection in it. This has proved to be very irritating for my team sometimes. A YES Man- I take up multiple work at the same point of time and I make it a point to do them, but in return I get stressed and exhausted.

These are my strengths and weaknesses. I try capitalising on my strengths and work on my weaknesses and not let the weaknesses affect my decisions and work. I believe the biggest strength I have is that I’m aware of my shortcomings. 5. What is your vision for AIESEC in Chandigarh for the year ahead? What legacy would you want to leave behind? Also, frame a mission statement for the LC for 2014. AIESEC in Chandigarh’s Vision statement-

“A Platform where Leadership and Global Mindset connect everyday.” This statement was framed in 2013 by EB SuperHeroes after a lot of brainstorming and I think this vision is very apt for the coming years as this vision stands for the entire essence of AIESEC and what we as a Local Chapter believe in. I would want to leave behind a legacy of Living AIESEC in its purest form. A legacy of dreaming big and achieving. A legacy where every members strives to live all the 6 AIESEC values, has a purpose and a vision of doing everything. A legacy of humbleness. Mission Statement for 2014-

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Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh Creating Purposeful Leaders driven by values and passion to build to last. 6. Describe your leadership style? Explain how your style will be suitable for AIESEC Chandigarh in it’s current state. Before describing my leadership style, I would like to start with what leadership is to me. Leadership to me is having a vision, set of values and helping not only yourself but your followers to achieve that vision developing both in the process and this is a part of my leadership style. My leadership style opens me to new ideas not only from my own self but from the others. My style also includes over communication so that everything is laid out simply and clearly and there is a complete clarity to everyone about it. My leadership style has a set of values attached to it, which act as anchors for me to assess every deed and propel me to take further opportunities. Values and vision that tells me every second that I’m here for something bigger than myself. My leadership style involves being engaging, aspiring and supporting every member so that they can live their AIESEC experience to the fullest and develop their leadership potential. My leadership style is also best suited for bringing up new ideas and seeing a fast and effective implantation of them. This style of leadership is not only best suited for strategy implementation and innovation but also promotes a healthy working environment and culture. This is not just my Leadership style, but a Way of being for me and I firmly believe this is suitable for AIESEC in Chandigarh’s current state and the year to come. “Never doubt that a small group of thoughtful, concerned citizens can change world. Indeed it is the only thing that ever has.” —Margaret Mead

Section E | LC Administration 1. List down the different aspects of the job role of an LCP.

EB Management

•Leading and motivating the Executive Board •Guide and Support system for the EB •Planning and strategizing with the EB and review of their performance

Governance and Accountabilty

•Ensuring the efficiency and sustainability of the LC operations •Strengthing the leadership and management of the Local Chapter •Reporting the Local Chapter Status to the National Office •Final responsible for the auditing and legalisation with the VPF

Representation

•Local and International Representation of the Local Chapter •Representing the LC in the external and the Internal forums

Strategic Direction

•Flowing down all the National/International Strategies •Overlooking the execution of all the portfolio and the task force startegies •Overlooking the planning, re-planning, reviewing and execution of the Year plans

Administration and Operations

•Develop the LC culture, identity and the brand •Managing the Board of Advisors •Ensuring the compendium is being followed

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Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh 2. Analyse the trends of the past three years (including 2013) of AIESEC Chandigarh's strategic direction (include performance & culture). How do you see the organization direction of AIESEC Chandigarh shaping up in the coming two years? Also, give a SWOT analysis of the LC for 2013. 3. 2011 – Dream Unlimited This year saw one of the finest recruitments. This year AIESEC in Chandigarh focused on implementing the National Growth Drivers defined at NSC 2012. OS evolved at the EB level with the introduction of VP LCD to take AIESEC and leadership to more people and expanding AIESEC’s reach outside the tri-city. A lot of leadership opportunities were given through MB roles, task forces and introduction of Manager Roles in Exchange Support portfolios. The Local Chapter the Summer Regional Conference and the June National Conference. The LC had a good internal brand, there were a lot of partners and many CEED opportunities were given and accepted in the LC. The LC was very operationally strong in this year and showed growth in the National Association and was leading in terms of absolute realizations.

2012 – Purpose. Passion. Performance This year was about driving performance through purpose and passion. This year started with a debt, but the positive approach of the Local Chapter took it as a challenge and an opportunity of strengthening the processes and making sure it never happens again. This year witnessed one of the best recruitments and focused on the membership development. TMP/TLP experiences were a focus and delivering high quality experiences was ensured through TM processes, tracking and reviewing of the membership. Financial resources were used efficiently without compromising on the stakeholder experiences. New Marketing, IM and TM processes were initiated and implemented and they set benchmarks in the national association. The way Conferences and forums were delivered were evolved. The expansion entities contributed significantly to the LCs performance and AIESEC in Dehradun became an Official Expansion of AIESEC in India.

2013 – Delivering Promises 2013 saw a growth in all the programs and setting up of strong processes for every program. This year gave a lot of leadership opportunities to the LC membership and focused on membership empowerment throughout the year from the forums to the local conferences. A lot of leadership opportunities were given. This year also made the LC financially sustainable. The BoA was revamped and made according to the needs and the future requirements of the Local Chapter. The LC programs have been recognised in the National Plenary and have given the National Association a lot of BCPs. The year revolved around developing thought and purposeful leadership and this was done through the local events and forums. AIESEC in Chandigarh also gave the National Association a new Member on Probation LC, AIESEC in Thapar University.

Next 2 years.. 2014 will be the year when AIESEC in Chandigarh takes a leap, a leap in all the programs. When AIESEC in Chandigarh does iGCDP, iGIP, oGIP, oGCDP like no one has ever seen or imagined. 2014

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Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh will be about benefitting from the processes set in 2013 and lead not only to an exponential growth in terms of operations but also achieves sustainability in Finanes, HR and Brand. 2014 will be about operational growth and also about creating a brand in the city a part through EwA and delivering high quality leadership experience in every stakeholder experience. This year will also give one more MoP to AIESEC India and expand the reach of AIESEC into 2 new cities. 2014 is the year that makes 2015 happen for AIESEC in Chandigarh and makes this LC the ideal LC setting benchmarks in the Global network. 2014 will be a year of complete Evolution. 2015 would be the year which AIESEC in Chandigarh would enter in its idea state, which means AIESEC in Chandigarh will be pioneering co-creation with international LCs and integrated experiences will be a part of the culture. In short, AIESEC in Chandigarh will be helping to formulate AIESEC 2020 in 2015  3. What focus areas do you propose for AIESEC in Chandigarh in 2014? Give action steps that will contribute to these focus areas.

Experiecne Tracking

•Tracking all stakeholder experiences for delivering high quality leadership expereinces. •Using NPS as a tool for tracking •Grievance cell as a feedback and emergency mechanism •Surveys for Learning and Development •Showcasing the stakeholder case studies for relevance •Shwocasing the impact reports and partnerships for relevance and credibility •Using all media platforms for showcasing to increase our outreach and becoming relevant

Showcasing

•Strong UR and campus units to drive OGX •Partnerships with schools, colleges and organisations and government institutions for higher credibility •Getting further contacts through the existing partnerships for increased outreach and targeting the right audience

Partnerships

Fund Raising and investments

•Selling the product basket and products of AIESEC for high inflows •Investments on the membership for international conferences, CEED and RnR campaigns on the basis of RoI •Endorcements from the stakeholders for credibility

•Driving growth in all the programs iGCDP, oGCDP, iGIP and oGIP through market research and Growth in all Programs penetration through expanding the market •Tapping on the ORS and social media to drive OGX •Expanding into newer markets and cities like Shimla etc.

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Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh 4. Propose the organizational structure that you plan to follow for the next year including the middle level management, functional roles as well LC entities.

Exchange Organisational StructureLCP

VP iGCDP (2)

VP oGCDP (2)

VP iGIP (2)

VP oGIP

OCP Poverty Reduction

TL University Relations (3)

TL Operaions (6)

TL Education

OCP Cultural Understanding

TL IR & Delivery (2)

TL Functional (2)

TL Marketing

OCP Econmic Growth

TL AIESEC Experience & Exchange Support

TL AIESEC Experience

OCP Health and Lifestyle

TL IR

OCP Environment

OCP Equal Right

OCP Project Selling and Market Expansion

Expansions Major focus of VP LCD will be to expand into new markets and initiate groups/clubs and SU’s.  Expansions manager role: training and development, entity visits, operations and training, UR and ensuring contact and synergy between Parent LC and entity

VP LCD Expansions Manager (2) LCC Dehradun

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Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh Exchange Support Organisational Structure-

LCP

VP Marketing

VP Business Development

VP CIM

TL Social Media Manager

TL Sales and delivery (2)

Program CIM Manager (2)

TL Partnerships and PR

TL Alumni Relations

Stakeholder Feedback Manager

TL AIESEC Expereince (2)

VP Finance

Finance Managers (3)

VP Talent Management

AM Manager

TM Function Manager

TM Program Manager

Program CIM manager will be responsible for synergy with programs and ensuring the implementation of IM and communication platforms, KM, Internal network communication (IR), internal marketing and Design. Program Stakeholder Feedback Manager will be the Business intelligence responsible, collecting and storing responses/feedback from the stakeholders and making information channels for the same. He/she would be in synergy with TM and BD and give them relevant data for follow ups. NPS would be a focus. TM Function Manager would be responsible for external partnerships eg- Sessions, LEADs and learning and development of members. TM Program manager would be responsible for tracking the TMP TLP of all the departments.

5. Give your assessment of the role played and contribution made by AIESEC in Chandigarh towards the National Association? How should this evolve in the year 2014?

AIESEC in Chandigarh has always been a pioneering Local Chapter in AIESEC in India. We are also known for our humbleness and our passion for the organisation. AIESEC in Chandigarh has given the National Plenary a lot of BCP’s and has set standards through our processes. We’re also known for taking up Pilot projects, MC initiatives, strategies and pioneering them. AIESEC in Chandigarh is also known for its Leadership and the thought we bring to the national plenary. 2014 will be the year of Evolution. This is the year we have processes as a behaviour, giving the National Association number of BCPs and Innovations. This will be the year when we co-create projects and set benchmarks in not only the National but the International networks! In 2014, AIESEC in Chandigarh will be known for delivering high quality leadership experiences to its every single stakeholder. 6. Give an activity calendar of AIESEC in Chandigarh for the year 2014.

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Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh S.No.

Event

Objective

Timelines

1.

Recruitments

To fill the Talent capacity of all the programs and functions

January

2.

AGM

Ratification of the new EB and discharge of EB 2013

January end

3.

MB Summit

Inducting, training and development of the MB and their plans

February

4.

Y2B

Delivering a corporate world experience to its stakeholders and creating AIESEC as a brand and funding

March-April

5.

Balakalakaar Impact week

+

Creating impact, showcasing GCDP, strong brand in the city and funding

Mid May

6.

May Congress

Local

LC review, membership motivation, culture building, JNC push, planning for Q2 and Q3

May last week

7.

MB Summit

Inducting, training and development of the MB and their plans

July

8.

Recruitment

To fill the Talent capacity of all the programs and functions

August

9.

Local Training Seminars

Induction and training of the new recruits with their parents being inducted as well 

September first week

10.

OSC

LC review, membership motivation, culture building, NSC follow up, finishing strong

October last week

11.

AGM

Annual Elections

November

Other events like Empower, Youth Empowerment, Global Villages, etc to go on throughout the year  (This calendar is very flexible, for eg, if the membership had a hectic peek Quarter, we would have a LC Day to follow it up celebrating our hardwork) 7. Critically analyse the culture of AIESEC in Chandigarh. What aspects of the current culture will you retain and what aspects will you change in the coming year? How do you plan to do the same? Organisation’s culture is one of the biggest building factor for the organisation. Culture for me is the set of shared attitudes, values, goals, and practices that characterizes an in organization. AIESEC in Chandigarh is known to be a very humble LC, having great attitudes toward the work, people and the organisation. The Culture I would want AIESEC in Chandigarh to have

A culture of Integrated eXPeriences (iXP), I really believe every member should go for an exchange

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Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh          

An Office culture. This really brings efficiency and accountability. Living all the 6 values.. Living AIESEC in the purest form Delivering high quality leadership experience to all our stakeholders Being externally relevant and showcasing right Doing everything with a purpose and lots of passion A culture where strong processes are a behaviour Strong and effective RnR campaigns Effective forums with the right blend of fun (we are a youth run organisation ) An effective feedback mechanism Alumni involvement for the boon of the membership (parents evening, experience sharing at GBMs)

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

          

Keeping the EB term as his/her priority Planning and Strategizing regarding the direction of the LC Planning and strategizing for their portfolios and defining the synergy points Focus on stakeholder experiences and make customer centric strategies to deliver high quality leadership experiences LIVING AIESEC and being ideal leaders for the GB to follow Aligning Department to the LC goals Department governance and accountability External relevance, impact and collaboration in whatever he/she does Connecting with the GB on a personal level Responsible for the TL support, guidance and reviewing Think BIG 

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

I propose the LCPs of the past 5 years be taken on the BoA (2009-2013) for the reviewing of the performance of the Local Chapter. This will not only increase the accountability to the plans but also LCPs being on the BoA can help the EB with insights and their opinions. This not only is a model for Governance & Accountability of the LC in 2014 but also is a very productive model for taking the LC forward. The EB can have quarterly reviews with the BoA and look for improvements and innovations  10. According to you, what role will AIESEC play in the city of Chandigarh as an International Youth Organization in 2015? In context to this, how will the year 2014 count to the progress to the same? According to me, AIESEC in 2015 would be doing what it exists for i.e Activating Leadership in the City Beautiful. It would be the leadership factory for its membership creating the best leaders there are, leaders with values and a vision. AIESEC would also ‘give’ an opportunity to other organisations to partner with us because of the relevance we have in the city and the impact we have generated in the previous years. These organisations would partner with us to get international talent to their organisations because we are known and proven to create a positive impact on the society, we are known as the most credible and diverse youth voice and because we are recognised as the first

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Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh choice partners across all the sectors. Not only the organisations but also the youth will realize the relevance of AIESEC and would go on international internships because of our ability to develop entrepreneurial leadership in the IT, Marketing, Business Administration, science and medical fields. With the elections coming up in 2014, I also envision government consulting AIESEC in the City Beautiful for its plans for the youth. 2014 – A Benchmark! 2014 will be the year when AIESEC in the City Evolves!

Please refer to Q3 of Section E | LC Administration to know how this will be done ď Š

Section F | Programmes 1. What will be the changes that will leverage the volume of AIESEC in Chandigarh ELD Experiences in 2013? How are these connected with the external environment?

Program

Evolution Proposed

Top 3 strategies

iGIP

*Capitalisation of IT as a sub-product

- Listening customers

*Market research and penetration/sales as per Sales & Demand analysis

- Fast and processes

oGIP

iGCDP

Relevance with External Market

to

our simple

*Sell GIP as a product

- Supply and Demand Management

*UR partnerships

- Social Media campaigns

*Branding YGIP

-Partnerships placement firms

*Capitalising peak

the

off

*Impact Measurement *Partnering with external organisations

Analysing the supply & demand and listening to our customers will make all the difference and delivery high quality experiences

- Reverse Matching

Youth go for technical international internships and get a global exposure. These people have the best experience and understanding of the economy after they come back

- Revenue Generation through project selling to support off peak realisations

Brings a lot of relevance as it is a direct impact and it can be showcased to be relevant externally

with

- Following PDM for measurement of impact and better quality in delivery - Pioneering iGCDP

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Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh oGCDP

*IXP to be a culture * New Market research and penetration

- UR and Campus units for its delivery -Expansions and SUs to drive growth in oGCDP -Extensive social media promotion and ORS capitalisation

TMP

*Short term opportunities

TMP

*Virtual TMP *Tracking of the TMP experiences

- PGS and monthly tracking of membership experiences through CIM systems

Global exposure to the youth of the city brings an edge to them and their thought process and makes them socially and economically aware and responsible After this evolution in the TMP, the TMP roles will be like the transitional phase to the TLPs ď Š

- GLE implementation - Providing Virtual TMP experiences to people

TLP

*Tracking and feedback of the TLP experiences * External certification

- Getting an educational institute to certify our program - A feedback mechanism for the TLs

Certification will increase the potential and relevance of the TLP in the city and this can be showcased externally

2. Please give your (probable) targets for the next year. Please justify the same, especially along the lines of: a. b. c. d.

Membership Volume & Experience Logistical Management Stakeholders Experience Delivery International Relations Portfolio Project Issue Health and Lifestyle Issue Cultural Understanding Issue Equal Rights GCDP-ICX Issue Poverty Reduction Issue Environment Issue Economic Growth Marketing IT GIP-ICX Business Administration ET In-Bound GCDP-OGX Out-Bound Expansions Education Marketing & Communication (Mgt) GIP-OGX IT Alumni TMP TLP

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Project Target 70 40 75 65 50 30 60 35 20 75 50 70 60 15 10 15 10

Portfolio Target

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350

180

180

50 2000 500


Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh

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a. Membership Volume & ExperienceEvery member will go through a high quality leadership experience based on the learning and development models for the membership. A lot of leadership opportunities to be given throughout the year. MB cycles to be quarterly. Average of 200 members to be in the LC to meet all the operational and functional requirements. Innovations like short term TMP and Virtual TMP to be brought in to give out more and more experiences. NPS will act as a feedback mechanism and will be tracked by CIM on the same basis. Membership to go through an international team experience through CEEDs and X+TMPs. A major focus will be on sending the membership on international conferences.

   

b. Logistical ManagementOffice by mid- February and maintain a strong and beautiful office culture  Finance managers to work in close synergy with all the other portfolios Trainee House to be kept outsourced in 2014 Having strong CIM tools for investment and RoI

  

c. Stakeholders Experience DeliveryParentso Parents evening to happen quarterly with alumni support o Monthly Parent newsletters to be sent to showcase the experience and development of their ward o Parents to know each and every thing about AIESEC and all the opportunities provided. Membershipo High quality leadership experience to be provided to every member o Tracking of their experience, growth and development o A very strong engagement plan for the entire membership o A lot of leadership opportunities to be provided throughout the year Clientso Quarterly review mechanism for all our client (CIM) o CRM to be a behaviour o Emphasising on market expansion through client referrals o Every client to have one fixed touch point o Constant engagement activities for the clients like forums, newsletters, etc Exchange Participantso Ensuring Proper job role and delivery model for the EPs o EPIC to happen when needed for the EP preparation and training o Tracking their experience and showcasing it o Re-integrating the EPs Traineeso Following the Project Delivery Model for better delivery and tracking impact o Every project team to have AIESEC experience as a team to ensure quality o Involving Trainees in the LC forums and other engagement activities o Opportunities like X+TMP/TLP

*NPS to remain a constant feedback mechanism and for tracking and showcasing experiences  

International Relationso Internal marketing campaigns like open heart, to get in sensible IR

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Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh o o o o

A lot of international experience opportunities to be given next year to the membership in forms of International conferences and CEEDs EB taskforce to work on IR as a whole for LC-LC, LC-MC partnerships and working on co-delivery Analysing supply and demand management CIM to work on IR through different IM portals like Opportunities portal, myaiesec.net and Podio

3. How important is the integration of Net Promoter Score in evaluation of our Program Delivery? What are the action steps that you propose leading to better delivery of our programs? Net Promoter Tool is the best feedback and marketing tool there can be. It not only tells us about our strengths but also about our ‘not so good’ areas where we need to improve. NPS also helps us in showcasing experiences which makes us imperially relevant. Action steps    

Making a standardised delivery model for all the portfolios based on the Project Delivery Model for better delivery of all the projects and higher quality CRM to be a behaviour and to be done quarterly NPS for all the stakeholders Feedback mechanism and tracking as a part of business sensing through CIM models Engagement forums for all the stakeholders to increase reliability and credibility

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

Project

Primary Portfolio Finance

Supporting Portfolio 1 All Exchangers

Supporting Portfolio 2 CIM

Timeline

Final Results from Project

Year Long

Better tracking, All books in place, Better investments driving growth, Increased ROI, Better processes, Legalization, Professional and Accountable

CIM

All Exchangers

All Exchange Support

Year Long

Standardization & BI Reports

CIM

Marketing

Year Long

Database of all the Documents Recorded. A maintained, updated documents wiki # of files stored on Podio, Myaiesec.net (all operation recorded) Internal Communication, Feedbacks, Processes Optimized, Legalization. Standardization of Documents and Visual materials to be presented to externals

Education/Trainin g

TM

CIM

Year Long

Recruitment

TM

Marketing

Budgeting & Tracking, Standardization of Contracts, Investment Module Knowledge Management & Communication as a Behaviour

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BD

February, August

Delivery of Resources and Learning to the membership to achieve Organizational goals New Members in the LC | Brand strengthening, Selling of recruitment as a product

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Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh Project Selling

iGCDP

BD

Marketing

Showcasing Impact and Social Media

Marketing

All Exchangers

TM, CIM

AM

TM

oGCDP

UR

Marketing

oGCDP

Reintegration

TM

oGCDP

Campus UNIT

oGCDP

TM

An

To start from January 2014 extensively Year Long

Year long oGIP

Marketing

Year Long

Projects from iGCDP/iGCDP as a product being sold Brand Strengthening | Credibility | Online EWA (COW) | Engagement of all Stakeholders | Strong Promoters of AIESEC oGCDP Conversions from AMs

Year Long

ELD Conversion - Establishing brand in internal Campus - Initiating Education support group Integrated Experience to EPs

Throughout the Year

Different campus Unit resulting in more raises and experience delivery

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Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh Section G | Functions 

External Relations

1. What is your understanding of External Relations and Business Development? What all according to you falls under the purview of the portfolio?

Business Development is basically entering into the new markets and capitalising on them as well as the existing market and making them sustainable. This is done through product development and generating and bringing in revenues for the Local Chapter. Business Development Includes      

Product development according to the requirement of the market. Making a product basket for all the existing products and selling them. Making the event calendar and ensuring its execution in terms of planning and revenue Handling Alumni Relations for the Local Chapter Handling the Boards of Advisors CRM is the responsibility of the VP BD In-kind raising for the Local Chapter

2. Give your (probable) ER target for the next year. Justify the same, considering the ground realities faced in the LC in 2013.

Product Recruitments

Target Rs 1,50,000

Balakalakaar

Rs 4,00,000

Youth to Business Forum

Rs 4,00,000

Project Selling

Rs 2,00,000

Organisation Partnerships

Rs 2,00,000

BoA and Alumni Funding

Rs 1,00,000

NEP

Rs 2,25,000

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Details Selling Recruitment as a project and this can be made relevant through certification of our TLP. Selling the January and August recruitments with Empower as a product Selling BKK on the basis of the direct impact it creates. BKK will have 2 pre-events clubbed with the impact week in synergy with iGCDP Selling Y2B as a product and getting in sponsorships. ISB will be a major help in selling the event Selling the iGCDP products based on the PDM. This will be easy because of the external relevance of iGCDP Getting in money from organisations like colleges and placement firms for OGX making OGX externally relevant and showcasing the same Getting the BoA and Alumni to support AIESEC and contribute to the sustainability 15 NEP Exchanges

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Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh Other Products

Rs 1,00,000

Total

Rs 17,75,000

Selling products like GBMs, LEADs, Empower, Global villages and also starting micro funding

3. What sources of revenue do you propose that will bring in regular income to the LC (apart from direct exchange programs)?      

Board of Advisors and Alumni Support funds Partnering organisations like placements firms, leadership development partners etc Micro funding (crowd sourcing) for iGCDP products Forums and events like GBMs, Global Villages, World Cuisine Festival Partnering with organisations for logo spaces and other deliverables Partnering with Tour and Travel agencies for ICX trainees and getting a commission through them

Financial Management

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

         

LC Yearly Budgeting and planning Baking Accounting, Book keeping and Reporting Investment planning- RoI model to be consulted Auditing of the entire Local Chapter KM for legalization Governance and Accountability Cash flow management Making sure the Financial policies are being followed Logistical Management of the Local Chapter

2. Define a financially sustainable LC. How do you envision AIESEC Chandigarh in 2014 with respect to financial sustainability? A financially sustainable LC is one which does not need any external funding to run its operations and is generating excess surplus to run them. A financially sustainable LC also has no bad debts/receivables and is free of any debt (internal or external). 2014 in respect to financial sustainability      

Book keeping and track of the cash flow All the programs to be budgets Every program generating surplus and is sustainable on its own Investments made on healthy RoI models No Liabilities/receivables Financial Policies being followed Education of members about Finance as a portfolio

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Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh 3

What long-term action steps do you propose that will prevent the LC from facing a similar financial situation as it did in the previous year?

     

4

Book keeping and tracking of all the cash flow Following of the Financial Policies Making iGCDP profitable through project selling to recover the recon and investments, if any Creating reserves for the LC Quarterly review of the Financial Plans Finance to be a part of all the Program plans and all the projects are to be budgeted

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

InflowiGCDP- Rs 8,00,000 oGCDP- Rs 18,00,000 iGIP- Rs 21,00,000 oGIP- Rs 8,00,000 BD- Rs 13,00,000

OutflowiGCDP- Rs 7,00,000 oGCDP- Rs 3,60,000 iGIP- Rs 3,60,000 oGIP- Rs 1,00,000 Misc- Rs 4,00,000 (conferences, subsidies, RnR)

Talent Management

1. What is your understanding of the distinction between TM as a function and TM as a program? Evaluate the performance of both in 2013.

TM as a Program  TM as a program includes making the TMP TLP in all the programs more efficient  Handling Associate membership  Planning the HR required in the LC  Reviewing of the membership goals and targets  OS capacity  TLP TMP Principles

TM as a Function  Recruitment  PGS  Induction & Allocation  Tracking the Learning and Development of the membership  Training  RnR

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

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Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh January 2013- (pocket recruitments)    

30 people were recruited, number of registrations- 120 Source of requirement – social media 2 reintegration Low retention rate as only 18 were retained

March 2013   

Source: social media and campus promotions Less form selling, thus less turn up Less retention Wanderlust was launched for OGX boost , but didn’t work out

May 2013  

A very small number of members were recruited to fulfil the program requirement Less retention due to no proper induction No OC. Very less promotions, hence little turn up.

August 2013    

Recruited 115 members, registrations 1600 Good induction and mentorship, thus good retention 1200 forms sold, thus relatively less turn up Raw and fresh membership  Retention Rate – 75%

Innovations for 2014          

Getting external for GDs and TAs making the selection procedure more effective Getting in sponsors for Recruitments Campus promotions and word of mouth to be the key strategies of promotions Lead!n’s in schools for a pipeline of membership Online promotions on social media and through PR agencies for a better pool to select from Defining the Value proposition of TMP/TLP and then selling the forms OGX would be pitched with recruitments in every YE, Empower, Lead!n Virtual and short term TMP/TLP experiences Competency based recruitments Recruitment to be done only twice a year TM as a Function to evolve as a whole.

3. Propose learning & development plan for 2014, and how would lead to evolution of membership learning curve and provide high quality leadership experiences.

Learning of Development should be a focus area for the LC to become relevant. 

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Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh

Promoting TMP TLP value proposition while recruitments. Personal Goal Setting of the membership

Competency based, virtual & short term TMPs Showcasing the Leadership Experiences for a relevance in the society and increased credibility

Making the engagement plan with defined value proposition and external relevance for every program

Quarterly review of the experiences and a feedback mechanism (NPS) to be in place for the same

External LEADs and forums for an added dimension to the leadership experiences

Tracking of the PGS and the growth curve on a quarterly basis by TM in synergy with CIM



Marketing

1. What emphasis does Marketing as a function hold currently for AIESEC in Chandigarh? Critically analyze the same. Also evaluate its contribution to growth in ELD programs.

Marketing has really been a boon for us when it comes to outreach and showcasing the experiences on social media. A lot of registrations have come in through marketing and the ORS has been tapped efficiently. Some bottlenecks that we face are no major contribution to GCDP or GIP. PR and partnerships could not be capitalised.

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Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh The Empower’s and Youth Empowerments delivered in Q3 got results in OGX and hence the UR was capitalised. The Process Based process OS in Q3 helped OGX to capitalise on the ORS and helped in better showcasing, thus more registrations. 2. How should Marketing evolve in the LC in 2014? How do you see it contributing to ELD programs in 2014?

Marketing in 2014 Evolves to focus on 2 things. 1. Brand 2. Sales Starting from 2014, Marketing should –      

Start showcasing AIESEC as a whole and not just its programs like GCDP and GIP. Marketing should capitalise on PR and Partnerships, because these are the two things that will make AIESEC more relevant to the outside world. Packaging the products and selling them to our partnering organisations. Using LEAD!ns/AIESEC Beta to get OGX registration and a pipeline for TMP. EwA should also be one of the focus areas of Marketing. Brand forums like Youth Empowerment, AIESEC Beta, Lead!ns, Balakalakaar, Y2B for increased credibility Marketing should focus only on Push and Pull strategies in 2014.

Communication & Information Management

1. What are the various spheres in the LC in which Communication & Information Management plays a huge role or can a play a huge role?      

Branding of AIESEC in Chandigarh in the Global network Process optimization (myaiesec.net, Podio, Opportunity Portal) Designing and creating content Internal Communication and defining its platform Documentation and its management (KM) Newsletter internally in the LC

2. Comment on how you envision the role of Information Systems in the functioning and administration of the local committee in 2014.

      

A strong model for tracking the membership experiences A CRM Model to get constant feedback from the clients Showcasing the AIESEC experience internally Stakeholder feedback mechanism A communication and engagement channel between the new conversions and AIESEC Taking all the feedback, analysing it and working on the issues with the VP responsible Grievance cell chair

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Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh Section H | Blank Page Challenge

Strategy, Systems and structures are more tangible and these can be influenced by the management of an organisation whereas, shared values, skills, staff and style are intangible and are influenced by the culture of an organisation. With Shared Values being in the centre of the model, it all starts from the shared values to the tangible elements and then the intangible elements but they all are inter-related. Current State of AIESEC in ChandigarhShared Values- I believe we can do a lot better in terms of ‘Living AIESEC’, i.e living the 6 values and doing things knowing its purpose. Strategy- It’s time we evolve our strategies. Our strategies are being carried forward from long time back. Structure- Our structure is simple, but can improve in the opportunities provided and its tracking. Systems- We have unwanted processes that slow down the entire organisation. Style- I believe the leadership needs to evolve and so do the experiences. Staff- AIESEC has brilliant staff  Skills- No competency based requirements, short term and virtual TMPs Ideal State of AIESEC in ChandigarhShared Values- Living and breathing the AIESEC Way Strategy- New strategies of capitalizing the market and time to become collaborative, relevant and inclusive Structure- Providing more high quality leadership experiences to the youth of the city Systems- Fast, simple and effective process and listening to our Customers. Feedback to be an important part of the processes. Style- The leadership needs to be thoughtful and daring Staff- AIESEC has brilliant staff  Skills- We need to move towards competency based requirements, short term and virtual TMPs

It’s time to Evolve and be relevant and ideal!

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Vidur Saini Manifesto 2014