3. PROJECT DESIRED STATE ACTUAL STATE REASONS OF THE GAP
RAISES 70% GOOD QUALITY RAISES ACHIEVED NONE
MATCHES 120 MATCHES 66 -> MEMBER CRUNCH
-> EXAM MOMENTUM LOST
-> IR
REALIZATIONS 200 57 ->MATCH BREAKS
-> NPS SCORE NOT THE BEST
NPS 80+ 33 -> LOW RESPONSE RATE
-> EP TRACKING
-> EP INTEGRATION SUCKS
-> NO FINANCIAL INVESTMENT
SYNERGY •GETTING 40% MATCHES THROUGH IM
•GETTING RAISES THROUGH MARKETING+SU
•ALUMNI CAPITALIZATION(THROUGH BD)
4-5 RAISES THROUGH
MARKETING, 2-3 THOUGH
SU
-> CONFUSION OF JOBROLES
-> NOT ENOUGH SYNERGY BLOCKS
-> NOT ENOUGH LC-LC PARTNERSHIPS
-> LOW CONTRIBUTION BY SU
-> SUPPLY AND DEMAND MANAGEMENT
NEEDS TRACKING
RECIEVABLES ZERO DEBT APPROXIMATELY 2 LAC
CLEARED, 4.5 LAC IN
DEBT
NO PROPER TRACKING
THE LAST 6 MONTHS
4. PROJECT KEY ACTIVITIES TIMELINES Synergy Points
Language centric
recruitment for iGIP
Recruit members with extra language
skills ( french,german,chinese etc.)
August TM-iGIP
GIP projects Collaboration with education
consultancies/training centres for 6
week internships where an intern
would basically market education
overseas in their own countries in
different colleges (ET centric)
Mid-August iGIP+SU
CRM Drive+Re-raising
drive
Meeting all our current clients for
better CRM and less client problems.
Also helping in receivables. Meeting
only old and present clients for a core
Re-raising drive
July-August(2 weeks) iGIP+Design Teams
iGIP Matching hours Focus on specific TNs per LN per night Everyday after Lcong(
2 hours towards the
night)
iGIP
Collaboration with SUs Collaborated taskforce of LNs+SUs
raising for a particular LN per month
one LN per month
after Lcong
iGIP+SU
THE WAY FORWARD
6. Project Desired State Actual State Reasons of the gap
Raises 40 31 Assessment
Process
Matches 15 14 ----------
Realizations 15 6 Have to be realised.
THE LAST 6 MONTHS
7. PROJECT
KEY ACTIVITIES TIMELINES Synergy Points
Sub Product Specific
Raising
• Marketing Strategies.
•
4th week of every
month
Marketing
oGIP Newsletter
Bi- Weekly
• Promote EP’s
• Showcase oGIP
2nd and 4th Week of
the month
CIM
Corporate Partnership • MDP. August iGIP
ET/IT Market
Capitalization
• Sell oGIP as a product.
• Reverse Match
August Marketing
CIM
iGIP
THE WAY FORWARD
9. Project Desired State Actual State Reasons of the gap
Promotions
Social media promotions done
OTF
Classroom presentations done in
a structured manner
YEs and ISs delivered in
maximum colleges
- Not very effectively done
- Done but NO structure to it and no
tracking
- Delivered only in few
- Timelines not followed
- No such tool could be made
- No structure to contact
colleges
Raising 300 raises 150 raises
- Timelines
Failed strategies
HR getting exhausted
Unstructured induction and
training
Matching 200 matches 87 matches
- Timelines
HR
OS
IR crunch
Delivery
Happy EPs
80% delivery rate
- TIMELINES
No process of delivery
HR and OS
Not a very happy state
50% delivery rate
THE LAST 6 MONTHS
10. PROJECT KEY ACTIVITIES TIMELINES Synergy Points
CU • Setting up the required OS and
getting them functional by
August end
August • TM
Recruitment
Capitalisation
• OS supporting recruitments
and integrating oGCDP
promotions in recruitment
process
August • TM
NPS • NPS knowledge to membership
• XPP and BCP knowledge
sharing
Monthly • XD
Marketing • A new synergy based OS
• Structured physical promotions
in DU market
Going on process • Marketing
Expansions and UR • Creating SUs inside and outside
Delhi
• Supporting expansions for
oGCDP in the entities.
Going on process • Expansions
THE WAY FORWARD
12. Project Desired State Actual State Reasons of the gap
Raises 25 14 • Lack of Stable
clients
• Lack of job role
clarity
Matches 250 197 • Lack of Members
• Conversion of IR
• Inactive department
In May
Realizations 200 127 -
THE LAST 6 MONTHS
13. PROJECT KEY ACTIVITIES TIMELINES Synergy Points
OS • Evaluating and Revamping
OS
• Synergy based OS
15th July • CIM
• TM
Showcasing
Impact &
Nationalised
Project Tracking
• OS for case study tracking
• JD alignment & including
showcasing job role in TN
forms
Monthly • Sales
• Branding
NPS • NPS knowledge to interns Monthly • XD
Financial
Sustainability
• Selling Projects
• Capitalising on
nationalised projects
• Raising new clients
Monthly • BD
• XD
THE WAY FORWARD
16. SOCIAL MEDIA FACEBOOK TWITTER
TARGET More than the MC
(22,914)
5,000
ACHIEVED till 15th July 16,954 2,837
17. PROJECT KEY ACTIVITIES TIMELINES Synergy Points
Brand Survey • Surveys (interns, clients-BD, M, Corporate)
• Feedback Analysis to understand brand image and hold
in the market
15th July- 15th August Entire LC
Social Media Campaigns • OGX Campaigns
• Event promotions
• Outreach deliverables to clients
Continuous Process
OGX, ICX, all dept for general promotions
of projects and partners
Media • Exchange promotions and showcasing
• Recruitment promotions
• Brand buliding promotions (appearances)
Continuous Process
OGX, ICX, BD
External Positioning • Yes
• Forums
• Partnerships
Continuous Process
OGX, ICX, BD, TM
Investments For ads, promotional activities Need Based F, exchange portfolios, EBCs
Event Promotions • Online- social media, web
• on ground- print, tv, radio
Need Based EBCs, BD
THE WAY FORWARD
19. Project Desired State Actual State Reasons of the gap
AIESEC in VKP,
Meerut
An official expansion with
LCC in place. Having 30
members. And doing 10
exchanges atleast.
No exchanges yet. Have
8 members. Shifting
base to a new college.
Market not feasible.
College not supporting. TM
processes not being strong.
New entities Having atleast 1 IG
legislated and 3-4 more
probable entities to start
work with.
Taken forward Shillong.
Market research and
college database done
for Kanpur, Sonepat,
Couldn’t get the required
leads. Unresponsive
colleges.
iGIP SU’s Getting 10 raises both
from Gurgaon and
Faridabad.
2 raises each. Unresponsive clients. HR
crunch. Lack of sales
training.
THE LAST 6 MONTHS
20. PROJECT KEY ACTIVITIES TIMELINES Synergy Points
Existing entities OS Evolution.
Recruitments. UR
partnerships. Induction.
Operations and delivery.
August-
October
Every related
portfolio.
Specially OGX,
ICX and TM.
New entities Getting the required
leads. Setting the base.
Virtual induction
modules. Setting
partnerships.
July-October Starting synergy
points basically
with TM and
OGX.
THE WAY FORWARD
22. Project Desired State Actual State Reasons of the gap
NEP 20 raises 2 raises •HR Crunch
•Lack of a senior body
•Inadequate knowledge
regarding NEP
BD 20 lakhs 3,10,000 •HR Crunch
•Absence of senior
membership
•Improper training and
induction
•Exhaustion of databses
and personal leads
•Concentration on big
names
Alumni engagement •2 Informal Chill outs
•2 Newsletters
None Resignation of ARM
THE LAST 6 MONTHS
23. PROJECT KEY ACTIVITIES TIMELINES Synergy Points
iGCDP Sales •2 Task forces headed by iGCDP
TLs
•Product Repackaging
1st week of August •VP iGCDPs
•Project Heads
NEP •Upscaling iGIP clients
•Adding new clients
•Delivery of NEP raised by MC
•Board Engagement
2nd week of July –
31st September
•VP iGIPs
Board Engagement •Board Engagement Module
•Joint Board Meeting
•Personal meetings with LBoA
along with LCP
Continuous
engagement till
31st December
LCP
Alumni Engagement •Informal monthly chill-outs
•Monthly Mewsletter
•30 Year Celebrations
August – 31st
December
None
THE WAY FORWARD
25. Project Desired State Actual State Reasons of the gap
AIESEC Beta 6 Schools none Schools were in holidays,
peak will be from August
LEAD Lead sensing, Lead
training, Lead culture in
the LC
Happened to a major
extent
Less national direction
TMP/TLP on Exchange Stats + physical
engagement
Stats happened, physical
engagement was a
failure
Lack of national focus
Operational Training Good training culture
within the LC
Good training culture in
the LC, virtual training is
a failure
Virtual training took longer
to be structured
Associate Membership AMs driving GCDP
delivery
Number of AMs
recruited: 25
The tracking and induction
part was not the best
THE LAST 6 MONTHS
26. PROJECT KEY ACTIVITIES TIMELINES Synergy Points
AIESEC Beta Partnering with minimum of 6 schools,
BD and iGIP raising through the same
August Mid iGIP ET
LEAD Virtual lead to be implemented,
mentorship second phase
implementation
August start CIM
Operational Training Virtual operational training to be
implemented,
August start CIM and TM
Exchange Development
(XD)
-iGCDP, oGCDP, iGIP and oGIP
planning and coming up with new
pilots
August start iGCDP, oGCDP, iGIP, oGIP
Customer Experience
Management
iGCDP, oGCDP, iGIP and oGIP NPS
management and ensuring quality
delivery with a 90 % response rate
On going iGCDP, oGCDP, iGIP, oGIP,
TMP and TLP
THE WAY FORWARD
28. Project Desired State Actual State Reasons of the gap
Recruitment Skill based people in each
portfolio, 100% retention
Have done recruitment 4
times already, poor
retention rate
•Fast recruitment without
proper planning with the EB
Re- integration 80% EPs to be re-
integrated
Not even 2% •No proper defined process for
the same
Training
virtual forums, expansion
training forums, training
module
Not properly tracked and
followed
we started focusing on it late
Induction
Good retention rate, proper
module
induction processes are good
but since we have been
recruiting every month
there's no way we can
calculate the retention rate
Recruitment happening every
month due to which we could
not concentrate on retention
Tracking
100% activity level -no proper tracking system
made. it has been subjective
from the past 6 months
lack of synergy with CIM
THE LAST 6 MONTHS
29. LEAD
proper modules and
implementation of the
concept
stats on system, proper
job roles to be assigned,
proper tracking
Not implemented in the
right manner
No proper direction
nationally
TMP/TLP on Exchange
stats on system, proper
job roles to be assigned,
proper tracking
Physical engagement is a
failure
lack of synergy with XD
NPS
70+ NPS score Lack of quality culture
in the LC
IXP
ixp culture in the LC not many members went
on exchange
sensing didn't happen
Ams
good AM recruitment.
%conversion to the ELD
22 Ams were recruited
in March but no
capitalisation
the project came to me
after march and
recruitment had already
happened. However the
induction could not
happen
30. PROJECT KEY ACTIVITIES TIMELINES Synergy Points
Recruitment (JULY and
AUGUST)
Selection, Allocation and Induction JULY – july end
AUGUST: september
1st week
•XD and the EB
Associate Membership
Program (Project
Delivery
•Recruitment, Induction and Training July end •XD,iGCDP
Associate Membership
Program ( Campus Units)
•Recruitment, induction and training August end oGCDP, XD
NPS •Quarterly reminder to the LC and
make sure the membership is filling
the survey
Quarterly XD
Re-integration (July and
August
•Personal interviews (July)
EPM(August)
July End and August
1st week
oGCDP
TMP/TLP on Exchange •Stats on system, Job roles to b
created and assigned, Tracking
July-August iGCDP, oGCDP
MB/OC Selection •Optimising the selection process Q4 XD
THE WAY FORWARD
32. Project Desired State Actual State Reasons of the gap
PODIO
Implementation
100 Percent
Implementation
40-45 percent
implemented
Not a focus area
AIESEC.org Driving Growth Designed and Server and content
management, not well
designed
Member Profiling
System
Member Tracking
phase 2
Has been created
and updated.
Created, not following
time limits
Analysis Periodic Reports Has been on track NO GAP
Knowledge
Management
Project
Structured & ELD
Growth analysed
Structure is created,
Lack of content
management
Lack of content
management.
THE LAST 6 MONTHS
33. PROJECT KEY ACTIVITIES TIMELINES Synergy Points
Wiki Network Content management, July- Aug EB
AIESEC.org IR Engagement plan and
content
Aug End ICX and OGX
MPS Phase 2 Tracking and Feedback,
Application creation
Sept-
November
TM
HIVES Conversations and Campaigns, Website
and social media campaingn for cultural
climate understanding.
Aug –
December
Marketing and
TM and XD
DBMS Transition, official
documentation
Oct –
December
EB
Filing and Database
mgmt.
Filing and Physical
documentation
Aug- Dec Finance
THE WAY FORWARD
35. Key inferences from last 6 MONTHS
• IGCDP SUSTAINABLE IN THE FIRST TWO QUARTERS :D, Q3 AND Q4 ??
• OGCDP HAS BEEN THE KEY CONTRIBUTOR TO THE FINANCES. BUT 150 RAISES AND 60 REALIZATIONS . IF
WE WOULD HAVE DELIVERED 80 % OF THE RAISED EP’S.
•LOSS OF 3 LAKHS
•.IGIP, NOT ONCE IN MY TERM THE RECEIVABLES HAVE BEEN LESS THAN 1 LAKH. CURRENT RECEIVABLES
4.6 LAKHS. IS FINANCE EVEN A PRIORITY?
•THE CONTRIBUTION FROM IGIP CAN BE MUCH MUCH MORE
•ER CONTRIBUTION IN THE LAST 6 MONTHS HAS BEEN 30K. HOW DO WE MOVE TOWARDS
SUSTAINABILITY?
•HOW DO THE INVESTMENTS HAPPEN?
•NO CONTIGENCY FUNDS
36. PROJECT KEY ACTIVITIES TIMELINES Synergy Points
Tracking Model Setting up processes for
smooth flow of tracking.
August end All exchange Vps
Implementation of
new financial
model
Driving down the new model
in the LC and training on the
same
August All departments
Legalization Implementing legalization
Contracts and its implications
August All departments, IM
Sustainability IGCDP innovations,
Investments in Fixed Deposits
August IGCDP,BD
Budgeting tools
and triggers for
Investments
decision
Setting down triggers and
Budgeting controls for
Q4 No synergy as such
THE WAY FORWARD
