Local Committee President Application of Sohan Madhusanka

Colombo North Local Committee Local Committee President Application

2015/2016

Name of the applicant: Sohan Wijegunawardhana

Colombo North Local Committee LCP Application 2015/2016

SECTION 1: GENERAL INFORMATION

Surname Wijegunawardhana

Paste your photo here

First Name Sohan

Permanent Address 64/15, Devanam Piyatissa Mw, Colombo 10

Permanent Telephone +94117919484

Mobile Telephone +94718893746

E-mail [email protected]

MSN and Skype sohanmw

Describe yourself in 100 – 150 words.

“I chase the happiness by making things which are beautiful, Inspiring others lives and

Doing stuffs which fascinate me. “

I am reading for a Marketing Management degree but not to be a marketer, following CIMA but not

to be a professional accountant, I did swimming not to be professional swimmer and I am drawing

arts and crafts not be an artist but I am doing everything I have mentioned above to be a person

who can think in a different way, who can see the world in different level who can feel the real

beauty of things in different way. That’s me.

SECTION 2: PERSONAL INFORMATION

Studies and Working Experiences

1. Please provide details of your highest academic level achieved, studies completed and other relevant academic backgrounds.

Date Academic qualification

University / College/ Institute

Notable Achievements

2013 - 2017 Bachelor Degree University of Kelaniya BBMgt (Special) Degree in Marketing

(5th Semester)

2012 Diploma in Business and IT

Siksil Institute of Business and Technology, Colombo

Highest Credit in Accounting Pillar

2011 GCE A/L Asoka Vidyalaya, Colombo University Entrance

(Commerce Stream)

Professional Qualification – CIMA Qualified Accountant by end of 2015


2. Please give details of all relevant practical and professional work experience in chronological order (starting with the most recent). Indicate whether it was full-time, vacation work or another type of position. (Do not include AIESEC here)

Date Employer/ Institute/ Organization

Description of your role Notable Achievements

2013-2014 Future Marketers Association Business Development Establishing a successful Business

Development function in the

organization.

2012 July to

2013 March

Accounting Sollution (Hawaii) Accounting Assistant Able to maintain a sound

relationship with all the US clients.

AIESEC Experiences

3. List all positions held with the relevant year, your key achievements and your key learnings.

Date Role/ Responsibility Description of the role/ Responsibility

Measurable Results

2013 June

to

September

OCVP – Lafemme 2.0 Managing finance and ER

raising, Arranging facilities

for the Interns and

communicating with both

Interns and the NGOs.

- Raised NGOs for the project.

- ‘Member of the month’

- Nominated for the Best Incoming EP

award at the SPARKLES 2014.

- Managing budgets and finance of the

project.

2013 Oct to

2014 Jan

OCVP – Go Green 1.0 Managing finance,

Matching EPs, Raising and

dealing with the external

relations of the project

Including Companies,

NGOs and Government

Institutions. Arranging

facilities for the Interns

and communicating with

both Interns and the

NGOs.

- Nominated for the Best Project award at

the SPARKLES 2014

- Nominated for the Best Incoming EP

award at the SPARKLES 2014.

- Matched 6 EPs from 5 countries.

- Successfully done a Beach Cleanup and a

LC outing event.

- The only project which was able to raise

external funding for the project event in

Winter 13/14.

- Successfully published a project report

based on Waste Management in Western

Province and present it to the Western

Provincial Authority.

- ‘Member of the month’

- Nominated and won the Best Emerging

Leader award at the SPARKLES 2014

2014 July Compendium revision

Sub Committee - Legal

and Governance

Review and suggest

revisions to the National

Plenary on compendium

changes.

- Extensive learning experience on

organization's functions and governance.


4. List down the conferences (National and International that you have attended)

Date Your role (OC, Faci, delegate…)

Conference name Key Learning

2013 Delegate NLDS 2013 Comprehensive knowledge on AIESEC Way, CoW,

AIESEC 2015, Finance, Brand management, Team

management. Partnership management for iGCDP

and BD. Customer satisfaction. Functional

knowledge including all the exchange functions.

2014 Delegate NatCon 2014 Current operational and strategic changes in AI

and how to implement those in LC level. Team

working, Talent management, Finance and S&S

strategic implementation for the incoming EPs.

Social Impact model for the iGCDP Projects.

2014 July

to Present

LCVP iGCDP Delivering life changing

experiences

- 150+ EPs matched.

- Highest NPS score (70) for the summer

peak of 14/15 that AIESEC Sri Lanka ever

achieved.

- 14 projects have been implemented

under 7 sub issues.

- 90% of the target achievement for the

whole term within 7 months.

- 1:5 Member to EP delivery ratio during

this 7 month.

- Standardized process and the governance

of the function

- Implement an effective middle

management level to smooth the

functional operations.

- Raised 10+ corporate and non corporate

partners for the iGCDP events and

projects with the help of BD function.

- Implement the Incoming Preparation

Seminar and Project end review

programs for the EPs and members to

ensure that they will be live in a high

quality experience.

- Impact story articles and video collection

from the each and every EP to showcase

the positive impact that we are creating.

- Nominated and won the “Best Emerging

Leader” at NLDS 2014

We as the CN were able to achieve the things that I have mentioned in the LCVP iGCDP role with the tremendous

support given by my Co-VP, Members, TLs, MMs, EPs and the EB members of CN.


2014 Delegate NPM 2014 The big picture of AIESEC. All the sub functional

planning knowledge. Analyzed the current

situation and planned for the future of CN and

AIESEC SL.

2014 FACI NLDS 2014 Extensive learning experience on AIESEC. How to

inspire and motivate people. Understood the

power of synergy when I was in the FACI team.

How to deliver a session. Lead by example and

Situational leadership. Event and Time

management and working under pressure. Learn

how to enjoy what I am doing.

5. Rank the 3 main areas where you have had the most experience. Highlight briefly your

experiences in each.

Area of expertise Past experiences in that area Achievements/Learning of that area

Leadership - LCVP iGCDP

- Team Leader – Melodies of Marketing 2013, Dept of Marketing Management, UoK

- Asst Secretary – School Commerce Society

- Leading the OCs to achieve their matching targets and ER goals. Already matched 150+ EPs and raised 10+ Corporate and non corporate partners.

- Won the “Best Emerging Leader” title award at NLDS 2014 and SPARKLES 2014.

- Taking the ideas of people and enabling collaborative decision making.

- Made many Incoming EPs to join with AIESEC as the members and now some of them are in the EB level.

- Situational leadership between people oriented and the task oriented.

Project management - LCVP iGCDP

- FACI, NLDS 2014

- OCVP ER

- OCVP Finance

- OCVP Matching

- EP buddy

- Managing 14 different projects as the LCVP iGCDP is giving me the insight of how to tackle people with different attitudes and perceptions.

- While achieving the stated goals and targets of projects maintain sound relationship with all the external and internal parties.

- Event management and Time

management


Time Line (Personal availability)

6. Please mention all the co-curricular activities, extracurricular activities, all other activities that you will be involved in

(Clubs/ societies/ Professional exams/ part time, full time job etc.)

Future Markers Association (FMA) CIMA

7. Please type in the appropriate time box any academic/professional exams (E.g. Semester end

exams, Chartered, CIM, CIMA and etc.) and other events (Ex. weddings, tournaments and etc.) that can hibernate you.

Activity Transition EB term

Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

Semester Exams X X

CIMA X X

SECTION 3: GENERAL QUESTIONS

1. What was your “WHY” in joining AIESEC? What is driving you to continue AIESEC? Why have you

decided to stand for LCP? What do you want to gain out of this experience? (Stick to 4-5 lines

maximum for each sub-question)

The reason for me to join with AIESEC is to develop myself, because during my first month in the

University I have realized what kind of a environment that I am going to live in University and what I

need to do in the University So AIESEC helps me to fit in to the culture which I was seeking for. Even

before I came to the University in my school I was not just doing my studies I was always looking for

challenging experiences which made me to be an AIESECer.

Personal Relations - LCVP iGCDP

- FACI, NLDS 2014

- OCVP ER

- OCVP Matching

- EP buddy

- People oriented mindset which helps me to build a sound relationship with people.

- Brought new partners to the organization

- International partnerships through personal relations.

- Made many people passionate about AIESEC in iGCDP function and even at the national level during NLDS 2014

- Many Incoming EPs of who were my buddies in SL during their Internships has become brand ambassadors of CN.


What makes me to continue AIESEC is the impact that this organization is creating on people. During

my two years of AIESEC journey I have seen how people are developing themselves and

transforming them into responsible and entrepreneurial leaders no matter how they came to this

organization. Most inspiring thing for me to be in AIESEC is I have been a reason for people to get

that positive impact, Inspiration and the motivation. This is what driving me to continue AIESEC.

More than anything passion and dedication is needed to apply for this role, the feel of responsibility

and being that one person who is there to give his heart out to this local chapter. I owe a lot to this

organization and the time has come when I need to give it back to it and the people which it has.

Today after having a belief in myself and my leadership I want to stand strong to take this local

chapter to the position it deserves to be.

The ultimate responsibility of CN local chapter will lies with me so it will be the most challenging and

rewarding experience a CNer can ever has. Being one of the leader of world largest youth run

organization will give me the capacity of enhancing my experiences. More than anything the

satisfaction that I can have by making a positive impact on more and more people.

2. Please mention about your top 3 strengths and top 3 weaknesses and briefly explain how you

plan to utilize your strengths and minimize your weaknesses during your LCP term?

Strengths

Knowing my own strengths and weakness - My main strength. So I know what can I do well

and where I need any help. So I know in what kind of situations I have to be more careful

and think of it.

Passionate and a Believer - I can’t do anything if I don’t believe in it and when I believe in

something there is nothing that can stop me from achieving it. Similarly, if I do something, I

can’t imagine doing it without passion and fun.

Team Perspective – If I am working I a team then I always wants to hear from the other

team mates and giving my opinion because I believe in power of synergy. Taking my previous

learning experiences to the problems that I encounter.

Weaknesses

Perfectionist - Whatever I do, I want perfection in it. This has proved to be very irritating for

my team sometimes.

A YES Man - I take up multiple works at the same point of time and I make it a point to do

them, but in return I get stressed and exhausted.

Trying to make everyone happy – Taking decisions without harming anyone’s interest

sometimes this distract me from the best decisions. This happens by being more emotional

so have to be more logical rather emotional.


3. In your opinion how does ‘AIESEC Way’ help in achieving the objectives (quantity and quality) of

an AIESEC entity (LC point of view)? And do you believe in the statement “Numbers deliver

positive impact”? Explain.

“AIESEC Way” is the bible in AIESEC. So it will show us the path to where we should go and what

should we do in order go there.

“Peace and fulfillment of humankind’s potential”

This is what we envision in AIESEC, so this path is showing how to achieve this according to “AIESEC

Way” It is the by making the positive impact on the society. We are providing integrated

development experience comprised of leadership opportunities, International internships and

participation in a global learning environment. In our LC our objectives are based on this AIESEC

Way. So in terms of quality if we are following the AIESEC Way we can provide experiences which are

able to make a positive impact in the society. AIESEC Way includes the AIESEC Values without a value

proposition an organization like AIESEC, which is spread throughout the world cannot provide a good

quality experiences. Because our values provide a way for the collective leadership of AIESEC to

encourage common norms of behavior across our global network.

In AIESEC Way we are first defining what is AIESEC, so in their AIESEC is a global, not for profit, non

political and independent organization which run by students. So for us to become global and more

relevant to the society we have to grow like never before. In LC point of view we have to deliver

more and more exchanges, expand the operations, and recruit more members. Finally AIESEC Way is

the one which drives us to achieve what we envision.

No, I don’t believe in “Numbers deliver positive impact” but I believe in “Stories behind the numbers

will deliver the positive impact”. We are doing exchanges to have positive impact on the society but

those numbers of exchanges should be more relevant to the society and to the EPs in terms of their

experience, if they are to be more impactful.

4. How do you want to see the relationship between EB & Membership during your term as LCP?

How would it be different from current term (if different) & what would you do as LCP to create

more synergy between these 2 parties to drive the LC Plan. Explain.

I want to see a collaborative & friendly relationship between the EB & Membership during my term

as the LCP where the EB will become role models for them. Even though EB is taking the strategic

decisions of LC membership is the one who is involved in the operations. So as the EB is getting

strategic knowledge, membership also should get the operational knowledge regarding their

functions. This knowledge passing will be happen via the EB so this is the point where the EB and

Membership will be able to develop a sound relationship.

In my opinion if the members are able to take certain decisions regarding their functional operations

they would be more effective and responsible for their actions. Next time EB will come from this

time membership so for them to be experienced enough to be the next EB they should be involve

with EB more closely. So I will make my EB responsible for the experience of their functional teams

including the supportive functions. EB should use their leadership style carefully when it comes to

members because they are humans so they are different so the same leadership style won’t be

effective for every member. Sometimes they might have to more result oriented and for some

people oriented.


Membership should have a clear idea of to whom they are responsible and what is their exact role.

Membership is not just a responsibility of TM function, in my view point it is a responsibly of the EB.

5. What kind of leadership do you demonstrate and how do you think it will help you in the EB and

in working with the membership? Explain.

“A lot of people have gone further than they thought they could because

someone else thought they could.” – Unknown

Leadership to me is having a vision, set of values and helping not only yourself but your followers to

achieve that vision developing both in the process and this is a part of my leadership style.

I am not demonstrating a fixed leadership style it should be change and depend on the people you

are working with and the situation that you are involved in so I am demonstrating a situational

leadership style. It is between the people oriented mind set and task oriented mindset. There can be

times where we have to focus on people and may be on the task not the people. This style of

leadership is not only best suited for strategy implementation and innovation but also promotes a

healthy working environment and culture.

This is not just my Leadership style, but a Way of being for me and I firmly believe this is suitable for

CN EB and the Membership of the 15/16.

6. What do you think of current LC Culture compared to previous terms? What difference will you

make in the culture? (if you want to change it) Explain briefly.

Culture is one of the crucial factor. Culture for me is the set of shared attitudes, values, goals, and practices that characterizes an in organization. At the moment CN is recognized as the one of best performing LC in terms of the operations. Compared to previous terms Network has identified CN as a LC with highest number of female members while the University Non AIESECers think AIESEC as an organization for only high class and English speaking people. During the current year the University attitude towards AIESEC has become relatively positive. At the moment we are not getting the enough support from our Alumnus. Compare with the past years currently the synergy between functions has become relatively low and the relationships with other LCs and the MC is not in a good level in terms of the membership like even participation for the national events, conferences and other LC events. Even the members are not motivated enough to take part in National OCs and the inter functional OCs in our LC. In regard to some functional culture they need to have a radical change. In some functions the members are not having a clear idea of the value in their effort.

Things I want to emphasize on

- Culture of leadership in every experience. - Enjoy what you are doing - Members should get the chance to enjoy while they are

performing the operations. Ex: During the Christmas and New Year season an event for the members to celebrate and enjoy.

- Alumni involvement to boon the membership - Fun and friendly culture in the LC with a new event calendar for members. - Bond between the functions - Events and programs for OGX and GIP members to have a diversified experience. - Opportunities to work with other LCs and in a national level to expand their PR.


7. Explain the Leadership Development Model of AIESEC according to your acknowledgement.

Why we do what we do: “Peace and fulfillment of humankind’s potential”

How we do that: By providing the platform of international exchange and team experience

opportunities, we enable young people to become leaders who are able to make a positive impact

on society and make the world a better place.

Compared to other youth Organizations AIESEC is unique because of the Real Resources, Developing

Others, Learning by Doing, Achievement of Results, Global Network that we have.

Communicate ideas clearly, engage in meaningful conversations with

others, and co-create spaces of collaboration that encourage people to take

action.

By being aware of world issues, our members are able to take an active role

in making it a better place.

By understanding their strengths and weaknesses, our members are

constantly exploring what they want in their lives.

Create solutions to challenges versus complaining. Flexibility in action and a

will to take necessary risks permeates the operations we perform.

We develop those 4 by providing Inner

Journey and Outer Journey for GIP, GCDP,

TMP and TLP


SECTION 4: SPECIFIC QUESTIONS

1. In your opinion what is your role as the LCP? Do you think an LCP should both work in an

operational level and a strategic level or only in strategic level? Explain briefly.

The role of LCP for me is to be a role model. I believe that LCP main responsibilities are to make

Executive Board and Middle Management functioning. To make it function, LCP need to take the

strategic actions, motivate, inspire and track both EB and MM. LCP should not involve in the

functional operational level but LCP should be able to administrate the operations in the LC.

•Leading and motivating the Executive Board

•Guide and Support system for the EB

•Planning and strategizing with the EB and review of their performance

EB Management

•Ensuring the efficiency and sustainability of the LC operations

•Strengthing the leadership and management of the Local Committee

•Ensure the legality and accountability of the Local Committee

Governance and Accountabilty

•Local and International Representation of the Local Committee

•Representing the LC in the external and the Internal forums

Representation

•Flowing down all the National/International Strategies

•Overlooking the execution of all the portfolio and the task force startegies

•Overlooking the planning, re-planning, reviewing and execution of the plans

Strategic Direction

•Develop the LC culture, identity and the brand

•Ensuring the compendium is being followed

•LC run according to the AIESEC Values

Administration and Operations


2. Do a SWOT analysis about AIESEC CNLC and originate solid conclusions to identify and explain the following;

Strengths

•Passinate newbies and the membership with past experince.

•High variety in faculties lead to have a diversified teams in the LCs.

•The sustainable growth of iGCDP this is due to the well establish programs witihin those functions.

•Good reputation for CN iGIP in the current partners

•Good stakeholder relationship management

•Member recognition programms like SPARKLES

•Recognized for the quality exchange experince for all the exchange program.

Weaknesses

•Lack of office culture

•Lack of experienced members in some functions and this leading to where the few memners are working really hard while others are not

•Weaknesses in the leadership body some EB members , MMs and TLs are not understanding their JD.

•Financial crisis

•Internal LC culture of members regarding AIESEC, What we do and why we do

•Lack of brand awareness even inside the University

•Lack of corporate partners for both GIP and GCDP programs

Opportunities

•OGX entities to expand the OGX market.

•Interntional Partnerships for iGCDP and iGIP to increase and smooth the matching process.

•iGCDP events to promote AIESEC culture in the University to over come some of the threats

•Growth in the oGIP program

•Emerging trends and markets for specially iGIP and the ER for iGCDP projects

•New government

•Alumni Relationships, we can use them as the sucess stories of CN where the members will get motivated.

•External involvement in training and development of membership through the Alumni relationships and personal relations.

Threats

•Student Union activities

•Lack of vacation periods and leave approval issues from university

•Visa Issue for both iGCDP and iGIP

•Narrow minded university culture and Anti AIESEC culture this is leading to unpexpected issies with the some parties in the University

•University exam time line

•Unexpected environmental situations due to unions, academic & academic parties


a. What are the biggest challenges that CNLC is going to face in the term 15/16?

Current VISA process for the iGIP and iGCDP would be the biggest challenge since it can limit

the operational capacity of CN and the growth of the LC.

In terms of OGX as always financial ability of the potential EPs and time availability of them

will be the challenges.

Regarding the TMP and TLP lack of understanding in the CoW and the time constraint will be

a bottleneck to do the operations.

b. Areas that the LC needs to develop

Product portfolio of the iGIP program.

oGCDP Target market should be expand.

OGX mind set from We can’t do OGX to We can do OGX

LC Culture

Social Impact measures for iGCDP projects

Establishing more partners for OGX

Should be more focused on oGIP this is a growing market in Sri Lanka

TMP/TLP experience should be changed to the mindset where we believe leadership In

every experience that we deliver

c. How are you going to overcome the LC’s weaknesses during the term 15/16?

LC Culture should be changed from the close to open where the both leadership body and the

membership is collaboratively making the decisions and working as a one team. As the LCP I should

be able to make sure that the Leadership body is responsible and working according to their JDs.

New partners should be raised for OGX to grow and have a sustainable growth. Promoting OGX to

AIESECers would be an effective way to increase the numbers and this method has worked during

the 13/14 term as well.

3. Critically evaluate the performance of CNLC over the past term (14/15) compared to its previous

terms (from term 2011/2012 – 3 terms). Your analysis should originate solid conclusions to

identify the current state of AIESEC CNLC. Include; (Yearly based)

a. GCPs and BCPs (Good case and Bad case Practices)

b. What are the key learning points you can take out of this for term 15/16?


0 5 10 15 20

2011

2012

2013

2014

iGIP

Re

Ma

Ra

0 50 100 150 200

2011

2012

2013

2014

iGCDP

Re

Ma

Ra

0 5 10 15 20 25 30

2011

2012

2013

2014

OGX

Re

Ma

Ra


In terms of the TMP and TLP, CN is at a level where we are expanding heavily but when it comes to the reality active members of the function has become a huge problem for all the functions. So we should implement a program that will increase the retention of the membership. During 2014 for the iGCDP and iGIP we had a VISA issue due to that reason in the summer peak they didn’t had enough work to do so the member retention was very law since the TM didn’t came up with a plan to retain the members. So the learning point that I can take to my term is having an alternative plan for the members experience and making an environment where the members won’t leave the LC.

The only sustainable function in the CN is iGCDP in terms of the quality and the numbers but during 2014, there was a drawback due to two reasons where in 13/14 winter the matching process was started late and during the summer of 14/15 all of a sudden a VISA issue came up. Learning point which I can take out from this is starting the matching process fast and smooths the processes by process standardization like we have already done in this winter peak. One of the GCP is trying to engaged with the University departments and programs to get the VISA.

iGIP was a function which is really growing in our LC but during the different issues had during the past years and the new VISA issue it has a declining trend but with the new product innovation strategies that I have mention in the question 9 we will be able to overcome the current challenges.

Earlier CN was the LC which drives the OGX of AIESEC Sri Lanka. Due to certain barriers and the challenges now we have a declining a growth in this function as well. Learning outcome for me is to change the approach of RA-MA-RE. Implementing the OXG competition is one of the good case practices.

4. Considering the conclusions of previous 2 questions state your key focus areas for term 15/16

and explain why?

iGIP

OGX

My key focus areas will be the iGIP and OGX innovation. We need a radical change in both iGIP and

the OGX from the mindset of members to the RA-MA-RE strategies.

The reason behind why I am focusing on them is firstly we are having an declining growth in those

two functions as the LCP it’s my responsibility to get them on track like the iGCDP is currently

performing. Then my vision of leadership in very experience need the member development highly

and the EP satisfaction. Since this two functions are highly profitable relatively to the iGCDP I will be

focusing on more realizations from this two functions.

iGCDP is already achieved 90% of their targets for the term 14/15 and it will achieve more than their

targets by the end of term even with this VISA issue. So the priority can be easily given to other two

functions since it’s already achieved a sustainable growth.


5. What is your vision for your LC and where do you want to see AIESEC CN LC by the end of your

term? How would you make sure that your vision should be achieved? Explain.

An inspirational description of what an organization would like to achieve or accomplish in the long-

term future. It is intended to serves as a clear guide for choosing current and future courses

of action. This is theory, but in reality vision is what is the legacy that I wants leave after the end my

term.

During my term I will run the LC with the vision of,

“Leadership in every experience”

Every member, every EP who is engage with CN will live in a quality AIESEC experience where it is

internally and externally relevant to them. First my EB should be align with this for me to bring this

to the ground level because trough them I will be delivering this experience to the CN membership

and EPs.

“Leadership is the capacity to translate vision into reality” - Warren Bennis

The above vision statement,

- Denotes our commitment for becoming externally relevant,

- Denotes our dedication for delivering the highest quality experiences,

- Denotes our stand for bringing change,

- Denotes our conviction to sustainable growth and a culture of performance,

6. In your opinion, briefly explain the role of LCP in,

a. Exchange Delivery

Delivering exchanges both quantity and quality wise will be a responsibility of the LCP, I have to

make sure that my EB is delivering the right number of exchanges as we have promised to the LC.

Not just numbers even the quality of those exchanges is important. So while the LC is delivering the

exchanges I have to make sure those are aligning with the S&S, XPP and the JDs.

b. Financial Sustainability & Proper Governance

Governance of the LC will lie with me so I have to make sure that the LC is managed and operating in

a right way. If the proper governance is not happening it will create unnecessary issues. As the LCP

the decisions we are making and the things we are doing should be comply with the Compendium of

AIESEC Sri Lanka and CN LC, XPP, AI Requirements, Branding Requirements and the ER policies of

AIESEC Sri Lanka.

Financial sustainability is comes from the operations, events, and partnerships. As the LCP it’s my

responsibility to provide necessary guidance and consultancy in reserves and investments for the

organization sustainability and reserves for risk management. Finding LC partners and more ER for

the projects and events of LC rather depending on the TN Fees is essential for being financial

sustainable. LCPs role will be to ensure that a LC which, Financial Policies being followed, Education

of members about Finance as a portfolio, Book keeping and track of the cash flow, All the programs

to be budgeted.


c. Relationship Management (Partnerships and Communication with stakeholders

(LC/Exchange/Event)

Create sustainable relationships for the local chapter and cater to the stakeholder requirements. It

focuses on developing concrete products and Win-Win situations for both the CN and the

Stakeholders. It includes ER partnerships, GIP and GCDP clients, Other LCs and MC, International

Relations, Alumni Relations Management and the University.

As the LCP is my responsibility to ensure we are having sound relationships with them. About the

partnerships and exchange clients it’s all about the expectation setting so I have to ensure LC and

the stakeholders are in the same page in terms of the understanding.

7. How are you going to address a situation where one of your EB members is not fulfilling his/her

job description? Explain briefly.

EB is the leadership body of a LC so in a situation where the one of the EB member is not acting

accordance with their JD It will affect to the Image of EB, LC and the operations. As the LCP I have to

make sure in that kind of a situation the operations of LC won’t be affected. I think to do this, a

strong middle management level and the team leader level is needed. For a example if a one

functional VP is failing to perform his/her duty according to the JD and if the MM level of that

function is strong and with the required level of knowledge they will be performing the duty without

harming the operations of LC.

8. If you are given the opportunity to hand pick the next EB, state what type of a team would you

select. (Without mentioning names) Include what kind of people (qualities) and what type of

team culture you’ll have (Ex.: LCVP TM should be someone who is good with people) Explain

briefly.

LCVP Finance: Should be someone good with tracking and controlling the finance of LC. It’s not just working with money it’s about budgeting and controlling as well.

LCVP TM: Being able to work with people won’t be enough to perform this role. Should be able to track the people, personal development, learning and goal achievement of every member.

LCVP IM & COMM: This is not a job of a graphic designer but someone who is good with marketing would be a right person for this job.

LCVP BD: A person with a broad understanding of the corporate world and product development and marketing.

LCVP iGCDP: Being able to work with different kind of people, knowledge on social responsibility, problem solving ability and capacity to work at any time.

LCVP iGIP: Customer relationship management with a professional insight

LCVP OGX: A broad knowledge on sales and marketing with the ability of convincing people.


9. State and explain your growth strategies/goals/objectives (i.e. numbers) for the next term

program wise. (TMP, TLP, GIP (Outgoing & Incoming), and GCDP (Outgoing & Incoming)). State

the aid you require from support functions for each. Further elaborate how you are planning to

maintain the quality in delivery and experience from a NPS point of view.

TMP - Extensive focus on TM training and experience, Implementing a Dual role concept where a

one member is performing work in the two functions to increase their job satisfaction and the

motivation. Then the members can be easily movable between functions.

TLP - Tracking and feedback of the TLP experiences, getting an educational institute or corporate

partner to certify our program, a feedback mechanism for the TLs. Certification will increase the

potential and relevance of the TLP in the corporate world and this can be showcased externally.

oGIP – Direct marketing strategy for the target talent. Internships based on short term where

even the Undergraduates can go and participate. Synergy with other functions and programs to

bring in endorsements and certifications to make the oGIP internships more relevant to their

career field.

iGIP - Offering a greater choice in our product basket, skilled manpower to companies looking to

expand and grow. Forging strong relationships, spreading innovation and language. Short term

internship opportunities for incoming EPs as well. Implementing three months non-paid

internships in the corporate and non corporate sector.

oGCDP – Past EP engagement, Faculty/Department ambassadors for the direct marketing. OGX

promotion booths based on the AIESEC events inside the University. Attaching rewards to the

number of realization. Entity and SUs to drive growth in oGCDP, Extensive social media

promotion.

iGCDP - Brings a lot of relevance as it is a direct impact and it can be showcased to be relevant

externally. Social impact measures to show the impact. Capitalizing the off peak. VISA and

Matching process standardizing to smooth the process more.

Role of the Support functions

To make above everything available, supportive functions are playing a crucial job. Exchange

functions and the support functions should be in the same page and they have to work

collaboratively with them to run a goal oriented LC.

HR Planning in the LC and related TM processes. Carrying out the Recruitment process in the LC. Tracking & Analyzing Performance & Competency Management in the LC and hence designing & executing R&R. Strategic Member Education. Ensuring Implementation of the Learning Environment in the LC. Certification for the membership to increase the external value.

Finance will be another crucial point in terms of tracking the finance of all the exchange functions in order to maintain profitable and sustainable operations in every function. Stronger implementation of finance policies. Finance-TM synergy to conducting a sustainable local conference for the first time ever.

BD will make sure that the exchange programs and the non exchange programs of the LC are externally relevant and marketable to raise partners and the ER. Heavy reliance on entities for raisings. High BD-TM synergy in the beginning for introducing certification program. BD CEED conducting extensive market research and raisings for GIP, OGX and ER


IM & COMM will be the connecting point of all these functions to perform their task.

Introduction of extensive IT tools to enhance engagement and performance of the functions.

Process optimization (EXPA, Podio, Opportunity Portal, Google Drive), Internal Communication

and defining its platform, Documentation and its management (KM)

From the NPS point of view EPs quality of experience or rather S&S will be implemented via Ensuring

Proper job role and delivery model for the EPs, IPS and project end review to deliver a good

experience. OPS to happen when needed for the outgoing EP preparation and training, Tracking

their experience both ICX and OGX and showcasing it, Re-integrating the OGX EPs.

10. Explain how you could enhance the current product portfolio of CNLC into a more society

relevant product package which maximizes the positive impact on society under 3 key recent

trends identified in Sri Lankan context. (You can use inputs of a PESTEL analysis)

Global Mindset – This is something especially our youth is not getting enough opportunities to

experience but in AIESEC we are delivering more and more opportunities to be a global citizen. I

think our oGCDP program can be developed in to a level where the more and more youth can

take part of it and experience the diversity.

Youth Employability – We can develop our oGIP and even oGCDP programs to enhance the

employability of Sri Lankan youth. There are short term GIP internships available in the network

even in the AP network. So if we can promote it to the right people they will get that experience

and once they are here they will bring the change that we expect to have.

Entrepreneurship – There is trend of youth becoming successors in their own by doing what

they like and what they can. That kind of people not believe in doing the things which others

wants them to do. So the experience of our TMP and TLP programs provide is the insight to their

entrepreneurial mindset. It’s a good opportunity for them to identify what their potential.

11. In your opinion what is the role of MC? How would you collaborate with the MC to drive your LC

plan and achieve your LC goals while supporting the MC to achieve national goals? Explain

briefly.

CN has been the leading LC in contributing the most in the national strategy. It not only contributes

to MC through its number of exchanges, and intellectual inputs but also by exhibiting the original

value-driven culture which it is known for.

In my opinion MC is the driving force of AIESEC Sri Lanka. They will be engaged in the activities which

directly and indirectly affect to the LCs. National goals are consist of the LC goals so whenever we

achieve our LC goals it will end up by achieving the National goals. MC should come with the national

initiatives for all the functions to work collaboratively with the MC otherwise the LCs will drive their

LCs in their own ways. As the LCP I will collaborate with the MC through my functional VPs and the

MCVPs to direct CN functions in a way both are working to achieve their goals. I am expecting that

the MC will direct the LCs and guide them with the relevant knowledge and the strategies to achieve

LC objectives.


SECTION 5: BUSINESS ORIENTATION

Consider AIESEC CN as a business organization. Using your creativity and strategic thinking, provide

your organizational vision for coming term and achievement of it by the end of the term using one

page.

CN as a business organization following are the products that we offer, we offer iGIP to the

corporate clients and iGCDP to the no corporate clients. OGX is for the undergraduates where both

TMP and TLP is offered to the undergraduates

as an employment opportunities. From the

products of iGIP, IGCDP and OGX (Exchanges)

we are earning the income for the entity. TMP

and TLP is getting the development as their

earning out of the CN.

As the LCP is my duty to ensure that we offering

the right product to the right people at the right

time. There are things which are affecting the

CN operations like the AI and National

strategies since we are a local chapter we have

to align with them.

When it comes to the stake holders of

CN as per the smart art that I have

used when we are running the

operations there is a significant

influence from the them, so we have

to make sure that we are maintaining

sustainable relationship with them.

University administration is interested

in our operations to know which

extent we are delivering the impact to

our members, Similar organizations

who is even inside the University and

society at large is become a threat in

terms of the HR recruitment and the

operations.

Companies and the NGOs which are

partnered with us interested to know about our organization because they are partners of our

organization. So to achieve our organizational goal of sustainable growth and other objectives we

should be able maintain win-win relationships with the stakeholders.

-

AIESEC CN

iGIP

iGCDP

OGX

TLP/ TMP

CN

University administration

and the Students

MC and other LCs

Similar organizations

Government

Companies/ NGOs

Alumnus

Local Committee President Application of Sohan Madhusanka

Documents

Transcript of Local Committee President Application of Sohan Madhusanka