Head of Change Delivery
• Accountable to Head of UK Technology and Change for the successful delivery of all business and technical change projects led by the Portfolio Delivery Managers (circa £10m – £20m)
• Lead development of input across all portfolios and represent UK Technology and Change at Prioritisation/Change Forum
• Lead resource planning and recruitment for UK Technology and Change
• Lead interface for UK Technology and Change delivery to Portfolio Management Centre to ensure adherence to standards set
Delivery of Change (80%)
• Guide and direct the successful formation and delivery of change projects. This will typically include ensuring the following are appropriately managed:
• Scope, Objectives Solution – ensure objectives and scope are clear, understood and stable. The proposed solution is appropriate and aligned to strategy.
• Stakeholders – ensure stakeholders have been identified, are being appropriately managed and are supportive.
• Benefits and Costs – ensure benefits and costs are appropriately documented, have the support of GRB ExCo and are on track. The change lead will have responsibility for formulating the business case (costs and benefits); making appropriate financial submissions for approval (such as STP, MTP) and managing the successful delivery of the business case.
• Delivery – ensure there is a credible plan (with assumptions, dependencies, milestones, etc) and the programme is on track to deliver the scope, objectives and solution.
• Team – ensure the team is the right size, has the right skills and is motivated to deliver.
• Governance Issue/Risk Management – ensure governance is fit for purpose (representative, sufficient authority, committed participants etc). Issues and risks are being identified and actively managed.
• Change Management – obtain buy-in to new ideas, embed new ways of working (including culture change) or safely close-down/migrate existing activities through appropriate planning and management thoroughly in advance of the related announcements or implementations.
• Supplier Management – ensure third party relationships are being appropriately managed for mutual success. Ensure supplier choices follow a clear and defensible process, and that performance is being measured.
Design Thought Leadership (15%)
• Contribute to thought leadership in the areas linked to the strategic imperatives of RBB COO.Personal and Professional Development (5%)
• Develop skills level, in particular the development of professional change skill sets.
§ Demonstrable experience of leading large projects and programmes of strategic change.
§ Blue-chip pedigree with experience within large financial services organisations
§ Operational accountability for operational control and/or financial crime services at a senior level within a major financial services organisation i.e. has actually been an operational controls and/or financial crime services owner within a bank
§ Responsibility for the delivery of control optimisation or realignment programmes
§ High standard of education, intelligence and personal presentation
§ Knowledgeable in the key aspects of technology systems architecture, design, testing and implementation.
§ Capable of demonstrating a deep knowledge of the workings of the bank, its commercial and regulatory context.
§ Innovates to generate creative alternatives and form recommendations backed by convincing analysis.
§ Expert in the delivery or leadership of critical analysis resulting in high impact diagnoses and recommendations.
§ Expert communicator in both spoken and written media and in creating persuasive presentations. Able to influence at all levels up to and including SX.
§ Commercial in outlook and having an in-depth understanding of the commercial implications of strategy and change.
§ Able to lead and contribute significantly to the formulation of the department strategy and the strategic aspects of any change under their management.
§ Expert in securing agreement through negotiation and influence, both internally to the bank and with external agents.
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