Saudi S&T Transformation Sr. Manager
Skills
About This Role
Operating Model
- Next Chapter Operating Model: - Provide Program leadership to Next Chapter for OU/market. Working with OU Next Chapter PMO and CMO, and Region team, to land Next Chapter organization, processes and ways of working, per aligned OU roadmap - Drive program level visibility and progress, connect the key workstreams.
- GCC: - Provide program leadership to the OU/market GCC agenda per aligned roadmap: Ensure smooth transition through leveraging global scale and consolidating similar works in HUBs to maximize effectiveness. - Collaborate with multiple partners in OU/market (Function Leads, People Lead, Comms Lead) and Region GCC team to ensure transition moves according to plan. - Drive program-level visibility and progress. Embed overall change management and communications. Manage interdependencies and key risks, escalating as required
Cost Transformation
- Provide Program management to the OU/market Cost Transformation agenda. Provide program leadership to the OU/market cost agenda, focused on building a medium and long-term productivity pipeline (next 2-5 years).
- Drive program level visibility and progress, visibility of pipeline, connect and operationalize the key x-functional workstreams, working with key stakeholders to size opportunities, mobilize team, build roadmaps/scorecards: - DTV, Portfolio Harmonization, SC transformation, Procurement, GTM, A&M, Operating Model (Picasso/Next Chapter/GCC), Digital o Act as the Lead for Saudi DTV: Key tasks include Sprint Facilitation, Prioritization, & Planning, SWAT Team Identification & Onboarding, Value Realization and Brainstorming Ideas based on Benchmarking o Embed overall change management and communications. o TMO support to cost transformation governance processes (e.g. Productivity Council, agenda, pre-reads, and actions as appropriate for OU/market). o Manage interdependencies of workstreams and key risks, escalating as required.
Transformation Management Office
- Own delivery of multi-year OU/market Transformation roadmap, including digital agenda, working in conjunction with key OU stakeholders, Region Transformation and Deployment teams.
- Define overall project management plan leveraging standard frameworks for each program with the Project/Program lead, delivering detailed roadmaps and key milestones
- Define best support for each initiative in conjunction with key stakeholders and identify cross-functional integration and tension points.
- Provide leadership and governance to these projects, working closely with core project teams, Functions, and OUs as required.
- Leverage project management methodology, guidance, and communication frameworks
- Provide scorecard and performance metrics for each project, manage risk and course correcting as required, and deliver defined benefits.
- Embed overall change management and communications.
- Lead process by prioritizing all investment requests, tracking resources, enabling active risk management, and ensuring value realization.
- Define a multi-year investment plan and work with project stakeholders to outline the scope, goals, deliverables, required resources, budget & timing.
- Build tools and capability to support OU/market Transformation agenda: Partner with Sector TMO and CMO to build standard tools, project management, and working methods to ensure execution discipline across our transformation and strategic projects.
- Collaborate with the Global Team to leverage global tools and capabilities and get insights from other sectors on adoption and roll-out practices.
- Lead key scale x-functional transformation initiatives (to be aligned with stakeholders)
- Provide leadership and project management to several scale OU/market Transformation projects
Change Management
- Lead the change management community, plan training for new change leads and impacted managers, and drive effective organizational implementation.
- Working with EMEA Change Lead to seamlessly integrate a clear change management plan.
- Sharing learnings across projects and teams
- Estimate 2-3 significant projects per year (often multiyear projects)
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