Senior Manager - Transformation & Organisation Design

1. Transformation portfolio coordination and alignment:

• Lead and evolve the Transformation Office mechanisms to best accommodate the shifting organisational needs of the transformation portfolio. In doing so, guide and oversee a small team of Transformation Office personnel, as well as produce deliverables directly.

• Partner with the Transformation Board members and other senior stakeholders in charge of other global initiatives to ensure scope and prioritisation are aligned with UNOPS strategic plan and leadership priorities. 

• Ensure the Transformation Board operates effectively with clear and appropriate terms of reference and the necessary support for informed decision-making through regular updates and reports, including preparation of Transformation Board meetings.

• Lead the development and implementation of robust project management methodologies and tools, providing initiatives with advice and guidance on project and programme management disciplines to promote best practices in areas such as planning, governance, risk management, and KPIs that complement a structured approach to change management. 

• Develop and evolve a comprehensive overview of the organization's reform portfolio and its progress, mapping interdependencies, identifying potential conflicts, assessing organizational change readiness and providing advice to Transformation Board members on the best ways to consolidate the global portfolio of change into a manageable and well coordinated effort:

  1. Work with transformation initiatives, Regional Transformation Advisors and global programmes of change, to shape high-level plans that consider interdependencies, potential milestone conflicts, and change impact.

  2. Oversee progress of initiatives against plan and portfolio level risks and issues, and support Transformation-level budget planning and management, providing reports and escalating matters to the Transformation Board as necessary.

• Ensure effective communication and collaboration across the Transformation Office, Regional Transformation Advisors, project teams, and a wider range of senior stakeholders.

• Partner with stakeholders involved in communications including the Communications Group, and initiative and regional communications focal points to draft and deliver coherent transformation level communications

2. Organisational design and change assignments

• As part of the wider effort around the operating model redesign, provide input to this project, both on the project set up, structuring of the project governance and its delivery mechanisms but also also on the substantive side of the solution design and operating model options, for leadership consideration.

• As needed, lead on the discrete work packages for the operating model review and/or other organisational design efforts, adapting best practice in solution design and change management implementation to organizational needs.

• Scope and deliver work packages or lead on other internal organizational design assignments, as needed. Ensure practical and tailored solutions  to specific problems.

• As needed, support and/or manage the implementation of solutions, mitigating risks, ensuring minimal disruption to business operations and minimising change resistance.

3. Stakeholder engagement

• Build and maintain strong relationships with senior stakeholders across the organization, including HQ and the regions.

• Establish a partnering relationship with the Regional Transformation Advisors and the project leads.

• Use varied influencing and relationship building techniques to navigate complex stakeholder dynamics, in geographically dispersed and operationally challenged environments. 

• Build alliances and momentum for driving change  and generating support towards new ways of working e.g. coordinating and delivering the reform portfolio, implementing the operating model changes etc.

• Communicate effectively with stakeholders at all levels, providing regular relevant updates and addressing any concerns in a timely manner.

4. Team management

• Supervise, mentor and develop highly motivated team members in a matrix team setting. 

• Provide clear direction and guidance to enable team members to perform their duties responsibly, effectively, efficiently and flexibly in a dynamic context. 

• Foster a positive team spirit where every member lives up to UNOPS values (integrity, respect, transparency and accountability) and where every member is performing to their fullest potential while preserving well-being.

5. Knowledge management

• Contribute to the development of intellectual capital by bringing and applying knowledge and experience of relevant disciplines including transformation; project, programme and portfolio management as part of the Transformation Office; organisational design and change management.