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Team OverviewChange management at Schroders follows a hub and spoke distributed model with the divisional change teams embedded within each business divisions. Each divisional change team is connected to and part of a central Group Change department consisting of a cross divisional Enterprise Change function, Business Transformation function, an internal Management Consultancy team, Coaching and an Operational Excellence function. Together these specialist change management resources collaborate to ensure the successful delivery of strategic outcomes prioritised in the best interest of the company.Functional responsibilities: Support the appropriate translation of the corporate strategy into change programmes and Capability Manager roadmaps
Integration of Business Change, Enterprise Change, Business Consultancy and Operational Excellence pipelines looking across all change activity of the firm
Ensuring optimal sequencing, prioritisation and alignment to the strategic goals of the firm
Capacity and Demand Management - Ensure accurate capacity, demand and delta data for Change in combination the office of the CTO. Including ensuring data is provided by business partners.
Support Enterprise and Divisional Change leads in change programme initiation, including identifying the process change needs to support programme mobilisation, and actioning them. This may include suggestions on restructuring.
Collates and present change metrics and outcomes to GMC and GOC highlighting value contribution of change capital to strategic outcomes
Chair of Change Management communities: Running the Head of Change, Project Management and Head of Programmes Communities and developing a ‘pull’ demand from the members to want further interconnection
Responsible for ensuring appropriate training is available and all change resource have understanding of the standard best practice change management methodology, tools and resources
Tooling: Facilitating clearly scoped white papers on the tooling needs to support data modelling of capacity and demand and the interactions of programme dependencies. Driving to ensure there are clear options and decisions made, communicated and bought into by the Large Programme Managers, Heads of Change, SMT and Office of CTO.
To analyse and highlight the bandwidth and flow of change throughout the change operating model, identifying blockages and areas of constraint
Raise awareness of change management across the organisation
Engage key leaders and stakeholders to buy-in to change management approaches
Coach change teams and their stakeholders through change processes Adoption: Driving adoption through identification of opportunities to further the standardisation of best practice
Support the annual budget cycle to ensure alignment to strategic goals of the firm and through consideration of impact to technology and group shared services
Best Practice: Driving forward the delivery of the best practice guides underway to deliver a clear Group set of guidelines for best delivery
Develop an on boarding pack for new Change Managers, which provides them with access to how to undertake change best in Schroders
Management, prioritisation and direction of specialist shared change resources such as the Change Communications Manager Role Competencies: Highly experienced Senior Change Manager with an excellent track record of delivery
A strong leader
Asset Management background
Very strong client and stakeholder management skills
Experience of coaching change practice at all levels
An excellent influencer, negotiator and communicator at all levels including C-Level Executives
Senior stakeholder management experience (E.G. to GMC level). Ability to demonstrate chameleon approach (quickly understand stakeholder, adapt your style to make your message resonate to their reality)
has established a proven reputation/ can evidence self as outcome focused deliverer of change.
Team player - Benefit of Schroders, Benefit of Division, Benefit of team (Group Change), Benefit of self hierarchy
Achieve results through empowerment of people under line and matrix management
Energiser of team morale, sees opportunity and satisfaction in overcoming challenge and uses these experiences to build the teams reputation.
Role model in acting with a servant leader mind-set
Demonstrates strong values, aligned to the Schroders values, and acts as a role model to line reports
Committed to life long learning and continuous improvement
Educated to a minimum of undergraduate degree level with either relevant professional with desirable higher level degree qualifications achieved (CIMA, CFA, MBA)Domain Knowledge: Understands functional capabilities of the organisation:
- Product and Services provided
- Operating models including upstream / downstream supply chain
- Technology platforms employed
- Data Models
- Organisational structures
Market best practices and professional qualifications utilised
Actively tracking leading edge innovative thinking that could be deployed within the domain to provide competitive advantage and/or productivity
Schroders is an equal opportunities employer and welcomes applications regardless of sex, marital status, ethnic origin, sexual orientation, religious belief or age.