The document outlines details for an Annual General Meeting, including projects undertaken, targets, and focus areas for different departments in each quarter of the year. Key details include: Projects undertaken by departments focus on documentation, CRM, market surveys, training, partnerships, and more. Targets are set for raises, matches, and rematches. Focus areas include talent capacity, partnerships, CRM/CEM, quality delivery, and vertical management. The organizational structures show the leadership under VPs, TLs, coordinators, and teams.

1. Annual General Meeting
Executive Body 2014 Ratification

2. Department Name:
SuiGeneris
Vision: To ensure each member lives IDE and
completely optimize organizational processes for
sustainability.
GIP ICX

3. Projects undertaken
Q1: Documentation Review(by Jan end), CRM drive, Market
survey for new entry points into IT market. SOPS
Q2: Matching training(with LTT) and IR management.
Q3: Implementation of EP experience tracking module. Intern
day.
Q4: Delivery IR partnership review, Market survey for Q1 –
2015.

4. Targets for each quarter
Q1: 50: 20: 7
Q2: 40: 30: 15
Q3: 31: 30: 30
Q4: 40: 18: 25

5. Focus Areas
Focus Areas
Strategies
1. Building talent
capacity and a good
department culture
1. Pushing huge responsibilities.
2. Utilising LTT for operational training.
3. Team interactions being about the big picture.
2. IR partnerships
1. Virtual engagement of interns and synergising with CIM
for EP experience tracking.
2.6partnerships with low supply countries and 4 with high
supply countries by showcasing JDs and EP experiences.
3. Making sure all forms are 100% complete and of good
JD.
3. CRM and CEM
1. Product Packaging GIP for ex-clients and showcasing
case studies.
2. Structuring client interactions.
3. Expectation setting document to ensure their case
study/ feedback.

6. Organizational Structure
VP GIPi
TL – Quality &
RMR
TL- RMR and
finance tracking
TL- RMR
(MT&BA)
TLRMR(IT&MT)

7. Department Name:
THE CENTURION
Vision: Keep it simple and Deliver
Happiness.
GIP ICX

8. Projects undertaken
Q1: Sales training, Revamping contracts and
Documenting procedures/processes.
Q2: IR Management, ways to match (CIM), Local reality
implementation of Discover India. Multi Dimensional
Partnerships for Schools.
Q3: Review and Reinvent, strategies. EP Growth reports.
External forums with Marketing.
Q4: Transitions and Pipeline management. CRM for
companies , EPs and Members.

9. Targets for each quarter
Q1:
50-16-8
Q2:
70-38-26
Q3:
50-34-36
Q4:
61-35-30
TOTAL : 231-123-100

10. Focus Areas
Focus Areas
Strategies
1. Talent Capacity
1. LCG Curves for each Member. Once in two weeks.
2. Member profiling, defining targets weekly.
3. Learn while doing, balance between training and
operations.
2. Multi Dimensional
Partnerships with
schools.
1. Raising venues for LCMs and converting 12th pass
outs as AMs for our various programs.
2. Being part of Educational forums and showcase
AIESEC at these events.
3. Running Leadership sessions for the students of
Schools.
3. Quality and CRM
1. Standardizing expectation settings and
operational timelines.
2. Structuring client interactions and feedback
mechanisms.
3. Emphasis on Discover India and Culture Shock,
and optimizing it for the local level.

11. Organizational Structure
ET Team Leader
CIM Coordinator
ET Team
Leader/Finance
coordinator
Vice President
Hospitality Team
Leader
HRM
Coordinator
Hospitality Team
Leader/NEP
Coordinator
Marketing Team
Leader
Marketing
Coordinator

12. Real Steel
Vision: developing and connecting young minded
global leaders to the corporate sphere through
professional internship opportunities.

13. Projects undertaken
CIM
• Business
Intelligence to
identify raising and
supply trends.
• CEM and Quality
tool.
• Data base
management
platform.
• BI
report, Consolidati
on of knowledge
hub
MARKETING
• Entry point ,UR’s
• Project outreach
• Social Media
spacing.
EXPANSIONS
• Foundation Base
of GIPO.
• Penetration into
various markets.
• CLOSURE and
Pipeline
management.
BUSINESS
DEVELOPMENT
• Product
packaging.
• Up scaling client
MDP.
• Events.
• Alumni
• NEP,
TALENT
MANAGEMENT
• Talent capacity.
• LND
• Membership
Profiling and PGS.

14. Focus Areas
Focus Areas
Strategies
1. Quality delivery
• SOP’s for Intern engagement.
• Showcase Impact.
• CEM
2. Product development
• CRM
• Process optimization
• Presence in external forums.
3. Vertical Management.
• Overall programme growth,
• Ensuring T vs A
• Strategy and direction.

15. Prodigy
Vision: AIESEC playing an integral part in every
young individual in the city by providing them
with professional and leadership development.
GIPo

16. Projects undertaken
Q1: Commerce Colleges and IR building
Q2:Tapping Engineering
Q3:Project with B.D to get alumni on
board (Alumni National Conference)
Q4:International Survey

17. Targets for each quarter
Q1:Ra-30 Ma-12 Re-2
Q2:Ra-20 Ma-15 Re-16
Q3:Ra-15 Ma-8 Re-8
Q4:Ra-10 Ma-7 Re-4

18. Focus Areas
Focus Areas
Strategies
1. Quality Raises
• Strict Screening Process
• Strong UR’s
• Alumni Capitalization
2. Building brand
internally and
externally
• YGIP as a brand
• Showcasing case studies
• Creating EP booklets
3. Building Talent
Capacity
• Aligning Personal and Professional
goals, Creating strong JD
• Training, tracking and coaching.
• Evaluation and mentorship

19. Organizational Structure

20. THE DREAM TEAM
Vision: To positively impact the society through
the highly integrated experiences we deliver,
being the first choice partner for our current
and future stakeholders.
GCDPi

21. Issues Undertaken
• Project Footprints [Child Rights]
• Project Women Empowerment [Women
Rights]
• Project Conserve [Environmental Issues]
• Project Healthcare [Health and Lifestyle]
• Project Worldview [Cultural Understanding]

22. Project Undertaken
• Q1: Setting up SOP, Project Conceptualization,
Synergizing with BD to raise funds
• Q2: Delivery management, Building IR, Event
conceptualization, Showcasing impact
• Q3: Delivery management, Customer Relations
Management, Showcasing impact,
Implementation of specialized teams [to
capitalize on off peak]
• Q4: Use of IR to match, creating Impact Booklets
[to facilitate easy transitions]

23. Targets for each quarter
Amrutha
Q1: 30 : 7 : 5
Q2: 80 : 33 :18
Q3: 40 : 10 : 28
Q4: 55 : 20 : 9
TOTAL : 205-70-60

24. Targets for each quarter
Swaroop
Q1: 61-15-18
Q2: 105-45-24
Q3: 30-21-35
Q4: 54-19-8
TOTAL : 250-100-85

25. Targets for each quarter
Meenakshi
Q1: 20-05-05
Q2: 70-44-25
Q3: 37-11-27
Q4: 63-20-13
TOTAL: 190-80-70

26. Focus Areas
Focus Areas
Strategies
1. International
Relations + Branding
to showcase impact
1. MC-LC + LC-LC Partnerships.
2. Showcasing of photos, videos, case studies, video
endorsements from clients and interns.
2. Delivering Quality
Experiences to:
• Exchange Participants
1. Revamp Job Descriptions.
2. Expectation Settings.
3. Bangalore Delivery Android Application for all Interns.
4. Implementation of GLE.
• Members
• Clients
3. Financial
Sustainability
1. CSR Solutions.
2. Tracking TN fee.
3. Avenues for Investment.

27. Organizational Structure
Vinay
Swaroop
Meenakshi
Amrutha
TL - Footprints
TL – Conserve
TL – Worldview
( 4 members )
(4 members)
(5 members)
TL – Conserve
TL – Worldview
(4 members)
( 5 members)
TL – Footprints
(4 members)
TL – Women
Empowerment
(3 members)
TL - Healthcare
(3 members)

28. GCDPo
Vision: Develop leaders to deliver
High Quality Experiences .
Supernova

31. Projects undertaken
Q1: Commerce Cycle,GCDPo Booklet ,IR
with Co-Delivery.
Q2: Engineering Cycle, Excel,EP Report.
Q3: Off-Peak Capitalization, IR
Q4: Pipeline, Co-Delivery, Annual EP
Report .

33. Focus Areas
Focus
Strategies
1. University Relations
*UR1, UR2
*Partnership Delivery
*Events and Fests.
2. CU’s, SU’s and
developing AD-HOC job
role
*Bottom-Top Approach
*Partnership with NGO’s and Language institutions
*Associate Membership Programme
3. iXP & Increasing
Matching Capacity
*Synergy with CIM and TM
*Excel Promotion
*EP Self-Matching

34. Organizational Structure
VP
TL Market
1
TL Market
2
TL Market
3
Ad-hoc
iXP
Manager

35. GCDP
Vision: To brand GCDP of AIESEC Bangalore in the
internal and external market and to provide quality
experience to our stakeholders

36. Projects undertaken
Q1:
•Revamp of project JD’s with
client expectations
•Talent Capacity for GCDP
•Project X (expansion project)
•UR with Marketing
Q3:
Off peak Capitalization
Branding GCDP
Synergy Projects
Q2:
•Project X (peak cycle)
•Quality (CEM) phase division
•Branding GCDP
•Synergy Projects
•External Partnerships with BD
Q4:
Winter is coming
JD revamp for winter cycle
Transition Project

37. Focus Areas
Strategies
1. Process
Improvement
and Product
Development
•Co-delivery
•Programme Support team TM ( delivery of EP leads)
•EP integration and re-integration
•CEM strategy
•Evolved JD’s
• Standardizing Reception Process
•Approach for UR
2. Quality
•Dividing quality into 3 phases
• Quality Tool
•Fire-fighting
•JD alignment
•Setting up of accommodation partners
•Delivery App for communications
•Increasing response rate for NPS
•Engagement avenues and induction
•“Train the trainee” Campaigns (OGX and ICX)

38. Focus
Strategy
Vertical Management
•Strategy Implementation
•Alignment to national association
•Performance Management
•Programme Growth
•Back office alignment
Synergy Management
•Finance Investments contributing to growth
•Marketing to increase market outreach and UR partnerships
•CIM
Expansions to contribute to numbers and brand credibility in
entities

39. BUSINESS DEVELOPMENT
Vision: Business Development as a credible
source to contribute to Experiential Leadership
Development and financial stability of the Local
Committee through external relevance.

40. Timelines
Product
Outcomes
January(ABAB JBM)
ASD
Lcong
-Engagement +Raises for GIPi
February(LBOA JBM)
Recruitment
-TMP/TLP
- Membership engagement
March
Y2B
- GCDPo + GIPo raises
April
Lcong
-Membership engagement
July
Roshni
-Project delivery
August(LBOA JBM)
Recruitment
GV
-TMP/TLP
-GCDPo raises
September
Alumni National
Congress
-Alumni Engagement
-GIPi raises + GIPo Raises
October
National Conference
Lcong
-Showcasing Bangalore to National audience
ASD
-Engagement + Raise for GIPi
May
June(ABAB JBM)
November(ABAB
JBM)
December

41. Targets for each quarter
Quarter
Funds Raised
Q1
2,00,000
Q2
3,00,000
Q3
2,00,000
Q4
NEP
Realizations
2,00,000
Rs. 15,00,000
40

42. Focus Areas
Focus Areas
Strategies
1. GCDPi Sales
-Generate Leads from Alumni and LBOA
-Work with external organization for 80G certificate
-Work with interns from a sales background to raise
2. Alumni
Relations
-Release of monthly Alumni Booklet
-Alumni National Congress
-Better engagement of alumni through ABAB
3. LC Sales
-Sell year long partnerships
-Focused markets

43. Organizational Structure
VP BD
ARM
TL Projects
TM
Intern Team
TL Sales
TM
TL NEP
(dual)
Coordinator
TL CRM
(dual)
Coordinator

44. COMMUNICATIONS AND INFORMATION MANAGEMENT
- “TEAM INTEL”
VISION:
To position and develop information management and internal
communication as a support tool to increase the LC productivity
and operational growth by maintaining the right kind of LC
virtual climate.

45. Projects undertaken
Quarter 1
1. Certification
Courses
2. IM Sorted –
Revival
3. Quod Creatio
4. Knowledge
Management
5. Business
Intelligence
6. Showcasing
7. Reporting
8. Size Does Matter
Quarter 2
1. IM Sorted –
Revival
2. Quod Creatio
3. Knowledge
Management
4. Business
Intelligence
5. Profiling
6. Showcasing
7. Reporting
8. Leadership
Development
9. AIESEC’ers
Abroad
10. Size Does Matter
Quarter 3
1. IM Sorted
Revival
2. Quod Creatio
3. Business
Intelligence
4. Profiling
5. Showcasing
6. Reporting
7. Leadership
Development
8. Size Does Matter
Quarter 4
1. Knowledge
Management
2. Business
Intelligence
3. Showcasing
4. Reporting
5. Leadership
Development
6. AIESEC’ers
Abroad
7. Size Does Matter

46. Targets for each Project
PROJECT UNDERTAKEN
1. Certification
2. IM Sorted - Revival
3. Quod Creatio
4. Knowledge Management
5. Business Intelligence
6. Profiling
7. Showcasing
8. Reporting
9. Leadership Development
10. AIESEC'ers Abroad
KEY PERFORMANCE INDICATOR
1. # of people taking the course
1. # of people attending the session.
1. # of Tools created. 2. # of processes optimized. 3. NPS response rate
1. # of Documents stored..2. # of viewers. 3. # of education booklets released. 4. # of policies created. 5. # of minutes taken
1.# BI created. 2. # of leads generated. 3. # of people recruited. 4. # of raises. 5. # of UR struck
1. # of profiles created
1. # of case studies created. 2. # of movies created. 3. # of video's recorded. 4. # of reports generated.5. # of blog articles written.
1. # of progress report created and sent.2. # of intern letters to home.3. # of reports generated.4. # of newsletters sent.5. # of viewers.
1. # of case studies released2. # of people attended.3. # of meetings
1. # of newsletters. 2. #of videos.3. # of viewers.4. # of LEAD. 5. # of survey's filled

47. Focus Areas
FOCUS AREA’s
STRATEGIES
1. BUSINESS
INTELLIGENCE
1. Quarter wise Business Intelligence Reports for all
Exchange Portfolio’s.
2. Business Intelligence Reports for Program Specific
Recruitments.
3. Business Intelligence Report for growth of expansion
entities with respect to Organizational Development
and not only portfolio specific.
2. IT+IM TOOLS
1.
2.
3.
4.
Android Application for Delivery.
Creation of a Database Management Platform.
Quality Tool implementation.
Education on Tools like myaiesec.net, GIS, Podio,
Support Tool and various Web Based Platforms.

48. FOCUS AREA’s
STRATEGIES
3. COMMUNICATION
(Internal + External)
1. Development of an internal
communication platform – Legacy
Supertracker.
2. Need based IR campaigns.
3. AIESEC’ers Abroad Project.
4. IM Sorted Revival
4. KNOWLEDGE
MANAGEMENT
1. Knowledge Hubs
2. BD Booklet, F Booklet, ABC of Marketing,
Membership Guide, TL Guide, Expansions
Booklet, IM-F-HR-Marketing Policies.

49. Organizational Structure
Creative
GCDP
Manager
Content
Generation
Impact
Recording
VP CIM
Creative
GIP
Manager
Content
Generation
IM
Manager
Impact
Recording

50. Expansions
Vision : To be the department which builds
organizations that credibly voice the youth
and develop entrepreneurial leaders.

51. Projects undertaken
Q1: Reinforcement
Q2: Lakshya
Q3: Branding and Marketing
Q4: Organization Development

52. Targets for each quarter
TMP
TLP
GCDPi
GCDPo
GIPi
GIPo
Quarter 1
30
7
7
2
4
0
Quarter 2
50
12
25
10
10
2
Quarter 3
70
18
10
0
10
0
Quarter 4
100
25
20
8
8
2
Contribution
10%
8%
25%
14%
14%
14%
NPS
2014
Finance
50
600000
Growth
800%

53. Focus Areas
Focus Areas
Strategies
1. Building Talent Capacity
1.1 Resource Pool Mapping
1.2 Backward Planning
1.3 Skill/Program based recruitment
2. Coaching visits/ Operational Training
driving growth
2.1 GAP Analysis of entities
2.2 Focus Program Contribution
3. Marketing Partnerships driving Entity
sustainability
3.1 Target based Marketing
3.2 Four cities outreach approach
3.3 In kind offers

54. Organizational Structure

55. Moral of the story?
Size Does Matter !
Thank You

56. Finance
Vision: To make AIESEC in Bangalore
financially sustainable and to
implement effective investments to
grow the LC across all portfolios.

57. Projects undertaken
• Automation of Invoice generation.
•Net Banking.
•Finance Education.
•Finance consultation to LC
projects.

58. Focus Areas
Focus Area
Strategy
Finance Tracking &
Management
• xero.com tracking
•Monthly Income/Expense of every department
•Finance checks with all departments.
•Automation of Invoice generation.
Investment and RoI
tracking
•Investment for hosting NSC.
•Department Investments.
•Workspace logistics[ eg: projector]
•Marketing.
Finance Education
•Finance Booklet.
•EB sessions and training F COs to train
departments.
Legality & Banking
•Maintaining Legal documents of the LC.
•Initiating Net Banking with updated signatories.4

59. Organizational Structure
VP F
F CO 1
[GCDPi]
F CO 2
[GCDPi]
F CO 3
[GCDPi]
F CO 1
[GCDPo]
F CO 2
[GCDPo]
F CO 3
[GCDPo]
F CO 1
[GIPi]
F CO 2
[GIPi]

60. Marketing
Vision: To brand AIESEC Bangalore
as the house of youth leaders &
smartest youth hub of Bangalore.

61. Projects undertaken
Q1:
1. Recruitment
2. University Partnerships – OGX
raising
3. Public Relations – Forums,
events
Q2:
1. Media Relations – Social, Print,
TV, Radio
2. University Partnerships
3. External forums – ICX raising and
Brand reputation
Q3:
1. Recruitment
2. University Partnerships
3. Media & External Partnerships
Q4:
1. University Relations
2. Recruitment – pipeline
3. External Partnerships

62. Key Performance Indicators
1.
2.
3.
4.
5.
No of OGX raises – 25
University Relations – 4 signed
Media Appearances – Minimum 2 per event
National Outreach
Turnout – 5:3:1

63. Focus Areas
Focus Areas
Strategies
1. Brand Reputation
1. External partnerships
2. Event attendance and organization
3. University Relations
2. Media Presence
1.
2.
3.
1.
2.
3.
3. On Ground
Campaigns
Social Media
Media Relations
Events
OGX Raising campaigns
Event Publicity
Public Relations

64. VP Marketing
TL Exchange
Social Media
Manager
Media &
Partnership
manager
Content and
Design X 2
GCDPo
GIPo
GIPi
GCDPi
Organizational Structure

65. Talent Management
Vision: To provide customized service to
each program in order to drive ELD
through membership .

66. Projects undertaken
Q1: Create HR Calendar, Recruitment driving ELD
(including AM)
Q2: Capitalization of Peak Exchange Cycles,
TMP TLP on X Reintegration of EPs, MB
Education
Q3: Recruitment, Developing Team Experiences, Case
Studies.
Q4: Succession Planning, Experience Catalogue, MB
Education
Year Long Process : Performance Management,
Associate Membership

67. Focus Areas
Focus Areas
Strategies
1. Performance Management
Evolving Processes
Developing Accountability in the GB
EB to MB engagement/accountability
2. Team Experiences
Customized Recruitment, Mentorship Module,
Engagement Module
Meet Team Minimum
3. Associate Membership as
Recruitment Strategy
Setting up CU’s
Using CU’s to drive oGCDP, iXPs

68. Targets for each quarter
Q1: 150 TMP 40 TLP
Q2: 300 TMP , 80 TLP
Q3: 300 TMP, 80 TLP
Q4: 250 TMP, 90 TLP
Total:

69. Organizational Structure
VP TM
Associate
Membership
Manager
Associate
Membership
Coordinator
Associate
Membership
Coordinator
HR Managers (3)
Recruitment
Manager

70. Learning And Development
TEAM YODA
Vision: Learning and Development as a credible
source to contribute to Experiential Leadership
Development through operational training and
personal development, therefore driving
performance.

71. Projects undertaken
Q1: Timeline creation,
Operational Induction
Module, IR management
for GCDPo & GCDPi, sales
training for GIPi
Q2: Team and performance
assessment, LEAD
partnership, Project
conceptualization for GCDPi,
Screening procedure for GIPo,
Train the Trainee campaign,
Learning Curve Check
Q3: SOP
refreshment, Operati
onal Induction
Module, Mentorship
with Alumni
Q4: Team management,
Transition LEAD, NSC
Output at Lcong, Train the
Trainee campaign,
Mentorship , Yearly
performance assessment

72. Targets for each quarter
Q1 : LTT timeline creation and implementation , SOP
refreshment
Q2 : Operational Induction Module [Minimum exchange
per recruit] , 1 LEAD partnership confirmation, Training
effectiveness report for entire OS
Q3 : SOP refreshment, : Operational Induction Module
[Minimum exchange per recruit]
Q4 : Team management training, Transition LEADs
Yearly target : [Bare minimum]
Number of LTT sessions : 10
Number of LEAD sessions : 20

73. Focus Areas
Focus Areas
Strategies
1. Implementation of
Operational Induction
1. LTT to drive training operations
2. Operational Induction Module
3. Refresh of SOPs pre-peak cycles
2. Team specific LEADs
3. Member
development driving
ELD
1. External partnerships
2. LEAD delivered as per team specifics;
ELD outcome tracked
1. Mentorship [Alumni]
2. Operational Training Assessment

74. Organizational Structure
Vice President
LTT X 8

75. AIESEC in Bangalore Vision
Vision: AIESEC in Bangalore will be the first
choice partner to activate leadership in the
youth to deliver positive change.

76. EB Stance
Together WE Progress |Leave a Legacy

77. Focus Programme GCDPo
• Adding most resources and HR
• Priority
• Most Return on investments

78. Focus Areas
Focus Areas
Strategies
1. Expansions to Market Survey – To understand what Universities(IIMB), small cities have
build LC
the potential of AIESEC growing and no. programmes they can take up
Capacity
effectively.
Talent Planning and building an effective communication model based.
External Collaboration – Use Universities, student based organization and
student clubs to build an AIESEC entity
2. Building
Talent Capacity
Recruitment
Where do we stand right now? Are our members happy? Can we enlarge
and enrich their AIESEC exp?
Standardize and Decentralize – Standardize TM processes

79. Year Calendar
LCONG
OCT
LCM
WEEK 4
EBM
WEEK 3
NLS JAN
EBM
WEEK 1
NSC OCT
LCONG JAN
MBM
WEEK LC DAY
2
MNC MAR
JNC JUNE
LCONG
APRIL

80. Total Experiences
R
GIPi
GIPo
GCDPi
GCDPo
TOTAL X
TMP
TLP
M
392
65
645
241
1343
R
221
42
250
163
676
177
30
215
135
557
1000
290
1847

81. Organizational Structure
President
Vice President Exchange
Development
[VP XD GIP]
VP - iGIP
VP - iGIP
VP oGIP
VP BD
VP - F
VP M
VP TM
VP CIM
VP Expansio
ns
Vice President Exchange Development
[VP XD GCDP]
VP oGCD
P
VP oGCD
P
VP iGCDP
VP iGCDP
+ LND
VP iGCDP

82. EB NAME
• IS
• IS
• IS