The document discusses evolving AIESEC India's organizational structure to better achieve its goals of providing leadership development experiences to young people. It proposes creating "Specialized Units" focused on specific programs like Outgoing Global Talent Programs. These SUs would have program heads and VPs overseeing projects/sub-products. The core support team would include functions like Business Development, Marketing, and Finance. Setting clear roles, communication channels, and accountability is important for an SU structure to be effective. Smaller LCs could implement a similar structure under Directors instead of full SUs initially.

1.
AIESEC
India
–
Organizational
Structure
Evolution
Why?
-­‐Providing
the
right
leadership
development
experience
to
young
people
thereby
enabling
the
development
of
their
values
and
competencies.
We
need
to
create
accessible
and
better
experiences
for
the
transformation
of
more
young
people.
Through
this
we
will
ACHIEVE
2012-­‐13
and
showcase
our
relevance
and
contribution
to
India.
-­‐
It
is
important
to
have
a
structure
that
is
not
limiting
our
talent
capacity
but
actually
enhancing
it
and
helping
us
to
grow.
-­‐
Focused
Productivity
leading
to
GCDP
GIP
growth.(or
growth
of
the
programe
your
LC
is
focusing
on)
How
are
we
moving
towards
2013?
Expanding
AIESEC
Network
in
India
Financial
Sustainability
driving
growth
Collaborations
across
sectors
Brand
&
Information
Management
Legalization
Programme
Delivery
EfMiciency

2.
What
are
we
moving
towards?
TMP
-­‐
20000
Outgoing
–
550
Incoming
–
1900
TLP
-­‐
6000
Outgoing
-­‐
2200
Incoming
-­‐
3500

3.
Specialized
U nits
How
do
I
design
and
customize
my
SU
structure?
-­‐ Pick
your
focus
Programme/programmes
(maximum
2)
-­‐ Create
an
OS
for
the
entire
programme
and
point
out
key
synergy
points
between
the
programme
head
(SU)
head
and
the
support
functions.
• What
does
an
oGCDP
SU
look
like?
Case
1:
For
example,
I
am
an
LC
X
and
I
have
200
members
right
now.
My
focus
Programme
for
the
coming
year
is
OGX.
(In
particular
oGCDP)
Case
2:
“I
am
a
high
potential
LC
who
wants
to
grow
exponentially
in
oGCDP”
LCP
Core
Support
SU
oGCDP
oGIP
2
VPs
iGIPX
2
VPs
iGCDP
Team
3-­‐4
VPs
TLs
TLs
TLs
oGCDP
TLs
In
the
above
example:
-­‐ My
LC
has
an
OGX
SU.
The
OGX
SU
can
have
up
to
150
people
just
working
on
OGX.
LC.
However
it
is
important
not
to
start
with
a
number
like
150.
It
is
suggested
to
start
with
about
30-­‐40
people
and
scale
it
up.

4.
-­‐ It
is
crucial
for
the
right
person
to
handle
an
SU
because
it
will
mean
handling
2
layers
and
more
people.
-­‐ My
LC’s
iGIP
iGCDP
functions
run
in
the
regular
OS
with
the
proposed
programme
structure.
-­‐ The
Core
support
team
will
be
BD,
Marketing,
IM,
TM,
Expansions
and
Finance.
-­‐ The
core
team
(including
exchangers)
should
not
be
more
than
12-­‐13
people.
-­‐ The
OGX
SU
in
this
case
can
have
VPs
handling
specific
projects/sub-­‐
products,
countries
or
universities.
-­‐ The
core
teams
NEEDS
to
get
strong
operational
and
leadership
training
and
have
very
good
understanding
of
our
organizational
essence.
-­‐ Suggestion
-­‐
TM
needs
to
have
a
coordinator
in
the
SU
to
ensure
better
management
of
membership.
Case
3:
-­‐
“My
LC
has
two
focus
programmes
–
oGCDP
and
iGIP
and
has
the
talent
capacity
to
handle
two
SUs
then
I
can
have
a
structure
with
2
SUs”
LCP
Core
Support
SU
oGCDP
oGIP
SU
iGIP
2
VPs
iGCDP
Team
3-­‐4
VPs
TLs
2
VPs
TLs
oGCDP
TLs
TLs

5.
• What
are
some
of
the
things
the
LCP
has
to
define
very
clearly
for
this
structure
to
work?
-­‐ Synergy
on
the
core
team.
-­‐ Regular
(at
least
once
in
ten
days)
core
team
meeting.
-­‐ Roles
and
responsibility
of
each
individual
on
the
team.
-­‐ Clear
rules
and
policies
for
the
working
of
the
SU.
-­‐ An
excellent
internal
communication
channel.
-­‐ Keeping
the
core
team
very
accountable
to
their
goals.
If
the
core
team
doesn’t
work,
the
whole
structure
will
not.
-­‐ Delegating
well
to
manage
volume
-­‐ A
SU
head
can
have
his
own
meetings
with
the
SU
and
the
entire
team
and
LCP
don’t
always
need
to
be
a
part
of
these
meetings.
If
your
LC
does
not
have
the
capacity
to
initiate
an
SU
but
wants
to
get
to
that
stage,
you
can
have
a
similar
structure
with
fewer
people
under
each
Director.
Once
this
works
you
can
evolve
to
SUs
in
the
following
year.
Example
for
Director
structure
-­‐
oGCDP
LCP
VPoGCDP
2
VP
2
VP
1
VP
oGIP
Support
iGIPs
iGCDPs
Team
2
VP
iGCDP
TLs
TLs
TLs
TLs
TLs
Note
–
The
VPs
will
be
under
a
director
in
the
case
of
oGCDP
but
will
still
be
part
of
the
EB
team.
They
might
or
might
not
be
part
of
some
meetings
depending
on
the
need.

6.
-­‐
Regular
OS
LCP
2
VP
1-­‐2
VP
Support
VP
iGIP
VP
oGIP
iGCDP
oGCDP
team
TLs
TLs
TLs
TLs
TLs
-­‐ The
most
important
thing
about
this
structure
is
having
a
VERY
STRONG
MB.
-­‐ The
core
team
will
not
have
more
than
10-­‐11
people.
-­‐ The
core
support
team
consists
of
Marketing,
BD,
TM,
Expansions
(if
the
LC
has
taken
up
an
expansion
initiative),
and
IM.
-­‐ The
VPs
for
exchange
will
have
to
have
minimum
4
TLs
each
with
4-­‐5
members
under
each
TL.
-­‐ The
idea
is
to
have
enough
HR
working
with
a
VP
but
not
having
a
huge
EB.
-­‐ TLs
need
to
get
very
good
operational
and
leadership
training.
-­‐ VPs
need
to
manage
TLs
very
well
to
ensure
productivity.
-­‐ University
based
LCs
like
Manipal
and
IIT
KGP
can
have
an
increased
focus
on
OGX
and
have
even
2
VPs
for
the
same.

7.
Example
of
an
SU
for
oGCDP:
-­‐ oGCDP
JOB
ROLE
OF
SU
head
for
OGX
and
his
team:
Team
Purpose
To
develop
global
entrepreneurial
leaders
who
can
create
a
positive
impact
on
society.
Job
Description
and
role
of
VP
• International
Relations
(Incoming/Outgoing
CEED
and
Internal
marketing
strategy)
• To
develop
strategies
for
oGCDP
and
growth
based
on
research
&
discussion
and
to
periodically
track
&
analyze
global
and
national
exchange
trends.
• Implementation
of
Growth
drivers
• Marketing
Strategy
and
external
collaboration.
• Market
penetration
through
Overlooking
recruitment,
induction,
preparation&
delivery
of
EPs
in
the
LC
• Touch
point
for
the
directors
• To
co-­‐ordinate
with
other
functions.
• To
provide
overall
direction
and
guidance
to
the
operational
activities
of
the
organization
with
the
objective
of
maximizing
growth
• Synergy
with
VP
Expansions
to
drive
OGX.
• Touch
point
for
Directors.
• Overlooking
recruitment,
induction,
preparation
&
delivery
of
EPs
in
the
LC.
• Analysis
of
the
Global
Supply
&
Demand
&
Alignment
of
the
LC
to
it.
Specific
deliverables
• Ensuring
high
delivery
&
realization
rates
in
the
LC
• Ensuring
that
every
EP
goes
through
the
entire
EP
process
(Excellent
Process
Implementation)
• Market
Capitalization.
• Ensuring
high
quality
EPs
are
recruited
(Excellent
Selection
Process)
• Making
sure
oGCDP
is
branded
properly
in
the
local
reality
along
with
VP
marketing.
• Achievement
of
the
Ra
Ma
Re
Targets
Specific
skills
required
Very
good
Communication
skills,
Presentation
skills,
Analytical
skills,
Pro-­‐active
learning,
Global
mindset,
Ability
to
manage
multiple
things
at
a
given
point
of
time.

8.
AIESEC
Knowledge
required
AIESEC
Way,
2015,
AIESEC
Global
Supply
&
Demand,
oGCDP
knowledge.
Proposed
Structure
for
the
team:
LC
VP
oGCDP/SU
head
Director
Director
Director
TL
UR
TL
TL
IR
and
TL
IR
and
and
AIESEC
TL
UR
matchig
TL
UR
matching
TL
IR
matching
XP
-­‐The
directors
are
handling
specific
universities.
-­‐
The
TL
AIESEC
XP
and
Delivery
is
a
TL
and
works
under
the
LC
VP
oGCDP/SU
head
directly.