{"id":1980,"date":"2021-06-23T10:57:01","date_gmt":"2021-06-23T02:57:01","guid":{"rendered":"https:\/\/integration.is\/?p=1980"},"modified":"2023-10-25T10:58:56","modified_gmt":"2023-10-25T02:58:56","slug":"organisation-design-change-management-lead","status":"publish","type":"post","link":"https:\/\/integration.is\/?p=1980","title":{"rendered":"Organisation Design & Change Management Lead"},"content":{"rendered":"\t\t
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Overall objective:<\/p>\n

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Key requirement is Business Process Change Management experience, in a large organisation, on the people side.<\/p>\n

Context:<\/p>\n

An insurer\u2019s IFRS 17 programme is in flight across 15 countries (LBUs). The insurer has developed technical systems and technical processes. However, the target operating model has not been at the centre of the development, hence systems and data are well developed. People and process are less developed. The incumbent people & change lead has moved the programme significantly forward. They are leaving to a job in a big-4 auditor. Going forward the new people & change lead will need to convince the leaders at business units to take people & process more seriously and get the functioning TOM rolled-out.<\/p>\n

Period: July 2021 to end of June 2022<\/p>\n

Work objectives of the lead:<\/p>\n

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  1. Translate IFRS 17 regional process taxonomy and design into Organisation Design at RHO and guidance for LBUs to develop detailed design locally, engaging program and business stakeholders to achieve this and secure buy-in to final design. Promote impact on organisation design, updating design as IFRS 17 processes are finalised and tested in SIT and UAT. Work with RHO BAU HR to implement and build as required<\/li>\n
  2. Develop and deliver detailed people change management approach, tailored to different stages of the program and refreshed as people change needs evolve and come to life. Establish plans for RHO, then provide a framework, guidance and support to LBUs to tailor locally with ongoing governance<\/li>\n
  3. Translate program UAT Approach and Plan into UAT People Readiness Approach and Plan, working with other workstreams for a united approach. Define knowledge and awareness needs for UAT Preperation and Execution, co-ordinating delivery of materials \/ interventions from program SME to time and quality, using good practice. Establish plans for RHO, then provide a framework, guidance and support to LBUs to tailor locally with ongoing governance<\/li>\n
  4. Participate in business readiness for people, working across workstreams. Review UAT people readiness experience to enhance approach and materials, co-ordinating delivery at RHO and supporting LBUs<\/li>\n
  5. Participate in business readiness for people, working across workstreams. Review UAT people readiness experience to enhance approach and materials, co-ordinating delivery at RHO and supporting LBUs<\/li>\n
  6. Manage the day-to-day PTC workstream, overseeing the PTC project manager, so that PTC complies with wider program governance and planning. Builds knowledge and understanding of the purpose and value of PTC workstream to achieve overall goals<\/li>\n<\/ol>\n

    Location: Central in Hong Kong, liaising with four other entities in Asia<\/p>\n

    Team: Tbc \u2013 much of the work will be influencing stakeholders in other workstreams<\/p>\n

    Governance: Works for Programme Director, there may be some direct reports. Much applied management into business units.<\/p>\n

    Plan: Plan in place. However there is a lack of understanding and reticence amongst some senior stakeholders at LBUs because they do not understand the value or role of change management.<\/p>\n

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