DISHANT OZA | LCP APPLICANT | AIESEC BARODA 2016

2o16

Manveer Grewal

[Company name]

2o16

“Junoon – The Undefined Madness”

DISHANT OZA LOCAl COMMItTEe PRESIDENT APPLICANT

2016 AIESEC BARODA

Dishant Oza - Applicant for Local Committee President 2016 Junoon-The undefined Madness|AIESEC Baroda

eXEcutive Summary

-Dishant Oza

(LCP Applicant 2016)


My THEME OF THE YEAR: Junoon, the undefined madness.

Understanding: This theme relates to every individual of the society who has not yet defined his/her passion for life.

The people who work 24*7 just because they are asked to work by their bosses, but have they really

asked themeselves a question ”Do they enjoy what they do?”.We all have that passion in ourselves

which we havent yet defined. Passion can also be related with madness. Madness can be for

anything. It can be for an ice cream, it can be for money or it can be for hard work.

Every person has madness within itself, it just need a „”JUNOON” to define it. .Junoon is the ability

of ordinary people like you and me to achieve extraordinary accomplishments. People empowered

with Junoon invent technologies that leapfrog humanity to greater heights. They commit their lives

to find cures for incurable diseases. They conquer every human limitation, from breaking the sound

barrier to climbing Mount Everest.

Junoon is the need of the hour for AIESEC Baroda, in order to reach new heights.

I will say no more, as it is time for all of us to act, to act towards society efficiently, to change our city

through a brand named AIESEC Baroda, to impact the world with life changing experiences, to collaborate

rather than compete, to sustain and grow by thoughts and breakthrough by actions, I would say let‟s go

together from a AIESEC Baroda we use to know to AIESEC Baroda we wish to know. Let‟s go with

‟Junnon, The Undefined Madness”.


PERSONAL DETAILS

Full Name Dishant Oza

Date of Birth 20th June 1995.

Address B/5 Brahmanagar Society, Vip Road, Karelibaug, Vadodara.

Telephone 0265-2461225

Mobile 8511169464

Email [email protected]; [email protected]

II Academic Qualifications Bachelor of Engineering (B.E.) Information Technology ,Charusat University 5th Semester. Class XII Navrachana Higher Secondary School, Vadodara June 2013 | Aggregate – 89 % Class X Navrachana Higher Secondary School, Vadodara June 2011 | C.G.P.A – 9.8

III Additional Experiences

Internship At NASA. Trainee | Rocket Technology Research & Development | June 2009 Selected for a team of 16 individuals amonst 5,00,000 Students across the world for developing sustanible fuel energy for

next gen rocket.

IV Software Skills

Software/OS Skill Level Packages of which I have Experience

MS Office Excellent Word, PowerPoint, Excel, FrontPage

Programming Languages Good C, C++, C#, HTML, ASM, Java.

Web Development & Internet Good, Excellent HTML,ASP.Net, Frontpage, Firefox, IE, Outlook

Animation& Designing Basic Flash, Dreamweaver, Swish, Corel, Photoshop

Mac Skills Good MAC OS X, iWork, iLife

Achievements -

School House Captain, 2009.

District and State level badminton player, won few championships.

State level debate competition winner.

Interests –

Sports | Current Affairs | Politics | Science & Discovery | Travelling | Music | Movies


Conference Attended

CONFERENCE NAME YEAR Venue

April Local Conference 2014 Vananchal resort, Jambhughoda

June National Conference, Delegate

2014 Bogmallo Beach Resort, Goa

Annual Leaders Summit, Delegate 2015 Kolkata

May Local Conference, Facilitator 2015 VNS Hostel , Vadodara

September Leadership Conference, Facilitator

2015 Narmada Nihar Resort, Kevadiya Colony


“Failure is not opposite of Success, It’s a part of Success”

ACHIEVEMENTS

t

NON ACHEIVEMENTS

Team Member Being a team member I managed to do 5 exchanges in iGIP department, during the

time when there was no department head.Also managed iGCDP realizations during the peak season.

OC Y2B Being the manager for corporate confirmations, I confirmed 40 corporates and 8

speakers for the event. Highest till date in any corporate event of AIESEC in the state of Gujarat.

Vice president,GTO

70% Client delivery ratio. With zero percent of quality issues. Also managed to re engage 3 old clients.

OC Balakalar,2014

Being my last OC term, I quit the term in between due to lack of commitment for the event. I was a key responsible for generating funds for the event, but failed miscerably in my work.

Portfolio Regresstion Despite of having a stable performing department, I failed to replicate the same or at

least help to replicate the same for the portfolio as a whole for the LC.

Team Leader Q4

I consider this as my major failure in terms of performance. I wasnt able to contribute towards a strong pipeline for the next year.


MY WHY TO STAND UP FOR LCP 2016:

Personal Motivation –

Giving Back to The Organisation –

The Awesomeness of the Experience! –

Love for the local committee:

.

MY EXPECTATIONS:


Ans:

“

”



Year HR BRAND FINANCES CULTURE OPERATIONS

2010

2011

2012

2013

2014

2015


YEAR ACHIEVEMENTS NON ACHIEVEMENTS

2010 Globally No.3 LC, High Performance in terms

of operations, Strong leadership Pipeline,

Growth in OGX.

None.

2011 High Client retention ratio, good financial

track.

Immense deep in ICX development sector, poor

leadership pipeline & culture.

2012 Absolute growth in Corporate sector, Growth

in all four exchange programmes, Strong

leadership pipeline.

High performance poor delivery, No national

representative.

2013 Conference delivery. No proper financial track, Poor Culture, deep in ICX.

2014 Good Brand building via on ground events. Poor engagement of stakeholders, Deep in all 4

exchange departments, financially unstable.

2015 Excellent financial track, Absolute growth in

OGX.

Poor performance by ICX.

0

20

40

60

80

100

2010 2011 2012 2013 2014

Delhi IIT

Baroda



GE

Opportunities

Large pool of small scale bussiness and enterprenuers in the city.

High ratio of demand supply in the internal market.

More profit generation.

OGX,Through Expansions

Focusing more on expansions for more UR’s.

Expanding through Campus ambasadors in local universities.

Focusing more on digital marketing, generating more leads via online platform.

Focusing on IXP.

Quaterly & monthly onground events , which are youth centric ( Cofffe talks, MUN, Seminars in colleges)

Profitable iGC

Exchanges

Raising trainee houses.

Partnering with local goverment starting projects in colloboration with them (Ex: Contributing in Swatch Bharat Mission).

Innovations in terms of projects.

Synergising with BD for MDPs.


•

•

•

•

Quarterly LC days in order to build a strong operational knowledge for memebership.

Monthly IE sheets for full members.

Montly Local committe meetings.

Quarterly review meet with Alumus.

Monthly review meetings for executive board members purely on the basis of performance.

Being an organization whose main product is

internship, if we cant focus on the growth of our key

product , I am sure we cannt grow ourselves.

Performance based attitude is the key for succes.

Because at last people only see the numbers which you

got on system.

This comes second on the priority list , because the

governing body of an organization plays a key role in the growth of the organization. A strong

governing body leads to a strong performance based

culture in the local chapter.

If the local chapter is doing well its basics correctly , I dont think so, there will be

any point where risk management needs to be

taken care of. Obvisously it is neccessary in some situations but can be

avoided if the basics are clear.


Highest perfoming entity globally.

Contributing equally in almost every exchange program.

Good IRs with neighbouring countries like Colombia, peru, Mexico, which

fullfills their demand of ICX departments.

No specific cycle for realizations, means operational work is carried throughout

year.

High number of LCs , which increases the overall contributions towards the

exchange numbers.

Huge pool of OGX , which fullfill demand of various countries like India, China &

neighbouring countries.

Quantity with quality delivery in terms of experiences.

Good re integration process with the customers.

At last added benefit of hosting back to back big sporting events like FIFA WC,

Olympics.

Highest Performing entity in Asia pacific.

High Supply of OGX , speacially GIP.

Monopoly in terms of language increases demand of GIP EP from their

country.

No TN fees in the financial model compare to its neighbouring country

like India, which ensures more incoming exchange.

Large number of local committes, mostly University based.( Which helps them to generate more supply of EPs).

Benefit of raising the supply in off peak season where no other entities focuses

on raising, which increases raise to match efficiency.

Highest perfroming entity in Eastern Europe Region.

Benefit of ruich culture and histroy, attracts the EPs for an internship.

Due to no competition in the neighbouing countries, becomes the

first choice partner.

Have two rasing cycles for supply of interns. Which helps them to get more

numbers.

Cheaper Travel and accomodation expenses , benefiting the EPs making it

again a first choice partner.

High quantity but low quality in terms of expeience delivery.

High number of university based LCs, which increase overall supply of EPs.


IMPORTANT NOTE:

oGC54%

iGC41%

OGT3%

GTO2%

oGC iGC OGT GTO

oGC62%

iGC28%

OGT9%

GTO1%

oGC iGC OGT GTO

oGC27%

iGC65%

OGT6% GTO

2%

oGC iGC OGT GTO

oGC31%

iGC46%

OGT3%

GTO20%

oGC iGC OGT GTO

• 300 members in the LC.

• 1800+ exchanges delivered.

• 2 expansions turned into LCs, contributed to national plenary.

• 80+ NPS -Exchange done with more than 60 countries.

•More than 20 colleges and universites engaged with different AIESEC Programs.

• Leading local chapter in all spheres.

•Recognized across all sectors .

• Present in every college of the city.

•Core pioneering local chapter in the internal network.

•A strong government support for the organization.

•A strong and diverse Board of Advisors from all sectors.


Relevance:

”Jeet ki khatir bas junoon chahiye, Jisme Ubaal ho aisa khoon chahiye, Yeh asmaan bhi aayega zameen par,

Bas iraadon me jeet ki goonj chahiye.”

EXCHANGE PLANS


EXCHANGE SUPPORT PLANS

•Total Inkind Raising of 3.5 Lakhs and Cash amount of 2.5 Lakhs.

•Making CRM as behaviour.

•EwA as a Product.

•Total Inkind Raising of 3.5 Lakhs and Cash amount of 2.5 Lakhs.

•Designing events to support exchange MoS.

• Product development.

• Partnership Quality of delivery tracking.

• TMP : 150.

• TLP : 40.

• IXP: 30.

• Productivity : 3.

• Bank Balance of 6 lakhs.(Net Profit)

• Generating a FD of 2.5 Lakhs.

Marketing & Information

Management

OGX

Generating 500+ online leads.

4 Special campaigns to be launched for promotion internship.

Quaterly one onground event OGX centric.

ICX

Showcasing Impact stories of EPs and Stakeholders.

Generating cold leads for ICX projects.

Internal branding of projects.Talent Management

Generating leads for volunteer programs.

Planning for recruitment events.


ORGANISATIONAL STRUCTURE

OGX Organisational structure

LCP

2 VP OGX

Adhoc,online leads & URs.

IXP, oGT.Expansions

2 VP iGC

Local Project Development

Nationalised Project

Development

2 VP GTO

GE Opportunites, Sub Product 1 & 2.

Sub Product 3 & 4, IR coordinator.

F/BD TM MKT Entity Head VVN

VP OGX

Adhoc, Online leads & URS.

TL 1 [Adhoc and Online Leads]

TM 1

TM 2

TL 2 [URs , campus Ambasadors. onground

lead through events]

TM 1

TM 2

IXP, oGT, Expansions.

TL 1 [IXP, Expansions]

TM 1

TM 2

TL 2 [oGT]

TM 1

TM 2


iGC Organisational structure

GTO organisational structure

EXCHANGE SUPPORT organisational structure

2 VP IGC

Local Project Development, IR

manager.TL 1

TM 1

TM 2

TM 3

Nationalised Project Development &

Quality Manager.TL 1

TM 1

TM 2

TM 3

2 VP GTO

GE Opportunities development, Sub-

Product 1-2.TL 1

TM 1

TM 2

TM 3

IR manager, Sub Product 3-4, BOA

Leverages.TL 1

TM 1

TM 2

TM 3

Finance/BD

AR Responsible.

Keeping Financial Tracking

Rasing funds for event &

Cracking MDPs.

BOA Enagement


TALENT MANAGEMENT ORGANISATIONAL STRUCTURE

MARKETING ORGANISATIONAL STRUCTURE

Talent Management

TM/TL 1

MIM

TL 1 [Digital marketing]

TM 1

TM 2

TL 2 [Onground Marting]

TM 1

TM 2


LC CALENDAR FOR THE YEAR

JAN

• Pocket Recruitments, Planning Days, NLS, TL applications, Raising Potential Clients & Projects.

FEB• LTS, Global Village,AGM,Board Meet, Internship Fair, LC Day.

MAR

• MUN,March Recruitments,LTS, OGX promotions based onground events, Q2 TL Applications.

APR

• ANC, Big Summer Planning, Q1 Review meet, RNR Campaign Launch, Coffee talks, Bidding for National Conference, MB-EB day.

MAY

• Matching for summer cycle, May Local Conference, BKK OC announcements.

JUN

• Managing Realizations, BKK selling, Local Stakeholder Dinner, June National Conference, Q3 TL Appications, Re-planning days.

JUL

• BKK,Re Rasing the projects, Q2 Review meet & half yearly report presentation,Youth Speak OC announcements.

AUG

• Recruitments,LTS,Global Village,Off peak raising,Board Meet,Youth Speak Forum, MB-EB day.

SEPT• Raising & Matching for Winter Cycle, LC Day,Q4 TL applications,RYLC.

OCT• LCP Elections, Q3 Review Meet,Managing Realizations, .

NOV• Pipeline setting, MB days.

DEC• Transitions, New EB announcements.


Balkalakar

• In first or second week of July.

• NGO partners for delegation.

• Generating In kind from BOA.

• Cash sponsorship with package of upcoming events like Youth speak forum.

• Total 2 lakh Inkind generation & 1 Lakh Cash.

Youth Speak Forum

• In second week of August.

• Event selling starts with BKK.

• Delivery of event with our previous partners.

• In total 1 lakh in kind raising and 1.5 lakhs of cash generation through sponsorship & ticket sales.

LSD,MUN,GV

• Department centric events.

• It will be considered as investment and expects ROI.

• MUN and GV willl be done on the basis of event partners.

• Venue raising will be key for events like MUN & GV.

Role around performance

•HR Head of the department: Member engagement, training, retention and development.

•Department Head: Drive strong performance, efficiency and develop a strong workplace culture.

•Strategic Direction and Administration: This comes as a responsibility by being on the Executive Body of the LC.

• Customer Experience Management: Stakeholder engagement, retention and management.

Role around character

•-Humble, bold and courageous.

•Drive the year of Insurgence.

•Focus on leadership development driving exchange.

•Contribution to LC forums and meetings.

•Be a strong face of the LC.

•Accountable to himself, the LCP and the LC.


MCP

OPERATIONS

Director iGCDirector GTO.Director oGCDirector oGT

FinanceBussiness

Development

Director AR

TMExpansionsMarketing

Information Manament

Entity Control Board.

Growth & innovations

Regional Directors


According my analysis I have to the following inferences:


•Be the face of the organization.

•Develop healthy and effective accountability mechanisms in the LC.

•Legalization of the organization.Governance and Accountability

•Coaching and mentoring the executive team.

•Constant support to the team.

•Direct the team and align to the LC direction.EB Management

•Represent AIESEC in Chandigarh at the national and global plenary.

• Flowing down the national directives. -\

•Contributing to AIESEC and collaborating for collective growth.Representation

•Envisioning and implementing the strategies for the year.

•Building and maintaining the brand in the city.

Direction

•Driving high quality operations and experiences.

•Creating and maintaining high quality stakeholder experiences.

•Empowerment of the LC.Administration and Operations


our culture is defined by oneness and we believe we are we because of the people around us, thus all we portray is mutual respect leading to oneness.

we are believed to be pioneers of ICX programs and we are looked upon as one of the most performing, as well as mentor LC to many in AIESEC India, and also known to contribute great leader to national as well as international network.

we are known to be humble and in fact we are, and that‟s how we show our gratitude towards all culture that we come across no matter what.

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ORGANISATIONAL STRUCTURE

PLANS & STRATEGIES

• OGC• IGC

• GTO• OGT

624 1576

22002800


GROWTH MODEL

•National Lead Conference.

•Empowering LCs to deliver lead forexperience delivery.

•Nationalised resource hub.

•EP Lead Implementation.

•Project based on internal network

•Project based on social and economic issues.

•Projects in collaborations with external organisations./

•Integration of IT to remove necessary human element where ever not.

•Digitising experiences based on LDM.

International Relations

Digital Transformation


DIGITAL TRANSFORMATION

INTERNATIONAL RELATIONS

• Project Information

•USP

• LC Contacts

•Marketing Content

• Product development

•MC Focus at international conferences

•Marketing the projects in both countries

•Opening up the market for future realizations

•Timelines & Goals

•Project information

•NST Contact

•Product development

•IR Managers facilitate LC-LC IR

•Boost iXP culture

•CEEDs/Conferences

•Previously delivered partnership

•Importance of upscaling partnership

•MC Goals - 30%-40%

•CEED planning

•NSTs downscale partnership to LCs

•NSTs are end responsible

High Supply High

Demand

Low Supply High

Demand

High supply Low

Demand

Low supply Low

Demand


How are the three interconnected?

How do we implement 2015 at a local Level?

Partnering with other impact – driven organizations such as:

Why collaborate?

Be





To,

The Local Committee President-E,

AIESEC BARODA, 2017.

SUB: “Junoon – The DEFINED Madness”

“one… We love Baroda ..,

Two a little bit louderrr.., Three until we cry for more …more. More…!”

Documents

DISHANT OZA | LCP APPLICANT | AIESEC BARODA 2016