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The Business Navigation Strategy Execution helps the business to maximize the value and effectiveness of various change initiatives or transformations by co-creating the business strategy and key objectives and by enabling the business to prioritize and translated into execution, and by representing SME/LE in Corporate programs to ensure that SME/LE is appropriately taken into account.
1.Enables business decisions in terms of the strategy, prioritization and alignment in order to maximise the customer and business value of change/transformation initiatives by delivering end-to-end (cross-functional) insights and by bringing forward financial and business perspectives, reliable data and/or insights, acting as a “bridge” between the management and various domains/stakeholders.
2.Enables business decisions in terms of the strategy, prioritization and alignment in order to maximise the customer and business value of change/transformation initiatives by delivering end-to-end (cross-functional) insights and acting as a “bridge” between the management and various domains/stakeholders.
3.Leads, builds and develops a self-steering, coherent, engaged Chapter community (of internal and/or external people) with strong technical & project competencies that is able to support our organization in a fast and flexible way and to achieve rapidly changing goals. Acts as a servant leader and such helps people self-organize and facilitates the required work environment to accommodate for that.
4.Drives smart use of resources and ensures that the right people are deployed to maximize the value-creation opportunities. Additionally, as a part of resourcing strategy (aligned with broader strategy) manages the optimal staff budget allocation. Prepares, manages, and revises personnel and/or if applicable project(s) budgets. Implementation of domain reporting (ad-hoc and recurring).
5.Organizes, stimulates and supports the qualitative transfer of knowledge and/or reskilling, "know-how" build-up and the personal development of the members of the Chapter. Understand and identify their capacities and needs and align them with the broader context to propose/implement the most appropriate actions. This to enable the Chapter to determine how their competencies can be optimally used to achieve the broader strategy.
Has strong knowledge of our strategy, industry sector and the business domain as well as is able to understand what the internal/external customer’s expectations are.
Has budgeting, planning and prioritization skills (‘TIES’ breakdown from strategy into implementable steps, identification of key issues vs. secondary issues, etc)
Has conceptual thinking ability and this combining the different perspectives (financial, customer/business value, contribution to chapter/BNT/tribe objectives)
Is an expert in the discipline of the BNT/Chapter and an expert in leadership/people management. Well acquainted with budgeting and agile methodology and flexible way of collaboration.
Knowledge of our way of working and context, to understand the ‘full’ meaning of cross-BNT/Chapter/Squad interdependencies, escalations and requests, personal and professional dynamics and assess the impact thereof on the Tribe/BNT/Chapter.
Define professional standards and work methodology within the BNT/Chapter competence.
Is able to translate these knowledge and expectations into the necessary cross-functional actions/solutions (consolidates & presents business cases) to work out and make improvements.
Has strong analytical and reporting capacity. Has knowledge of best practices / market standards in business analysis landscape.
Facilitates business decisions in terms of the strategy, prioritization and alignment in order to maximize the customer and business value of change/transformation.
Co-creates, implements and reinforces the business strategy.
Defines the methodologies, process and the way forward to arrive at business strategy (incl. implementation plan). Reviews, coordinates and/or challenges innovative changes/transformation initiatives.
Gathers and manages the requirements from different stakeholders.
Performs design thinking/ out of the box thinking to explore new/best opportunities for customers and client. Consolidates and brings forward business cases.
Provides business navigation guidance and direction for the area of specialization.
As Chapter Lead hierarchically oversees a Chapter. This implies people management.
Hires new talents (both internal and external), gives feedback, and coaches the people, stimulates the personal development of the members of the Chapter.
Creates and improves methodologies, tools, and processes to harmonize and create knowledge champions, tries to reach a higher level, doesn’t accept a status quo.
Ensures optimal utilization of people, resources, and budgets.