Global Head of Design- IBOR

Location:Greater London
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Role Title: Global Head of Design- IBOR

Business: GBM
New or Existing Role? New
Grade: GCB3
Role Purpose
  • The Global Head of Business Architecture and Programme Design is responsible for leading and overseeing that changes are identified & delivered across the bank and that the programme is established through clear strategies or frameworks to enable success. This role will oversee five key responsibilities:
  • Understand the change the IBOR transition has upon HSBC’s operating model globally;
  • Understand the costs required to deliver the change and produce the investment case;
  • Ensure plans are in place to deliver the required changes across the organisation and provide on-going support to deliver the plans;
  • Provide thought leadership and best practice to establish the programme and drive change across the bank;
  • Devise strategies or frameworks that are required by the programme e.g. devise client remediation approach, develop programme structure or develop deployment methodology.
  • The role has 2 direct onshore reports and is expected to strongly engage with business lines and functions to meet objectives.
Key Accountabilities
Business Architecture
  • Define methodology to conduct change and impact assessment.
  • Work alongside the business lines and functions to ensure change and impact assessments are completed.
  • Ensure that business requirements are captured across all areas of the operating model.
  • Determine cost of change and develop investment case for the programme.
  • Drive the development of global design strategy to ensure a consistent approach across all workstreams and regions, with variances well understood and documented
  • Ensure that the programme’s objectives are clearly understood by all those working on the programme and more broadly with wider stakeholders.
  • Build and maintain effective partnerships between the business and IT (depending on project).
  • Develop and maintain effective senior stakeholder relationships across streams.
Programme Design
  • Establish programme structure and identify resource requirements.
  • Establish and design the governance structure required to execute the programme.
  • Lead definition of staffing, responsibilities and schedules.
  • Review existing structures and identify improvement opportunities.
  • Drive the adoption of HSBC standards and work in alignment with HSBC methodology at all times.
  • Lead the team to meet performance targets aligned to programme objectives.
  • Drive strategy and shape the programme approach across a series of projects or component activities, building stakeholder buy-in around plans, commitments and changes.
  • Provide thought leadership to help solve complex programme issues.
  • Define frameworks or methodologies that can be used by the programme to resolve complex issues.
  • Share learning and best practices to drive improved change delivery across the bank and identify key metrics to measure the impact of delivery.
Implementation Planning
  • Use change and impact assessment to construct plans for the programme.
  • Understand internal interdependencies and impact they have on the overall plan.
  • Manage and track dependencies (internal or external) and advise impact on the plan.
  • Develop long and short term plans for the IBOR global transformation.
  • Define the shape and structure in developing the programme plan (which is multi-country and cross business); review and refine resource requirements and engage with stakeholders to create buy-in for the plan.
  • Actively manage and co-ordinate the programme roadmap, handling changes as they arise and keeping stakeholders focused on the agreed change outcomes and benefits.
  • Obtain buy-in from and influence over senior management and stakeholders for all key programme plans, commitments, changes including requirements, quality assurance plans, budget, schedule, scope, risk mitigation and contingency plans.
  • Support regional leadership in managing and leading change in region / country through deployment of key strategic actions and provide input in strategic change planning.

Capability and People Development

  • Influence and collaborate with senior business stakeholders.
  • Ensure that observations and findings from the team are captured and shared to promote continuous learning and improvement in the delivery of change.
  • Lead the team, improving performance and providing mentoring and learning and development opportunities. Build small core team, and established working models for Peer Reviews.
  • Work with the Heads of Businesses to ensure that existing Programme Directors / Managers across the various teams are engaged with the central programme team.
Major Challenges
  • Continuously adopt a pragmatic, flexible and responsive approach.
  • Maintain constructive and supportive working relationships with stakeholders within and outside the IBOR programmes across GBM, HOST, GBMO, Operations, business lines, and other areas.
  • Wide range of activities.
  • Creative solutions regarding use of tools to support reporting and data requirements.
  • Manage direct reports.
Role Context
  • Role operates within a matrix structure of central IBOR Programme and workstream Programme Managers/Programme Manager Officers, regional heads of business, and other senior stakeholders. To function effectively, strong interpersonal skills are required, together with the ability to build a network of contacts, form strong working relationships and influence colleagues across the Group.
  • Flexible, adaptable and responsive approach required, with ability to prioritise and balance time critical requests with planned workload to ensure deliverables are not compromised.
  • Strong leadership skills required to ensure direct reports are able to deliver portfolio management requirements.
Role Dimensions
  • The role holder will lead the team to deliver stated objectives and outcomes for the programme working extensively with business and functional leads.
  • Role holder will be required to support management of costs/investments within agreed budget and be accountable for delivering the strategic goals of the programme.
Management of Risk
  • The jobholder will also continually reassess the operational risks associated with the role and inherent in the business, taking account of changing economic or market conditions, legal and regulatory requirements, operating procedures and practices, management restructurings, and the impact of new technology.
  • This will be achieved by ensuring all actions take account of the likelihood of operational risk occurring.
  • Also by addressing any areas of concern in conjunction with line management and/or the appropriate department.
  • The role acts as a risk mitigating function by monitoring the delivery risks across the IBOR Programme and ensuring these are adequately managed

Observation of Internal Controls

  • The jobholder will also adhere to and be able to demonstrate adherence to internal controls. This will be achieved by adherence to all relevant procedures, keeping appropriate records and, where appropriate, by the timely implementation of internal and external audit points, including issues raised by external regulators.
  • The Portfolio approach includes adherence to BTF / Group change standards, and communication of these to programme stakeholders. This role ensures these are met through monitoring and tracking of programmes