Global Head of Digital Commercial and Strategic Planning

Location:Greater London
Job Type:Full Time
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Description

Role Title: Global Head of Digital Commercial and Strategic Planning

Business: Retail Banking and Wealth Management

New or Existing Role: New

Grade: GCB3

Role Purpose

  • The RBWM strategy has a stated objective to make HSBC an upper

quartile provider of electronic services to RBWM customers.

  • But this is only a stepping stone. We are focussed on re-inventing

the relationship HSBC has with its customers and making our digital

experience the reason customers chose HSBC as their primary bank.

  • Specifically, this role will be accountable for:
  • Identifying what success looks like for RBWM as a digitally led

business, articulated as KPIs over a 3 to 5 yr time horizon.

  • Pushing the boundaries & identifying the priority initiatives with

the markets, internal functions & other stakeholders across the

strategic agenda to deliver the potential.

  • Investor relations narrative & information,

for both internal and external use

  • This is a pivotal role where the

ability to influence and collaborate with others is a daily occurrence.

Key Accountabilities

Impact on Business

  • Strategic, long-term goal & KPI setting

and ‘picture painting’: identifying & describing what success looks

like for RBWM as a digitally led business over a 3 to 5 year time horizon.

  • Develop, gain agreement to and maintain

the global digital metric targets

  • Pushes the boundaries with the markets, internal functions &

other stakeholders across the digital agenda to think beyond the status

quo to what could be achieved.

  • Works closely with Exco and senior leadership to help support

investment and resource allocation decisions that drive the digital agenda

globally

  • Identifies the priority digital &

non-digital opportunities that drive the digital agenda across RBWM e.g.

channel migration, digital engagement, at both Global D3 and Market level

  • Galvanising the Head of Digital & functional

teams to drive key initiatives and ensuring these are reflected in

strategy papers, country plans etc

  • Keeps Digital country plans &

priorities relevant, updated & accurately reflecting current context

(customer, market, business etc)

  • Oversight of metrics governance

(definition and annual review)

  • Identifies benchmarks to guide and

evaluate our performance e.g. 3rd party (e.g. industry peers

and other industry best practice) as well as within the bank

  • Builds a growth plan that is additive to the other distribution

channels.

  • Influences

behavior & educates wider RBWM teams & employees to drive the

digital agenda and encourage digital ambassadorship.

  • Be a critical

leader of a Regional Transformation, influencing, inspiring and educating

others at all levels in the organisation.

  • Produce the investor relations narrative and all supporting information

& data on a proactive basis to the key stakeholder audiences

Stakeholders

  • Responsible for defining stakeholder

management mapping for key programmes of work.

  • Responsible for the integration between

stakeholders across the matrix, geographic and business/functional aspects

of the RBWM franchise (and other Global Businesses).

  • Responsible for establishing agreed SLAs

with stakeholders in the design, implementation and remediation of

activity.

  • Stakeholders are not defined internally

but include regulatory, market, customer requirements and third party

relationships.

  • Responsible for building collaboration

between global, regional and country teams influencing them and building

strong relationships to ensure consensus and influencing of change outcomes.

  • Responsible for obtaining buy-in from and influence senior management and stakeholders for all key initiatives, commitments, changes including requirements, quality assurance plans, budget, schedule, scope, risk mitigation and contingency plans.

Internal Stakeholders

  • Regional

& Country Heads of RBWM

  • Regional

& Country Heads of Service Delivery

  • Regional

& Country Heads of Transformation

  • Regional

& Country RBWM COOs

  • Regional

& Country Heads of Finance

  • Marketing

Function

  • HDS

and DaaC communities at Group, Regional and market levels

  • The ability to manage stakeholders

across Businesses and Functions will be critical to the ability to deliver

on metrics and embed the Digital agenda

Leadership & Teamwork

  • Work collaboratively across all parts of

RBWM.

  • Provide the judgment and expertise across

all aspects of area of responsibility.

  • Provide the personal leadership required

throughout HSBC.

  • Strong contacts in relevant industries.
  • Able to bridge a range of communities e.g.

Senior Execs, HTS, Marketing, Product and Proposition Providers, Industry

Experts.

  • Strong engaging persuasive personality

while approachable and not arrogant.

  • Able to manage multiple applications to

tight budget and time frames.

  • Ability to successfully leverage HDS and

DaaC resource and influence activity in the Regional Centres and the DCE

function.

  • Acts in a manner that transparently

promotes the organisation’s values and delivers in an aligned manner.

  • Seeks opportunities to integrate, simplify

and streamline activity through involvement of teams in the geographic and

functional matrix.

  • Directly manages and leads a central team

of specialist and indirectly employees across the Digital network to

achieve objectives.

  • Build and sustain commitment to long term

goals across multiple teams - drives people advocacy, trust, confidence

and integrity to inspire enthusiasm for achieving these.

Operational Effectiveness & Control

  • Identifying key risks, issues and interdependencies and provide

appropriate mitigation strategies.

  • Supporting audit / independent programme assessments as required.
  • Ensure HSBC is not put at any operational or reputational risk.
  • Responsible for ensuring SLAs are achieved

at specified cost.

  • Ensure TOM and business / customer

strategy alignment.

  • Ensure optimal deployment of best

practice.

  • Work with Operational Risk and other key

functions to define the optimal balance between security, customer

convenience and work processes.

  • Monitor and report on programme deliverables and intervene when workstreams go off track.

Major Challenges

  • HSBC has evolved over its 150+ year history and

its adoption of digital channels can be seen as important as the

development of the business in China. Achieving a leading position in this

aspect of Financial Services will take a number of years requiring the

development of new capabilities and competencies with which the management

of the bank and the current culture is largely unfamiliar.

  • Working towards the RBWM ExCo scorecard items

whilst being aware of local desires and nuances.

  • Driving the Digital Transformation, maintaining

traction and pace whilst adhering to internal and external governance.

  • Create win - win scenarios between the Digital

business performance agenda and other stakeholders e.g. CVM, Retail

products, Wealth.

  • Ensuring that cost versus benefit is considered

at all points to ensure that cost is attributed to activity that drives

benefits.

  • A core challenge is innovation and staying ahead

of the market.

  • Leveraging resource in country and ensuring adherence to the Global

agenda in a heavily matrixed, constantly changing and ambiguous

organisation

Management of Risk

  • The job holder will ensure the fair treatment of our customers is at the heart of everything we do, both personally and as an organisation. This will be achieved by consistently displaying the behaviours required to support the Best Place to Bank principles of Make Better Products, Sell Them Properly and Keep Them Sold.
  • 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.

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 jobholder will implement the Group compliance policy by containing compliance risk in liaison with Global Head of Compliance, Global Compliance Officer, Area Compliance Officer or Local Compliance Officer. The term ‘compliance’ embraces all relevant financial services laws, rules and codes with which the business has to comply.
  • This will

be achieved by adhering to all relevant processes/procedures and by

liaising with the Compliance department about new business initiatives at

the earliest opportunity. Also and when applicable, by ensuring adequate

resources are in place and training is provided, fostering a compliance

culture and optimising relations with regulators