For any organization there are different phases that it goes through. In the initial days the growth of the organization is tough and then comes a time when it becomes a high growth unit. It has different challenges and hurdles but the growth rate is faster and keeps increasing. On maturity, it reaches a point when this marginal growth of the organization starts decreasing. For AIESEC Delhi University 2012 was the year when we reached this maturity. 2013 was a year of innovation, a year to stabilize this growth and the relative growth dipped though we were still growing. It was this time, an year back, when we took over. After an year of innovation and after seeing failures and successes I was clear that this year is not going to be about heavy words and jazzy acronyms but about implementing simple basic things in the right way. ‘Do small things the right way, bigger things will fall in place’, this is something my AIESEC idol said once and I have always followed it and has worked brilliantly for me. We took our team stand ‘Lead as you desire to be led’. It was a simple statement that kept us on our toes every point in year. In the beginning we were just a group of people who were egoistic, had personal dreams and ambitions, opinioned, inquisitive and hungry for success (the success that we defined individually). It took us a few meetings, fights, arguments and a lot of chillouts to become that one team which had a common vision, looked at the same direction, defensive about the fort of AIESEC DU and competitive against the odds that we would face in the year. History was then made. It was an year of Leadership, Our Conviction and the Passion we had. It was not about me being the LCP but about the LC reflecting the true meaning of it. Leadership. Conviction. Passion.

- Vineet Arora

AIESEC DU History

2011 was when AIESEC DU shot up to be the best in the network, to be the highest performing entity of AIESEC India. There was just one goal, be the best. It was the first time ever any LC touched 100 in OGX. The HR processes evolved, AIESEC DU grew bigger and stronger.

2010 was the year where AIESEC DU understood that it needs to bring back its glory and be the number 1 in the network. It was an year where AIESEC DU set all its basic things right once again and the thirst of being the best was born.

2012 was the year where AIESEC DU grew immensely in its operations and strengthened all its support functions. All processes became stronger and we crossed 500 exchanges. We shot up in iGCDP immensely and once again we won the Best LC and 6 other awards but the year was beyond that and was about being professional and ideal. .

2013 was the year where AIESEC DU was in its 4th year of growth and needed to stabilize its scale, reset the processes which could have been more scalable. The mission of the year was to be internally ideal to become externally relevant. By the end the entity was moving towards idealism and had seen a lot of innovations in the year.

Context of 2014 2014 was an year where AIESEC DU not only had to maintain its position but also fight against the dipping relative growth and the odds that any organization faces while scaling up on such a high operational scale. This was the most interesting part about the year. We wanted to be that LC which shows way to the world about how to break the paradox of 500 exchanges and not only grow but grow sustainably and be more scalable with this growth. Number oriented, as we were termed by most of the other entities was indeed an inspiration for me and my team because it was a mindset we wanted to break that its not the number that an entity does but delivers experiences and irrespective of the scale it is possible to deliver high quality of leadership experiences. The year was not just about doing some programs and functions but about doing them the right way. Not doing marketing just to fill audits or meet national MOS but to actually contribute to programs in each way possible. TM not being just a recruitment machine but being the function that utilizes the human capital and focuses on its development with the objective of driving organizational and individual growth. CIM not just being a poster and booklet maker but being the strategic center of creating right processes for internal communication and knowledge management and above that being the brain of the LC. Finance not being a peon who goes and deposits cheques and maintains a bank account but strategically drives growth across programs through investments and makes the LC sustainable financially. Business Development not just a fundraiser but ‘develops business’ through sustainable partnerships and making AIESEC DU more externally relevant. Expansions was not just a source for ELD but entity establishment and holistic growth, making them scalable. And above all of that we wanted to grow in ELD.

not because we wanted to do more numbers but because we genuinely believe that these experiences create leaders. GCDP and GIP develop leadership across the world and AIESEC DU wanted to contribute as much as we could in what AIESEC wants to do as an organization in 2014.

We wanted the year to be about “Developing a stronger Team leader Program leading to AIESEC DU being Globally Number 1”. We believed that its not the MB that needs to be strong but the Team Leader Program so that the organization does not depend just on the people and their skill that they come in AIESEC with but on the process that can build such skills in this talent that AIESEC DU acquires. This could be done if the experience every TL of AIESEC DU goes through was truly empowering and built entrepreneurial leaders.

Today when I write this report I am extremely proud to say that we did meet the objectives of our year. I can safely say that our TLP is strong and the experiences our building entrepreneurial leaders and that we became the 2nd LC to cross 600 in the international network and 1st in India. Inspite of a high scale operation we did grow by double the relative growth of the previous year, sustainably and ready to scale higher. Today AIESEC DU stands at a stable, sustainable and scalable position. May 2015 be the year of Global Number 1 and its glory in the AIESEC network and more importantly in its relevance to Delhi.

AIESEC DU Experience Delivery

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Realiza1ons  

Mission of the year

“Developing a strong Team Leader Program leading to AIESEC DU being Globally Number 1. Growing in all programs and functions sustainably and making them

scalable. “

Key strategies and focus areas

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Structural evolution- Integration of functions

and programs

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AIESEC DU in 2013 and before

Earlier, the LC was in a structure where portfolios ‘synergised’ with each other and were dependent on each other for their own operations. This led to a lot of time delays and excessive interdependence. Efficiency also became a function of people relations. Structurally we wanted to move the LC into a stage where every portfolio becomes an independent business unit and does not depend on ‘synergy’ with other portfolios al the time. The back office becomes the main pillar of the LC on which it stands and functions are integrated into programs which leads to growth in each program. Bottom line of functions being to drive programs.

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Exchange Support and exchange are integrated and portfolios are self sustainable business units. This was done through OS Evolution and JD alignment across portfolios. Exchange Support managers in each department, Local trainers Team etc.

2014 was an year where AIESEC DU not only had to maintain its position but also fight against the dipping relative growth and the odds that any organization faces while scaling up on such a high operational scale. We wanted to be that LC which shows way to the world about how to break the paradox of 500 exchanges and not only grow but grow sustainably and be more scalable with this growth.

Apart from that, We wanted the year to be about “Developing a stronger Team leader Program leading to AIESEC DU being Globally Number 1”. We believed that its not the MB that needs to be strong but the Team Leader Program so that the organization does not depend just on the people and their skill that they come in AIESEC with but on the process that can build such skills in this talent pool that AIESEC DU acquires. This could be done if the experience every TL of AIESEC DU goes through was truly empowering and built entrepreneurial leaders

Performance TvA, Absolute Growth and Relative Growth:

• Highest performing L.C in India and third highest in the world with 604 exchange experience delivered.

• Target vs Achieved of 81.07% being one of the best in the country with respect to cluster A LC’s with overall target being 745 and achieved 604.

• Absolute growth of 53 and relative growth of 9.61%.

• With the exception of oGCDP, all programs showing positive growth

• Maximum performance in ICX in AIESEC India

• 4 expansions entities contributing to ELD

growth of the LC, legislating one entity as OE at ALC 2015.

• Progress and growth in all exchange support functions.

Financial and Talent strength and sustainability • With respect to Talent Management,

AIESEC DU has one of the strongest TM process in the network. We had 291 unique members in the entire year with an annual retention of 78.5% and average productivity of 4.8 exchanges per member and 84.8% team minimum implementation in the LC, which is highest across AIESEC India.

• The pipeline has always been strong with around 32 applicants for the EB 2014 and 100-110 applicants for the MB on an average.

• Further, AIESEC DU had a very advanced LnD process wherein the Learning and development was integrated across portfolios through lead, learning processes and personal skill development of the membership.

• The focus was on to build a strong team leader program and drive result through team members which happened and is reflected by high member productivity.

• With respect to Finances, AIESEC DU has a bank balance of approximately 6.5 lakhs with a fixed deposit of around 3 lakhs and 6 lakhs as recievables

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iGCDP   oGCDP   iGIP   oGIP   Total  

2014 - Realizations

Target  

Achieved  

• Finance has contributed in performance throughout the year in forms of various investments and ROI tracked. We invested 4 lakhs to get a return of 13 lakhs which is 204% ROI. • With exception of iGCDP, all portfolios are profit generating. Yearly turnover was around 61 Lakhs and profit of the year being above 6 lakhs.

Quality Experiences (NPS): •  Strong focus on quality in the year, the

focus being on driving customer centricity as a behavior in the LC through OS evolution, JD evolution.

•  Outsourced accommodation (new hostel partner) and cab partner for pickups to ensure proper logistics.

•  Proper project partners in place with pre planned agenda’s for better delivery of the projects.

•  Strong EP engagement reflected by high match to realize ratio in oGCDP and

oGIP. Pilot Projects and Innovations: AIESEC DU took forward the maximum number of national Pilot Projects and contributed immensely to the same: Unpaid GIP- In Q4 we raised a few clients for unpaid iGIP and are contributing to the international initiative. •  GIP-Short term internships: AIESEC DU

realized multiple Ep’s for the same. •  GIP-Emerging Markets: AIESEC DU has

aligned with International supply focussing on countries like Colombia, Egypt etc.

•  iGIP-SU’s: AIESEC DU initiated 3 SU’s for iGIP, Gurgaon, Noida and Faridabad in 2013. The same was very successful and gave results for the LC in 2014.

•  oGCDP-SU’s: O.P Jindal is the official SU of AIESEC DU.

•  Associate Membership: AIESEC DU had 8 AM’s for GCDP Projects (2 per project for 4 projects) while around 200 for Events. The same helped in delivery of our initiatives and contributed marginally to ELD as well.

•  Email Marketing •  BFIE: Completed the challenge by MC in

time, used the brand in all our promotional activities. was the only LC appreciated nationally for the efforts for BFIE.

•  Support Tool: One of the best ticket resolution and response time nationally. Record of highest number of tickets which shows the implementation of the channel.

•  Discover India: Appreciated nationally, one of the few LCs to make our page on the site fully functional. 

•  CRM workspace: 100% membership on the workspace, highest number of clients and meeting. Updated on the daily basis.

•  Return On Investment Tracking Mechanism: AIESEC DU pioneered it for AIESEC India. Link of KPI tracking: https://docs.google.com/a/aiesec.net/spreadsheets/d/1bEUreeAmO8uXVaJSqxbimMMyb61jUuUhyynbvoP22YQ/edit#gid=0

•  Zero cash transactions for Outgoing Exchange: A major innovation that helped to avoid cash leakages from the Local Chapter was the introduction of Zero cash transactions policy, wherein all money coming in the LC through OGX was through DD/Cheques/NEFT.

•  Program need based investments: 2014 saw investments not being asked by concerned VPs, but the portfolio suggesting the allocation of funds to different avenues of investment. This change of approach was introduced this year, which led to a 209% return on investments.

•  Legalization: As a major step in reducing high receivables, contracts were revamped. All the revamped contracts are now stored physically and virtually as a part of an initiative taken to curb high money in the market.

•  First 90 days: Successfully implemented first 90 days project leading to improved team minimum implementation, High productivity and membership loss.

•  Valid people analytics; Effective and rigorous tracking of all aspects of membership in accordance to team minimums with the help of TM super tracker and Attendance super tracker, also, considered as valid people analytics BCP. 

• Productivity; Focusing on operational induction and training of members to ensure every member is contributive and productive in the LC. 100% team leader s and managers contributed to exchanges, Alongside, team member contribution is as follows- iGCDP: 74.07%, oGCDP: 66.6% , iGIP: 80.9%, oGIP: 75%

• Retention; Reduced number of exits leading to final annual LC retention rate of 78.5% 

• Alumni Relations – We actively engaged over 290 alumni this year. We got ELD contribution out of alumni and raised around 3 lakhs from alumni. Alumni events, placement cells for alumni, mentorship for LC by alumni etc. were some of the initiatives we took.

• oGIP Creation of Exchange Participant ecosystem and self sufficiency of the EP pool. Change in internal behaviour, with inclusion of EPs as 'members' of AIESEC. Significant improvement in EP engagement and reduction in dropout rate.

• iGCDP process revamp- LC with the highest activity in Continuous TN Auditing (26 Requests vs 17 accepted).

• iGCDP Nationalized Projects - Running 2 out of 3 Nationalized projects, following the Project Minimums

• iGCDP Project Based Events -Focus on project based events like Discovering Hope and Global Village for revenue.

• Revenue generating Accommodation partner-Finding a new accommodation partner giving revenue of Rs 3,000 per intern

• Establishing a social support group where our clients form a support group to help AIESEC in its functioning.

• Starting Project Global Village for quick realizations in the summer cycle

• Doing the 1st MDP for iGCDP for Projects as well as long term Financial Sustainability.

• Expansions: - Aim was to establish projects complementing   our home projects.

• Diversification of JD:- Aim was to evolve Project JDs to be strong enough for automated matching.

New Issues:- Projects based on new issues to broaden matching range. •  Need based recruitment;  Ø Recruiting via backward planning and

talent planning to drive talent capacity. Pulling back recruitment by 1 month to match to program timelines. 

Ø No pocket recruitment, Only 2 major recruitment cycles recruiting 135 and 84 respectively. 

Ø MB Recruitment; Ø 6 Stage selection process to select not

only a high performer but a leader who can drive performance out of people. 

Ø Psychometric test, Application process, Case study, portfolio specific tasks, Team minimums implementation plan and Personal interview to filter and select the right leaders. 

•  Structural evolution;  Ø Customised OS of every department of

every portfolio.  Ø Reduced size of event OCs having 1

exchange OCP and one non exchange OCP with 4 OC members. 

Ø  Integration and Re-integration of Hr from exchange to non-exchange portfolios and vice-versa. 

Ø Bifurcation of team leaders and managers in the MB for better JD alignment. 

•  Local Training Seminars and induction; Ø Operational induction of newies

evolved of local training summits of 1 day long agenda. 

Ø Running fictitious local committee tracks for better organisational understanding and connect. 

Ø         

Transition and Sustainability •  Around 90 Projections for 2014 already •  1.37 Lakhs on paper for transitions. •  Initiated 4 expansion entities which are

expected to yield great results in 2014. Making AIESEC Kanpur an OE at ALC 2015.

•  All activities, conferences and events made profits.

•  January 2014- Delivered by the Outgoing team to ensure sustainability and a good start to next year.

•  Strong Leadership Transition •  Information Management: Knowledge

and Information drive folders made. •  Strong base for Alumni and BoA

capitalization due to activities in 2014. •  Training for Incoming Leadership: a)

Transition Days b) Individual Portfolio Meetings c) Transition tracking through this tracker- https://docs.google.com/spreadsheets/d/1UEZtEM_8IW0EVe60QpWrwUI3tPeh7y3AVv6xTm0vQmY/edit#gid=16

  National Contribution AIESEC DU contributed to the National network in manner possible. Various Regional Initiatives were taken, support in transition was given and pilots were taken. •  AIESEC DU 13 NST members, maximum

in the network. •  AIESEC DU maintained 4 IG’s in 2013

contributing to ELD and would legislate AIESEC In Kanpur as an OE at ALC 2015.

•  AIESEC DU has contributed the maximum in ICX in AIESEC India towards the 2014 goals.

Relevant Achievements: •  First LC in AIESEC India and 2nd in AIESC

international to cross 600 realizations in a year.

•  Highest performing entity of AESEC India. Sustainable and scalable.

•  Highest membership retention rate, productivity and team minimum implementation in AIESEC India.

•  Finance led to direct ELD growth. Entity

is financially strong and sustainable. Highest operational scale and TvsA. Highest investments in the network of Rs 4 lakhs leading to 204% ROI.

•  First LC to crack B2B marketing. Pioneered Email Marketing. Highest contribution to ELD through marketing in all 4 programs across the network. Outreach increase by 280%, increase in OGX applicants by 132% and engaged above 30,000 young students in the year.

•  Business Development saw an absolute growth of money realized by Rs 5,62,570 and a relative growth of 86% from last year. 

•  Innovative ways of fundraising and through sustainable avenues leading to 85% growth in funds raised and 85%+ T vs A. Engaged board, added support groups for events and development sector. Struck MDPs and sustainable annual partnerships. Highest GCDP sales in AIESEC India.

•  Maintained and developed 4 IGs, legislating AIESEC Kanpur to OE at ALC 2015, aligning to development blocks of AIESEC India.

•  Strong internal communication, network promotion, business intelligence and knowledge management in the LC. CIM becoming a behavior and integrated into programs. CIM led to tangible growth in ICX.

•  Maintaining high quality experience delivery be making customer centricity a behavior in the LC and reinforcing it through OS evolution and JD of members.

•  High National alignment and contribution. Active participation in national forums and pilot projects.

  Know Our Story http://vineetarora147.wix.com/aiesecdelhiuni2014

We thank you for your time. For any questions write to, vineetarora147@gmail.com

Vineet Arora Local Committee President 2014

AIESEC Delhi University

Signing off! Manzil

Lead as you desire to be led

Executive Body 2014 AIESEC Delhi University