The document outlines a 2 month plan for the iGCDP commission focusing on strengthening department culture, processes, and intern delivery through various events and initiatives while building the AIESEC brand and creating positive social impact, with targets for raises, matches, and realizations as well as budgets and synergies across different areas of the local committee. Key events include an HIV awareness event on World AIDS Day, an HIV expo and rally, college seminars, and a joint event with Rotary.
Balaji Telefilms Limited was incorporated in 1994. It is in film production, distribution and entertainment industry. It has produced 18000 Hours of television content since its inception. It has produced some of the best television serials in the country including the famous K series of daily soap: ‘Kyunki Saas Bhi Kabhi Bahu Thi', ‘Kahani Ghar Ghar Ki'. TV business growing at a stable rate and has high growth potential in ALT Balaji (OTT Platform) venture.
This document discusses AIESEC's Global Community Development Programme (GCDP). It provides leadership development opportunities for young people through international volunteer experiences. Young people volunteer with organizations focused on community development for 6-78 weeks. They gain cross-cultural experience and can make a positive social impact. The program aims to develop entrepreneurial and responsible leadership. Host organizations benefit from volunteers who can help support their initiatives and projects. The document outlines the customer flow process and how the experiences align with AIESEC's goals of developing youth leadership worldwide.
Here are some key questions and answers from our discussion:
1. Have you completed the National Talent Management Survey yet? The results will help with national talent planning.
2. Are you aware of international opportunities for your TMP/TLP team like Global/Regional Academies? These can help with their development.
3. Have you started preparing for the upcoming NEC Talent Management Meeting on January 28th? It's a chance to discuss plans and get feedback.
4. Have you promoted the openings for the National Support Team? Applications are due soon so members are aware.
5. When will the new Talent Management jackets arrive? The team will appreciate the branding and recognition.
The document discusses planning and management for iGCDP's summer peak season, including dividing clusters into growth, potential, and top tiers; outlining timelines and goals for sales, matching, and hosting families; setting standards; and providing guidance, timelines, and checklists for cluster coordinators to plan local summer projects and ensure proper management of processes, strategies, and teams. Cluster coordinators are advised to leverage past experience and market research to design optimal projects while avoiding overpressure and leaving areas of the coordination unsupported.
This document provides tips for being an "email ninja". It recommends getting a professional email address and avoiding all capital letters, using proper punctuation, and including a greeting and signature. It also discusses using Gmail's spam filters, undo send, labels, and filters features as well as Google Calendar for scheduling. Finally, it mentions the to-do list app Wunderlist for task management across devices.
This document outlines the responsibilities and focus areas of the VP of Internal Management position. The VP will be responsible for designing internal communication channels, managing organizational culture, overseeing IT resources, supporting a knowledge management project, and creating and monitoring process implementation and optimization. Specific deliverables include providing information to the local committee, establishing KM procedures, mapping and optimizing processes, and providing IT and internal management support. Key focus areas for 2013 include knowledge management, process optimization, internal communication culture, and phases modification for the first quarter.
The 2-month plan aims to increase leadership experiences and build financial sustainability for 2013. Priorities include boosting ELD programs, clearing debt, and maximizing market capitalization. Key targets are initiating 5 companies for CSG, securing in-kind sponsorships for events like SJSD and Impact Week, and organizing a social event in January. The plan expects to generate over 500,000 INR in income through various events and programs while synergizing with departments like GCDP, Marketing, and OGIP. The promise is to leave the LC debt free while increasing ELD experiences.
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)Jean-Pierre Boymans
Dear Reader,
Hope you are all fine. Whether intern, part of the MC, part of an LC, @ alumni or external, thank you for taking the time to read through this. I would like to present a report titled "Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)". It is build around a survey started back in July this year. The purpose of this survey was to quantify the problems in AIESEC AUC. We managed to gather 45 responses and the answers are quite shocking!
Next to talking about the actual service quality of AIESEC AUC the report also has a broader outlook on AIESEC itself and investigates the causes to the problems with suggestions to possible solutions. You could say the real purpose behind this report is to create a more customer oriented point of view in AIESEC. This report I am sure will not only be useful for AIESEC AUC but also for other LCs and can serve as an initiator to what should be a bigger discussion on quality within AIESEC.
I realize that it might negatively impact AIESEC AUC, but this will only be in the short run. In the long run it will benefit AIESEC AUC and the organization as a whole tremendously. Now interns will have access to information that reflects critically on AIESEC AUC and the various aspects that make up their quality experience.
In case of any questions feel free to contact me at any time!
Thank you,
Balaji Telefilms Limited was incorporated in 1994. It is in film production, distribution and entertainment industry. It has produced 18000 Hours of television content since its inception. It has produced some of the best television serials in the country including the famous K series of daily soap: ‘Kyunki Saas Bhi Kabhi Bahu Thi', ‘Kahani Ghar Ghar Ki'. TV business growing at a stable rate and has high growth potential in ALT Balaji (OTT Platform) venture.
This document discusses AIESEC's Global Community Development Programme (GCDP). It provides leadership development opportunities for young people through international volunteer experiences. Young people volunteer with organizations focused on community development for 6-78 weeks. They gain cross-cultural experience and can make a positive social impact. The program aims to develop entrepreneurial and responsible leadership. Host organizations benefit from volunteers who can help support their initiatives and projects. The document outlines the customer flow process and how the experiences align with AIESEC's goals of developing youth leadership worldwide.
Here are some key questions and answers from our discussion:
1. Have you completed the National Talent Management Survey yet? The results will help with national talent planning.
2. Are you aware of international opportunities for your TMP/TLP team like Global/Regional Academies? These can help with their development.
3. Have you started preparing for the upcoming NEC Talent Management Meeting on January 28th? It's a chance to discuss plans and get feedback.
4. Have you promoted the openings for the National Support Team? Applications are due soon so members are aware.
5. When will the new Talent Management jackets arrive? The team will appreciate the branding and recognition.
The document discusses planning and management for iGCDP's summer peak season, including dividing clusters into growth, potential, and top tiers; outlining timelines and goals for sales, matching, and hosting families; setting standards; and providing guidance, timelines, and checklists for cluster coordinators to plan local summer projects and ensure proper management of processes, strategies, and teams. Cluster coordinators are advised to leverage past experience and market research to design optimal projects while avoiding overpressure and leaving areas of the coordination unsupported.
This document provides tips for being an "email ninja". It recommends getting a professional email address and avoiding all capital letters, using proper punctuation, and including a greeting and signature. It also discusses using Gmail's spam filters, undo send, labels, and filters features as well as Google Calendar for scheduling. Finally, it mentions the to-do list app Wunderlist for task management across devices.
This document outlines the responsibilities and focus areas of the VP of Internal Management position. The VP will be responsible for designing internal communication channels, managing organizational culture, overseeing IT resources, supporting a knowledge management project, and creating and monitoring process implementation and optimization. Specific deliverables include providing information to the local committee, establishing KM procedures, mapping and optimizing processes, and providing IT and internal management support. Key focus areas for 2013 include knowledge management, process optimization, internal communication culture, and phases modification for the first quarter.
The 2-month plan aims to increase leadership experiences and build financial sustainability for 2013. Priorities include boosting ELD programs, clearing debt, and maximizing market capitalization. Key targets are initiating 5 companies for CSG, securing in-kind sponsorships for events like SJSD and Impact Week, and organizing a social event in January. The plan expects to generate over 500,000 INR in income through various events and programs while synergizing with departments like GCDP, Marketing, and OGIP. The promise is to leave the LC debt free while increasing ELD experiences.
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)Jean-Pierre Boymans
Dear Reader,
Hope you are all fine. Whether intern, part of the MC, part of an LC, @ alumni or external, thank you for taking the time to read through this. I would like to present a report titled "Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)". It is build around a survey started back in July this year. The purpose of this survey was to quantify the problems in AIESEC AUC. We managed to gather 45 responses and the answers are quite shocking!
Next to talking about the actual service quality of AIESEC AUC the report also has a broader outlook on AIESEC itself and investigates the causes to the problems with suggestions to possible solutions. You could say the real purpose behind this report is to create a more customer oriented point of view in AIESEC. This report I am sure will not only be useful for AIESEC AUC but also for other LCs and can serve as an initiator to what should be a bigger discussion on quality within AIESEC.
I realize that it might negatively impact AIESEC AUC, but this will only be in the short run. In the long run it will benefit AIESEC AUC and the organization as a whole tremendously. Now interns will have access to information that reflects critically on AIESEC AUC and the various aspects that make up their quality experience.
In case of any questions feel free to contact me at any time!
Thank you,
This document provides an overview of AIESEC Poland's Global Internship Program (GIP) framework for Q2 2013. It outlines the responsibilities of the Member Committee and Local Committees, including a timeline of key actions and events. It also discusses segmentation of subproducts, education of GIP members, branding, finance structures, a tracking system, rewards, planning inputs, and useful wiki links. The focus is on boosting growth in IT, Marketing, and Language & Teaching internships through focused efforts in sales, delivery, and program management.
Shubhankar and Moiz presented their targets and plans as Vice Presidents of the Corporate Sector for AIESEC Hyderabad in 2013-2014. Shubhankar's targets were 100 raises, 90 matches, and 88 realizations, while Moiz's targets were 102 raises, 71 matches, and 60 realizations. They then broke these down on a quarterly and monthly basis. Their presentation focused on quality exchanges, stakeholder engagement, learning networks, and other initiatives to meet their targets over the year.
This document outlines the local committee plans and targets for AIESEC Hyderabad for 2013-2014. It presents the driving strategy of Six Sigma, executive board structure, program targets for the year, focus areas including out going exchange and iGIP, and planned innovations such as events, surveys, training programs, and making finance a method of support across the local committee. The vision for the year is "Sustaining Success across Programs, Functions & Operations."
Tania proposes strategies to increase the delivery rate and realization rate of outgoing GIPs in AIESEC Romania. She recommends focusing on subprograms like Global IT, Global Education, and Global Marketing which have strong market needs. She emphasizes improving branding, recruitment, preparation of members and EPs, and tracking systems. Tania analyzes past GIP performance and proposes ensuring full implementation of subprograms, tracking progress, and regular evaluations to maintain growth in quality and quantity.
The document outlines AIESEC Hyderabad's expansion plans and targets for 2013-2014. It aims to achieve MOP status for expansions in Vishakhapatnam and Vijayawada by mid-year and initiate expansions in BITS university, NIT Warangal, and Tirupati. It provides portfolio targets for raises, matches, and realizes in the existing expansions. It also details plans for documentation, processes, recruitment, and support for the new university expansions in BITS and NIT Warangal.
The document summarizes the goals and focus areas of AIESEC Kolkata for 2013. It discusses growing programs like the temporary internship program and developing integrated experiences. Key goals are outlined for different programs along with a focus on financial sustainability, national alignment, brand and IM implementation. Growth drivers identified include showcasing impact, financial sustainability and national/regional projects. The agenda proposes a critical SWOT analysis and innovative strategies. Plans for Q2 include showcasing trainee impact through feedback, evolved projects, and processed matching through skype interviews. Synergy outputs across different departments are also mapped out.
Here are the 3 main bottlenecks I have identified based on analyzing our national conversion rates and process time for the consideration phase:
1. Lack of sales skills and knowledge among LCs and members. This leads to poor sales pitches and inability to properly guide candidates through the consideration process.
2. Ineffective follow up strategies. LCs and members are not consistently following up with candidates to move them through the stages of the sales funnel.
3. Limited engagement and motivation of LCs. LCs are not fully committed to sales goals and targets. They lack the necessary drive and engagement to effectively manage opportunities.
To address these bottlenecks, I would create the following education touchpoints:
1. Develop
This document provides strategies to improve internship programs in AIESEC Romania. It outlines plans to decrease delivery times and increase realization rates for GIP programs through process analysis, career planning, recruitment timing, and national matching strategies. It also creates strategies to ensure growth in ET and TT programs by developing customized marketing messages, recruitment timing, and engagement of local committees. Finally, it recommends implementing GIP and GCDP as national projects to clearly position them in the market and provide a framework to align timelines, promotions, selections, and inductions across local committees.
National strategic plan AIESEC Romania 12 - 13alexnegurici
This document outlines AIESEC Romania's national strategic plan for 2012-2013. It includes the mission statement, measures of success, national drivers and key performance indicators, national initiatives supporting each driver, the national education conference cycle, complementary education activities, business intelligence models, local committee visits, and national rewards and recognition. It also lists the main services provided by the national management committee to the overall organization and local committees.
The document provides an overview of the state of various departments in a local association. It summarizes achievements, inferences, and closing thoughts for each department. Key points include:
- Departments achieved raises, matches and realizations. Inferences note the need to improve quality, client relations, and partnerships. Closing thoughts emphasize increased focus on quality experience delivery.
- Departments achieved their visions through activities like raises, matches and realizations. Inferences identify areas for improvement like better CRM, tapping new markets. Closing thoughts recommend focusing on conversions.
- Finances overview expenses and income, with a net loss. Inferences note need to boost income from certain departments and improve deliveries.
This document discusses Business Development efforts to support the Marketing and Communications strategies of the organization. It provides an analysis of how BD resources were invested in the previous quarter, the key MC strategies and priorities for the next quarter, and ways that BD can better align its efforts. This includes identifying areas where BD can help support initiatives like product innovation, entrepreneurship development, and empowerment programs. The document also proposes ways for BD partners to help achieve the organization's vision through youth development programs focused on bridging youth to business, society and the future. Partner benefits are outlined as attracting top talent, understanding youth insights, and increasing youth exposure to partners' companies and products.
Fin model meeting bd contribution & evolutionJohannes Ide
The global business development team is responsible for sales, account management, and delivery of AIESEC's internship programs. In the past year, they secured over 400 internships through 16 global partners. Their contributions make up 49% of AIESEC's annual budget. Looking ahead, the team aims to invest revenue into developing the internship network and partner relationships to drive further growth. Their goals are to sign more multi-year contracts, expand the number of internships delivered globally, and scale existing partnerships.
The global business development team is responsible for sales, account management, and delivery of AIESEC's internship programs. In the past year, they secured over 400 internships through 16 global partners. Their contributions make up 49% of AIESEC's annual budget. Looking ahead, the team aims to invest revenue into developing the internship network and partner relationships to drive further growth. Their goals are to sign more multi-year contracts, expand the number of internships delivered globally, and scale revenue to sustain operations.
The document outlines exchange development plans and targets for 2013-2014 for AIESEC in Hyderabad. It includes targets for different exchange programs, with a focus on increasing the number of exchanges through the Global Internship Program (GIP) and Global Classroom Program (GCDP). Specific strategies are outlined to improve delivery of the GIP program, increase local and regional projects under the GCDP, strengthen external visibility, and build partnerships. Operational training, standardized processes, product packaging, and events are emphasized to help meet exchange targets across programs.
The document outlines the goals and targets for AIESEC Hyderabad's Outgoing Exchange - Global Community Development Program for 2013-2014. The vision is to provide 150 holistic leadership opportunities through international internships. Key targets are to raise 195 applications, match 170 students to internships, and realize 150 internships. Ravali and Spatika are each responsible for portions of the targets. The document provides breakdowns by quarter and individual. It also outlines focus areas, action steps, synergies, and questions.
To Work on Infographics and Illustration designs in PowerPoint.
To work on Creativity and Enhancement Presentations.
End to end responsibility for handling projects and shift management.
To take initiative and lead on all the creative projects.
The document summarizes MPOCC's 2022 outreach process for MSPO certification. It identifies three key focus areas: 1) Certification process readiness to increase auditor, assessor, and reviewer capacity, 2) Industry readiness to assist operators in adopting new requirements, and 3) Raising the global profile of MSPO through recognition and adoption. MPOCC anticipates certifying thousands of new entities and conducting thousands of audits annually. The outreach process will include awareness campaigns, training, and engagement with stakeholders to ensure a smooth certification process and support industry adoption of the revised MSPO standards.
The document discusses strategies to improve AIESEC Romania's outgoing Global Internship Program (GIPo). It analyzes past performance and identifies bottlenecks. Key strategies proposed to address bottlenecks and achieve objectives include: 1) focusing marketing and project management on specific sub-programs; 2) improving collaboration between areas; 3) providing localization support and education; 4) enhancing EP selection, matching and servicing; and 5) developing sales capabilities for recruitment teams. The goal is to increase quality and quantity of GIPo realizations through constant growth.
Disciplined Agile provides a framework to help teams choose the most appropriate agile approach for their needs. The document discusses:
- Agile is becoming widely used outside of IT, such as in marketing, customer service, and operations. However, there are hundreds of overlapping agile practices causing confusion.
- Disciplined Agile (DA) acts as an "umbrella" that clarifies when to use different practices. It has key components like the DA toolkit and 8 principles. Teams choose their "Way of Working" using the toolkit.
- Getting started with DA involves understanding your context, connecting process goals to your situation, selecting a lifecycle approach, and continuously improving. Coaches can
This document is a pitch deck for Capture, a startup that helps businesses and individuals track, reduce, and offset their carbon emissions. It summarizes Capture's product which uses GPS to track travel emissions and engage employees through challenges and voting on carbon offsetting projects. It outlines the growing sustainability market opportunity, Capture's business model of per employee subscriptions and offsetting fees, product traction with existing users and companies piloting it, and financial projections targeting over $360k in first year revenue. The deck is asking for a $40k SAFE investment to fund sales, product development, and general operations.
Podio allows for the creation of separate workspaces for different departments, where administrators can add applications and manage users within each workspace. It provides features like an activity stream, messaging, task management, calendars, and file sharing similar to Facebook. Individual workspaces on Podio cannot be connected to each other, but users can belong to multiple workspaces.
Aiesec india information management principlesSatpreet Rajpal
The document outlines the information management principles for AIESEC India. It states that all local committees have access and rights to use the national information system, which comprises MYAIESEC.NET and PODIO as its main tools. The principles define that local committees must properly implement and encourage responsible use of the national systems. They also must provide education and support for users. Any local committee interested in developing new tools must follow the outlined process, submitting details of the proposed tool to be reviewed.
This document provides an overview of AIESEC Poland's Global Internship Program (GIP) framework for Q2 2013. It outlines the responsibilities of the Member Committee and Local Committees, including a timeline of key actions and events. It also discusses segmentation of subproducts, education of GIP members, branding, finance structures, a tracking system, rewards, planning inputs, and useful wiki links. The focus is on boosting growth in IT, Marketing, and Language & Teaching internships through focused efforts in sales, delivery, and program management.
Shubhankar and Moiz presented their targets and plans as Vice Presidents of the Corporate Sector for AIESEC Hyderabad in 2013-2014. Shubhankar's targets were 100 raises, 90 matches, and 88 realizations, while Moiz's targets were 102 raises, 71 matches, and 60 realizations. They then broke these down on a quarterly and monthly basis. Their presentation focused on quality exchanges, stakeholder engagement, learning networks, and other initiatives to meet their targets over the year.
This document outlines the local committee plans and targets for AIESEC Hyderabad for 2013-2014. It presents the driving strategy of Six Sigma, executive board structure, program targets for the year, focus areas including out going exchange and iGIP, and planned innovations such as events, surveys, training programs, and making finance a method of support across the local committee. The vision for the year is "Sustaining Success across Programs, Functions & Operations."
Tania proposes strategies to increase the delivery rate and realization rate of outgoing GIPs in AIESEC Romania. She recommends focusing on subprograms like Global IT, Global Education, and Global Marketing which have strong market needs. She emphasizes improving branding, recruitment, preparation of members and EPs, and tracking systems. Tania analyzes past GIP performance and proposes ensuring full implementation of subprograms, tracking progress, and regular evaluations to maintain growth in quality and quantity.
The document outlines AIESEC Hyderabad's expansion plans and targets for 2013-2014. It aims to achieve MOP status for expansions in Vishakhapatnam and Vijayawada by mid-year and initiate expansions in BITS university, NIT Warangal, and Tirupati. It provides portfolio targets for raises, matches, and realizes in the existing expansions. It also details plans for documentation, processes, recruitment, and support for the new university expansions in BITS and NIT Warangal.
The document summarizes the goals and focus areas of AIESEC Kolkata for 2013. It discusses growing programs like the temporary internship program and developing integrated experiences. Key goals are outlined for different programs along with a focus on financial sustainability, national alignment, brand and IM implementation. Growth drivers identified include showcasing impact, financial sustainability and national/regional projects. The agenda proposes a critical SWOT analysis and innovative strategies. Plans for Q2 include showcasing trainee impact through feedback, evolved projects, and processed matching through skype interviews. Synergy outputs across different departments are also mapped out.
Here are the 3 main bottlenecks I have identified based on analyzing our national conversion rates and process time for the consideration phase:
1. Lack of sales skills and knowledge among LCs and members. This leads to poor sales pitches and inability to properly guide candidates through the consideration process.
2. Ineffective follow up strategies. LCs and members are not consistently following up with candidates to move them through the stages of the sales funnel.
3. Limited engagement and motivation of LCs. LCs are not fully committed to sales goals and targets. They lack the necessary drive and engagement to effectively manage opportunities.
To address these bottlenecks, I would create the following education touchpoints:
1. Develop
This document provides strategies to improve internship programs in AIESEC Romania. It outlines plans to decrease delivery times and increase realization rates for GIP programs through process analysis, career planning, recruitment timing, and national matching strategies. It also creates strategies to ensure growth in ET and TT programs by developing customized marketing messages, recruitment timing, and engagement of local committees. Finally, it recommends implementing GIP and GCDP as national projects to clearly position them in the market and provide a framework to align timelines, promotions, selections, and inductions across local committees.
National strategic plan AIESEC Romania 12 - 13alexnegurici
This document outlines AIESEC Romania's national strategic plan for 2012-2013. It includes the mission statement, measures of success, national drivers and key performance indicators, national initiatives supporting each driver, the national education conference cycle, complementary education activities, business intelligence models, local committee visits, and national rewards and recognition. It also lists the main services provided by the national management committee to the overall organization and local committees.
The document provides an overview of the state of various departments in a local association. It summarizes achievements, inferences, and closing thoughts for each department. Key points include:
- Departments achieved raises, matches and realizations. Inferences note the need to improve quality, client relations, and partnerships. Closing thoughts emphasize increased focus on quality experience delivery.
- Departments achieved their visions through activities like raises, matches and realizations. Inferences identify areas for improvement like better CRM, tapping new markets. Closing thoughts recommend focusing on conversions.
- Finances overview expenses and income, with a net loss. Inferences note need to boost income from certain departments and improve deliveries.
This document discusses Business Development efforts to support the Marketing and Communications strategies of the organization. It provides an analysis of how BD resources were invested in the previous quarter, the key MC strategies and priorities for the next quarter, and ways that BD can better align its efforts. This includes identifying areas where BD can help support initiatives like product innovation, entrepreneurship development, and empowerment programs. The document also proposes ways for BD partners to help achieve the organization's vision through youth development programs focused on bridging youth to business, society and the future. Partner benefits are outlined as attracting top talent, understanding youth insights, and increasing youth exposure to partners' companies and products.
Fin model meeting bd contribution & evolutionJohannes Ide
The global business development team is responsible for sales, account management, and delivery of AIESEC's internship programs. In the past year, they secured over 400 internships through 16 global partners. Their contributions make up 49% of AIESEC's annual budget. Looking ahead, the team aims to invest revenue into developing the internship network and partner relationships to drive further growth. Their goals are to sign more multi-year contracts, expand the number of internships delivered globally, and scale existing partnerships.
The global business development team is responsible for sales, account management, and delivery of AIESEC's internship programs. In the past year, they secured over 400 internships through 16 global partners. Their contributions make up 49% of AIESEC's annual budget. Looking ahead, the team aims to invest revenue into developing the internship network and partner relationships to drive further growth. Their goals are to sign more multi-year contracts, expand the number of internships delivered globally, and scale revenue to sustain operations.
The document outlines exchange development plans and targets for 2013-2014 for AIESEC in Hyderabad. It includes targets for different exchange programs, with a focus on increasing the number of exchanges through the Global Internship Program (GIP) and Global Classroom Program (GCDP). Specific strategies are outlined to improve delivery of the GIP program, increase local and regional projects under the GCDP, strengthen external visibility, and build partnerships. Operational training, standardized processes, product packaging, and events are emphasized to help meet exchange targets across programs.
The document outlines the goals and targets for AIESEC Hyderabad's Outgoing Exchange - Global Community Development Program for 2013-2014. The vision is to provide 150 holistic leadership opportunities through international internships. Key targets are to raise 195 applications, match 170 students to internships, and realize 150 internships. Ravali and Spatika are each responsible for portions of the targets. The document provides breakdowns by quarter and individual. It also outlines focus areas, action steps, synergies, and questions.
To Work on Infographics and Illustration designs in PowerPoint.
To work on Creativity and Enhancement Presentations.
End to end responsibility for handling projects and shift management.
To take initiative and lead on all the creative projects.
The document summarizes MPOCC's 2022 outreach process for MSPO certification. It identifies three key focus areas: 1) Certification process readiness to increase auditor, assessor, and reviewer capacity, 2) Industry readiness to assist operators in adopting new requirements, and 3) Raising the global profile of MSPO through recognition and adoption. MPOCC anticipates certifying thousands of new entities and conducting thousands of audits annually. The outreach process will include awareness campaigns, training, and engagement with stakeholders to ensure a smooth certification process and support industry adoption of the revised MSPO standards.
The document discusses strategies to improve AIESEC Romania's outgoing Global Internship Program (GIPo). It analyzes past performance and identifies bottlenecks. Key strategies proposed to address bottlenecks and achieve objectives include: 1) focusing marketing and project management on specific sub-programs; 2) improving collaboration between areas; 3) providing localization support and education; 4) enhancing EP selection, matching and servicing; and 5) developing sales capabilities for recruitment teams. The goal is to increase quality and quantity of GIPo realizations through constant growth.
Disciplined Agile provides a framework to help teams choose the most appropriate agile approach for their needs. The document discusses:
- Agile is becoming widely used outside of IT, such as in marketing, customer service, and operations. However, there are hundreds of overlapping agile practices causing confusion.
- Disciplined Agile (DA) acts as an "umbrella" that clarifies when to use different practices. It has key components like the DA toolkit and 8 principles. Teams choose their "Way of Working" using the toolkit.
- Getting started with DA involves understanding your context, connecting process goals to your situation, selecting a lifecycle approach, and continuously improving. Coaches can
This document is a pitch deck for Capture, a startup that helps businesses and individuals track, reduce, and offset their carbon emissions. It summarizes Capture's product which uses GPS to track travel emissions and engage employees through challenges and voting on carbon offsetting projects. It outlines the growing sustainability market opportunity, Capture's business model of per employee subscriptions and offsetting fees, product traction with existing users and companies piloting it, and financial projections targeting over $360k in first year revenue. The deck is asking for a $40k SAFE investment to fund sales, product development, and general operations.
Podio allows for the creation of separate workspaces for different departments, where administrators can add applications and manage users within each workspace. It provides features like an activity stream, messaging, task management, calendars, and file sharing similar to Facebook. Individual workspaces on Podio cannot be connected to each other, but users can belong to multiple workspaces.
Aiesec india information management principlesSatpreet Rajpal
The document outlines the information management principles for AIESEC India. It states that all local committees have access and rights to use the national information system, which comprises MYAIESEC.NET and PODIO as its main tools. The principles define that local committees must properly implement and encourage responsible use of the national systems. They also must provide education and support for users. Any local committee interested in developing new tools must follow the outlined process, submitting details of the proposed tool to be reviewed.
The document discusses different reasons for wanting to learn how to dance move called the "dougie", including to impress romantic partners, improve one's image, live a "thug life" lifestyle, earn money, ensure stakeholder satisfaction, or drive engagement at events. It also provides tips on how to properly execute the dance move and things to avoid when doing so.
AIESEC connects students and recent graduates from around the world through internships and leadership programs to help them develop both professionally and personally. Participants gain international experience, cross-cultural skills, and leadership abilities through hands-on work with local companies and communities abroad. The goal is to help young people discover their potential to be global leaders and make a positive impact.
The document discusses expanding into new cities and universities in order to work towards big goals and challenges. It argues that without taking risks and walking over the edge, people cannot grow to their full potential. It then asks several questions about how to make expansions successful by developing membership, programs, and brand presence in new areas, as well as the roles of parent leadership councils and leveraging opportunities they provide.
The document discusses customer relationship management (CRM) and its importance for maintaining long-term relationships with customers. It notes that CRM aims for customer satisfaction by identifying customers, understanding why maintaining relationships is important for credibility and partnerships, and providing guidelines for effective CRM through practices like setting expectations, delivering on commitments, regular communication, feedback, tracking, and going above and beyond for customers. It then provides a sample CRM tool tracking various organizations, contacts, meetings, outputs, follow-ups, requirements, statuses, and comments.
Our collaborative environment empowers members to create a positive impact on society through high quality internship experiences. However, some members' experiences did not match the promised job descriptions or learning opportunities. A quality experience involves clear job preparation, accurate descriptions, a supportive learning environment, and fulfilling promises made to interns. Addressing complaints about unmet expectations could improve future experiences.
The document outlines the goals and objectives of the AIESEC Pune November Local Conference in 2012. The goals were to make AIESEC in Goa financially stable and have a good culture through implementing good processes, clearing debt, and delivering programs efficiently. The objectives of the conference were to develop members, review performance, find members' purpose, and conduct operational planning and training to lead to successful programs in December and January.
The document contains questions for an interview focused on the interviewee's involvement with AIESEC, an international student organization, and their goals and vision. Specifically, it asks about why they joined, how they contribute to their local committee and want to grow involvement nationally and internationally through exchanges and leadership roles to make the most of AIESEC's global network.
The document outlines 7 habits of highly effective people: 1) Be proactive by choosing your response rather than reacting to stimuli. 2) Begin with the end in mind by defining goals and plans. 3) Do first things first by prioritizing important tasks over urgent ones. 4) Think win-win by finding solutions where all parties benefit. 5) Seek first to understand others before being understood. 6) Synergize by combining efforts for greater effect than individual work alone. 7) Sharpen the saw through continuous self-improvement and learning.
The document outlines a proposed organizational structure for an evolving organization with strategic and operational boards and various vice presidents and directors overseeing units like undergraduate and international relations, innovation, finance, marketing, and expansions. It questions if large class sizes of 1000 people can be effectively managed and introduces the concept of evolution to improve organizational management at scale.
This document discusses the concept of "your why" and provides templates for setting short-term and long-term goals within an organization. It also examines how organizations can achieve ambitions even when facing constraints like high turnover, limited experience, and short organizational memory. Specifically, it notes that AIESEC has been successful by focusing on continuously improving existing high-quality programs, redesigning initiatives to develop leadership skills, and evolving collaborative experiences that emphasize quality for individuals.
AIESEC is a global, non-political, independent, not-for-profit organization run by students and recent graduates that focuses on leadership development and international internships. Its vision is the peace and fulfillment of humankind's potential. AIESEC provides integrated development experiences for its members through leadership opportunities, international internships, and participation in a global learning environment to enable young people to explore and develop their leadership potential and have a positive social impact. The core values that guide AIESEC include diversity and inclusion, positive social contribution, empathy, innovation, quality, and team spirit.
6. 2 months plan
Timeline Targets Priorities Income Investment Synergies Events (if
(R-M-R) any)
Permissions & ER
Week 1 5-0-3 Converting
45000 0
prospectiveEPs
permissions ER
Week 2 5-0-5 45000 0
Implmenting the Marketing & GV, LEAD
Week 3 5-5-3 event cum follow
45000 11,000 GCDP
up
Implmenting the Marketing & GV, LEAD
Week 4 7-5-0 event cum follow
63000 11,000 GCDP
up
Implmenting the Marketing & GV, LEAD
Week 5 7-5-2 event cum follow
63000 20,000 GCDP
up
Implmenting the Marketing & GV, LEAD
Week 6 10-7-5 event cum follow
90000 20,000 GCDP
up
Implmenting the Marketing & GV, LEAD
Week 7 12-8-5 event cum follow
108000 20,000 GCDP
up
Implmenting the Marketing & GV, LEAD
Week 8 10-15-8 event cum follow
90000 20,000 GCDP
up
7. Strategies and Innovations
• Become more professional.
• Information Management.
AIESEC Presence in universities(Event)
Permissions and preparations
GV, followed by LEAD sessions
Global Entrepreneur’s summit &
career fair
8. Promise to the LC
153 Realizations(Summer Cycle)
Theme
We are “SEXY” and you’ll know it! ;)
9. • PS :Surbhi we love you and we are so scared
of Akarsh ( he wishes ) :P
12. Vision
To be the backbone that drives every ELD
programme in the LC.
13. Focus area
• GCDPo
• EwA to ELD conversion
• Partnerships with relevant organizations
14. 2 months plan
Timeline Targets Priorities Income Investment Synergies Events (if
any)
Week 1 20 Appointments - - OGX, BD, Entrepreneur
appointments GCDPi, TM ship event
Week 2 3L confirmed, In- IW logistics, - - OGX, BD, -
kind for IW partnerships, Media
confirmed relations GCDPi, TM
Week 3 5 colleges official Implementation of YE 3L 2.5L OGX, BD, YE
partnerships programmes
GCDPi, TM seminars
Week 4 5 NGO fairs held, Successful delivery of - - GCDPi, TM, Impact Week
3 YE seminars event
GCDPo
Week 5 400 associate Implementation of - - GCDPi, NGO fairs,
members via ASAP project ASAP
GCDPo, TM ASAP.
Week 6 3 YE Follow up of ASAP, - - GCDPi, YE seminars,
induction of AMs
seminars GCDPo, TM ASAP
Week 7 35 GCDPo raises Conversion to ELD - - GCDPi, ASAP, YE
via YE GCDPo, TM seminars
Week 8 5 colleges with Follow up, pipeline - - GCDPi, ASAP, YE
ambassador partnerships
programmes
GCDPo, TM seminars
15. Strategies and Innovations
• Increased focus on University Relations.
• Change in YE delivery to improve conversion.
• Increased focus on quality of events delivered
to improve brand in city.
• Increased focus on RELEVANT media relations.
16. Promise to the LC
50,000 INR revenue generated.
35 GCDPo raises
College Ambassador Programme in 5 colleges.
Media partnerships for 2013
Theme
EVOLUTION
18. Purpose
• To create a concrete, processed base for oGIP
for the years to come
19. Vision
• Delivering high quality Entrepreneurial and
Corporate Experiences to Graduates of the
city, via maximum market capitalization.
20. Focus area
Conversion
IT/ET Sub
of raises to
product
matches!
UR- Institute
Pipeline
partnerships
21. 2 months plan
Timeline Targets Priorities Income Investment Synergies Events (if any)
(R-M-R where
applicable)
Week 1 1-0-0 Matching 5000 Posters Marketing
Week 2 2-1-0 Matching 15000 Social Media Marketing
and UR
Week 3 3-2-1 Matching 30000 Marketing
and UR
Week 4 3-3-0 Matching 30000 Marketing/oG
CDP
Week 5 1-3-0 Matching/Pro 20000 oGCDP/
motion OF O Marketing
GIP
Week 6 0-1-0 Matching 5000 oGCDP
Week 7 3-2-1 Matching 30000 Flyers oGCDP/Marke
ting and UR
Week 8 2-3-2 Raising and 35000 Marketing
Matching and UR
22. Strategies and Innovations
• Capitalization of the IT pool, language institutes, post-grad
coaching classes.
• EP Videos on matching Forums
• EP should self match
• Access to search tools
• Staying in touch with matched/realized TN’s managers
• Reverse raising-matching
• GCDP internship for ET
26. Purpose
• Creating cross generational positive impact on
society by delivering high quality experiences.
27. Vision
• Delivering high quality experiences to interns
and stakeholders while being relevent to
society.
28. Focus area
• To greatly impact the society and build a
strong brand name for AIESEC in Pune, not
only In the city but all across the globe.
• Empowering our interns and members with
the help of our partners to create life changing
experiences.
29. 2 months plan
Timeline Targets Priorities Income Investment Synergies Events (if any)
(R-M-R where
applicable)
Week 1 0-8-2 Strenghtening 1,10,000 12,000 Whole LC for Dec 1 HIV
dept culture HIV events, O AIDS Event
Week 2 10-15-12 Strenghtening 80,000 10,000 TM. O HIV Expo,
processes, IR. college
seminar.
Week 3 25-25-7 IM, Delivery. 50,000 15,000 F, O HIV Rally
Week 4 20-25-7 Delivery, CRM 50,000 - BD, O College &
school
seminars
Week 5 20-20-10 IM, delivery 60,000 22,000 F, O Slum drive
Week 6 15-20-20 Events, 1,05,000 15,000 O Event with
delivery Rotary
Week 7 0-10-25 Logs, Prep for 1,25,000 20,000 OGX, O Global Village
GV.
Week 8 0-10-30 1,50,000 15,000 O Trainee
events
30. Strategies and Innovations
• To maintain strong CRM.
• Have clear expectation setting with EPs and partners.
• EP buddy system.
• Effective package planning.
• Doing a good number of impactful events not only with an aim of building a
strong brand name but also to generate a good amount of profit.
• Proper IR and IM capitalization.
• By synergizing not only with a specific department but making sure there is LC
involvement in ICX activities.
• Endorsement letters from clients.
31. Promise to the LC
To end the year at 300 projections while making
a good amount of profit, and leaving the
department with strong IR, IM and having an
NPS rating 8+.
34. Purpose
• Positively representing the core function of
AIESEC in front of the Corporate and
Educational Sector by adding value to the
respective sectors and delivering maximum
amount of quality GIP experiences.
45. Timeline Targets Priorities Income Investme Synergies Events (if any)
(R-M-R where nt
2 months plan
applicable)
Week 1 Member Tracking Update and review of - - All portfolios -
members
Week 2 Associate Setting up college Minimum one lakh for - OGX, Marketing, ER Youth empowerment
membership and partnerships and defining external seminars and sessions
OGX cells job roles youth empowerment
in colleges
Week 3 Virtual Roles Setting up virtual roles from
other LCs and increasing
ILCEPS for members going
on vacations. Doing a need
based assignment of roles.
Week 3 IM portal and Creating and collecting Finance (IM)
documentation relevant resources for
member development and
transition
Week 3 PGS for the MB and Alignment of goals and
Mentorship group guidance for the membership
PGS for the members
Week 4 Transition Create week wise transition - - All portfolios Transition meetings
activities and agenda for the
same
Week 5 Tracking of member Feedback and case studie, - - ER and GIP for
experiences exit interviews for the recruitment of
members, certifications and AIESECers
Job opportunities
Week 6 EP Re-integration To structurise job roles for OGX
the returned EPs
Week 7 OS evolution Create Job roles for all the All departments
membersand organisational
structure such so to ensure
maximum increase in the
ELD programs
Week 8 LEAD launch for External speakers and a
2013 and campaign detailed plan and timebound
agenda for training and
development for the year
2013
46. Strategies and Innovations
• Creating AM programs through placement
cells in colleges to boost ELD and eWa
• Creating an online library for knowledge
management
• Virtual TMP and TLP roles in other LC
• External department mentors
47. Promise to the LC
Membership review, tracking, overall
development and empowerment of all
members of AIESEC in Pune leaving the
next year with a strong leadership base. To
create strong processes that can be followed
in the next year.