Download - Vidur Saini Manifesto 2014
Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh
An
Evolutionary Today For a
Revolutionary Tomorrow
An
Evolutionary Today For a
Revolutionary Tomorrow
VIDUR SAINI
APPLICANT FOR LOCAL COMMITTEE PRESIDENT 2014
AIESEC IN CHANDIGARH
Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh
An
Evolutionary Today For a
Revolutionary Tomorrow
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
Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh
An
Evolutionary Today For a
Revolutionary Tomorrow
Section B | Personal Information
Name Date of Birth
Vidur Saini 12.05.1994
Address #12, Village Sultanpur, Ambala City
Phone Number E-mail
+91-9671948866, +91-9878935295 [email protected], [email protected]
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 Skill Level Packages
MS Office
Excellent Word, Excel, PowerPoint, Outlook, One Note, Publisher
Designing Internet Movie Making
Good Excellent Good
Photoshop, CorelDraw Chrome, Safari, IE, Safari
Power Director, Windows Movie Maker
Interests
Reading | Cricket | Travelling | Internet | Muscle Training | Food
Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh
An
Evolutionary Today For a
Revolutionary Tomorrow
Section C | AIESEC Experience
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
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.
Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh
An
Evolutionary Today For a
Revolutionary Tomorrow
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
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
2. What have been your main achievements and non-achievements in AIESEC in the past? (Mention a max of
three each)
Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh
An
Evolutionary Today For a
Revolutionary Tomorrow
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.
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
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.
3. List the Local/ National/ International conferences you have attended and in what capacity.
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?
Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh
An
Evolutionary Today For a
Revolutionary Tomorrow
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
Every experience in AIESEC gives you a learning, here are the basic 3 I derive at this point of time-
1. 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
There are a multiple reasons that made me take on 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.
5. What are your three basic Learnings/Values for life, which you have derived through your AIESEC
experience? (Answer objectively)
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?
2.
Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh
An
Evolutionary Today For a
Revolutionary Tomorrow
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 suited-
1. 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.
Career Goals Personal Goals
Short Term- Finish my graduation with a decent
score and in time
Short Term- Become the LCP of AIESEC in
Chandigarh Get lean again Travel to 3 countries by the age of 21
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
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.
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.
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?
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?
Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh
An
Evolutionary Today For a
Revolutionary Tomorrow
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.
Strengths-
Passionate 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.
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-
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.
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.
Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh
An
Evolutionary Today For a
Revolutionary Tomorrow
Creating Purposeful Leaders driven by values and passion to build to last.
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
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
6. Describe your leadership style? Explain how your style will be suitable for AIESEC Chandigarh in it’s current
state.
1. List down the different aspects of the job role of an LCP.
Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh
An
Evolutionary Today For a
Revolutionary Tomorrow
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
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.
Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh
An
Evolutionary Today For a
Revolutionary Tomorrow
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
•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
Experiecne Tracking
•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
•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
Fund Raising and investments
•Driving growth in all the programs iGCDP, oGCDP, iGIP and oGIP through market research and penetration
•Tapping on the ORS and social media to drive OGX
•Expanding into newer markets and cities like Shimla etc.
Growth in all Programs through expanding the market
3. What focus areas do you propose for AIESEC in Chandigarh in 2014? Give action steps that will contribute
to these focus areas.
Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh
An
Evolutionary Today For a
Revolutionary Tomorrow
Exchange Organisational Structure-
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
LCP
VP iGCDP (2)
OCP Poverty Reduction
OCP Cultural Understanding
OCP Econmic Growth
OCP Health and Lifestyle
OCP Environment
OCP Equal Right
OCP Project Selling and Market Expansion
VP oGCDP (2)
TL University Relations (3)
TL IR & Delivery (2)
TL AIESEC Experience &
Exchange Support
VP iGIP (2)
TL Operaions (6)
TL Functional (2)
VP oGIP
TL Education
TL Marketing
TL AIESEC Experience
TL IR
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.
VP LCD
LCC Dehradun
Shimla CO-ordinator
Expansions Manager (2)
Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh
An
Evolutionary Today For a
Revolutionary Tomorrow
Exchange Support Organisational Structure-
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.
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.
LCP
VP Marketing
TL Social Media Manager
TL Partnerships and PR
TL AIESEC Expereince (2)
VP Business Development
TL Sales and delivery (2)
TL Alumni Relations
VP CIM
Program CIM Manager (2)
Stakeholder Feedback Manager
VP Finance
Finance Managers (3)
VP Talent Management
AM Manager
TM Function Manager
TM Program Manager
6. Give an activity calendar of AIESEC in Chandigarh for the year 2014.
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?
Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh
An
Evolutionary Today For a
Revolutionary Tomorrow
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 Local
Congress
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)
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
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?
Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh
An
Evolutionary Today For a
Revolutionary Tomorrow
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)
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
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
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
8. Describe the role a VP will play in the LC (around performance & attitude) in 2014.
9. Propose a Governance & Accountability model for the LC for the year 2014.
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?
Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh
An
Evolutionary Today For a
Revolutionary Tomorrow
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
Section F | Programmes
Program Evolution Proposed Top 3 strategies Relevance with
External Market
iGIP *Capitalisation of IT as a
sub-product
*Market research and
penetration/sales as per
Sales & Demand analysis
*Sell GIP as a product
- Listening to our
customers
- Fast and simple
processes
- Supply and Demand
Management
Analysing the supply &
demand and listening to
our customers will make
all the difference and
delivery high quality
experiences
oGIP *UR partnerships
*Branding YGIP
- Social Media campaigns
-Partnerships with
placement firms
- 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
iGCDP *Capitalising the off
peak
*Impact Measurement
*Partnering with
external organisations
- Revenue Generation
through project selling to
support off peak
realisations
- Following PDM for
measurement of impact
and better quality in
delivery
- Pioneering iGCDP
Brings a lot of relevance
as it is a direct impact
and it can be showcased
to be relevant externally
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?
Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh
An
Evolutionary Today For a
Revolutionary Tomorrow
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
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
TMP *Short term TMP
opportunities
*Virtual TMP
*Tracking of the TMP
experiences
- PGS and monthly
tracking of membership
experiences through CIM
systems
- GLE implementation
- Providing Virtual TMP
experiences to people
After this evolution in the
TMP, the TMP roles will
be like the transitional
phase to the TLPs
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
a. Membership Volume & Experience
b. Logistical Management
c. Stakeholders Experience Delivery
d. International Relations
Portfolio Project Project Target Portfolio Target
GCDP-ICX
Issue Health and Lifestyle 70
350
Issue Cultural Understanding 40
Issue Equal Rights 75
Issue Poverty Reduction 65
Issue Environment 50
Issue Economic Growth 30
GIP-ICX
Marketing 60
180
IT 35
Business Administration 20
ET 75
GCDP-OGX
In-Bound 50
180 Out-Bound 70
Expansions 60
GIP-OGX
Education 15
50 Marketing & Communication (Mgt) 10
IT 15
Alumni 10
TMP 2000
TLP 500
2. Please give your (probable) targets for the next year. Please justify the same, especially along the lines of:
Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh
An
Evolutionary Today For a
Revolutionary Tomorrow
a. Membership Volume & Experience-
Every 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 Management-
Office 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 Delivery-
Parents-
o 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.
Membership-
o 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
Clients-
o 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 Participants-
o 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
Trainees-
o 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 Relations-
o Internal marketing campaigns like open heart, to get in sensible IR
Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh
An
Evolutionary Today For a
Revolutionary Tomorrow
o A lot of international experience opportunities to be given next year to the
membership in forms of International conferences and CEEDs
o EB taskforce to work on IR as a whole for LC-LC, LC-MC partnerships and working on
co-delivery
o Analysing supply and demand management
o CIM to work on IR through different IM portals like Opportunities portal,
myaiesec.net and Podio
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
Project Primary Portfolio
Supporting Portfolio 1
Supporting Portfolio 2
Timeline Final Results from Project
Budgeting & Tracking, Standardization of Contracts, Investment Module
Finance All Exchangers
CIM Year Long Better tracking, All books in place, Better investments driving growth, Increased ROI, Better processes, Legalization, Professional and Accountable
Knowledge Management & Communication as a Behaviour
CIM All Exchangers
All Exchange Support
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 & BI Reports
CIM
Marketing Year Long Standardization of Documents and Visual materials to be presented to externals
Education/Training
TM CIM Year Long Delivery of Resources and Learning to the membership to achieve Organizational goals
Recruitment TM Marketing BD February, August
New Members in the LC | Brand strengthening, Selling of recruitment as a product
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?
4. Propose key synergy areas for GCDP & GIP, and how it would lead to growth of GCDP & GIP. Be as
elaborate as possible.
Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh
An
Evolutionary Today For a
Revolutionary Tomorrow
Project Selling iGCDP BD Marketing To start from January 2014 extensively
Projects from iGCDP/iGCDP as a product being sold
Showcasing Impact and Social Media
Marketing All Exchangers
TM, CIM Year Long Brand Strengthening | Credibility | Online EWA (COW) | Engagement of all Stakeholders | Strong Promoters of AIESEC
AM TM oGCDP Year long oGCDP Conversions from AMs
UR Marketing oGCDP oGIP Year Long ELD Conversion - Establishing brand in internal Campus - Initiating Education support group
Reintegration TM oGCDP Year Long Integrated Experience to EPs
Campus UNIT oGCDP TM Marketing Throughout the Year
Different campus Unit resulting in more raises and experience delivery
Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh
An
Evolutionary Today For a
Revolutionary Tomorrow
Section G | Functions
External Relations
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
Product Target Details
Recruitments Rs 1,50,000 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
Balakalakaar Rs 4,00,000 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
Youth to Business Forum Rs 4,00,000 Selling Y2B as a product and getting in sponsorships. ISB will be a major help in selling the event
Project Selling Rs 2,00,000 Selling the iGCDP products based on the PDM. This will be easy because of the external relevance of iGCDP
Organisation Partnerships Rs 2,00,000 Getting in money from organisations like colleges and placement firms for OGX making OGX externally relevant and showcasing the same
BoA and Alumni Funding Rs 1,00,000 Getting the BoA and Alumni to support AIESEC and contribute to the sustainability
NEP Rs 2,25,000 15 NEP Exchanges
1. What is your understanding of External Relations and Business Development? What all according to you
falls under the purview of the portfolio?
2. Give your (probable) ER target for the next year. Justify the same, considering the ground realities faced in
the LC in 2013.
Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh
An
Evolutionary Today For a
Revolutionary Tomorrow
Other Products Rs 1,00,000 Selling products like GBMs, LEADs, Empower, Global villages and also starting micro funding
Total Rs 17,75,000
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
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
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
3. What sources of revenue do you propose that will bring in regular income to the LC (apart from direct
exchange programs)?
1. Describe your understanding of the role of Vice-President Finance in the LC.
2. Define a financially sustainable LC. How do you envision AIESEC Chandigarh in 2014 with respect to
financial sustainability?
Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh
An
Evolutionary Today For a
Revolutionary Tomorrow
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
Inflow- iGCDP- Rs 8,00,000 oGCDP- Rs 18,00,000 iGIP- Rs 21,00,000 oGIP- Rs 8,00,000 BD- Rs 13,00,000
Outflow- iGCDP- 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
TM as a Program TM as a Function
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
Recruitment
PGS
Induction & Allocation
Tracking the Learning and Development of the membership
Training
RnR
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 Attach an outline budget with respect to your ELD program targets, including ER income from events,
collaborations etc.
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.
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?
Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh
An
Evolutionary Today For a
Revolutionary Tomorrow
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.
Learning of Development should be a focus area for the LC to become relevant.
3. Propose learning & development plan for 2014, and how would lead to evolution of membership
learning curve and provide high quality leadership experiences.
Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh
An
Evolutionary Today For a
Revolutionary Tomorrow
Marketing
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.
Promoting TMP TLP value proposition
while recruitments. Personal Goal Setting
of the membership
Competency based, virtual & short term
TMPs
Making the engagement plan with
defined value proposition and
external relevance for every program
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
Quarterly review of the experiences and a feedback mechanism
(NPS) to be in place for the same
Showcasing the Leadership
Experiences for a relevance in the
society and increased credibility
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.
Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh
An
Evolutionary Today For a
Revolutionary Tomorrow
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.
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
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
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
2. How should Marketing evolve in the LC in 2014? How do you see it contributing to ELD programs in
2014?
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?
2. Comment on how you envision the role of Information Systems in the functioning and administration of the
local committee in 2014.
Vidur Saini | Manifesto for Local Committee President 2014 | AIESEC Chandigarh
An
Evolutionary Today For a
Revolutionary Tomorrow
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 Chandigarh-
Shared 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 Chandigarh-
Shared 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!