The primary focus of this role is to fully embed Operational Excellence (OpEx) across the business to build a lasting and sustainable operations management capability. This is a leadership role within the OpEx team and involves the identification, assessment and implementation of operational improvement opportunities that deliver lasting customer and business benefits.
Leading teams in the identification of opportunities for operational improvements to be implemented that deliver material benefit for WTW
Ensure the WTW OpEx methodology, tools, technologies and thinking are embedded into the operation
Create and deliver a communications plan which builds a deep and wide understanding of OpEx across the Division
Collaborate with other Divisions and operational hubs (often across different geographies) to maximise benefit realisation
Operate as an exemplar to constructively challenge the organisation to constantly improve operational capability and performance
Coach senior leaders within the division on the application of OpEx
Process, operations management and organisation design orientated. An organiser with strong planning ability and attention to detail
Programme and project management - ability to co-ordinate multiple complex projects simultaneously
Personal drive to achieve significant change in relatively short periods of time
Able to make decisions under a high pressure environment
Excellent communication skills, both verbal and written
Strategic thinker who can decompose complex issues and find solutions
Excellent stakeholder management
Ability to deliver great customer service
Program Management experience of large and complex projects and track record of significant delivery
Previously acting as a main point of contact for complex and OpEx queries across multiple teams
Knowledge of operational improvement/Lean methodologies and personal history of applying them to deliver business benefits within an organisation. Experience of process re-design and improvement
Knowledge of process automation / digitisation techniques and technologies
Experience and knowledge of working in a global services organisation
Ability to influence senior stakeholders (across different geographies) and communicate well at all levels, delivery to suit audience
Ability to structure, analyse and present complex ideas and data, as well as resolve complex problems
Ability to work with 3rd party consultancies to deliver results
Able to determine options, prioritise and make decisions that drive programme and organisational agenda forward but which also focusses on doing the right thing
Able to motivate and lead large cross-sections of the organisation through the OpEx journey
Ability to operate effectively whilst under considerable pressure.
Knows how businesses work; knowledgeable in current and possible future policies, practices, trends, technology, and information affecting his/her business and organisation; knows the competition; is aware of how strategies and tactics work in the marketplace.
Makes good decisions (without considering how much time it takes) based upon a mixture of analysis, wisdom, experience, and judgment; most of his/her solutions and suggestions turn out to be correct and accurate when judged over time; sought out by others for advice and solutions.
Uses rigorous logic and methods to solve difficult problems with effective solutions; probes all fruitful sources for answers; can see hidden problems; is excellent at honest analysis; looks beyond the obvious and doesn't stop at the first answers.
Dealing with ambiguity
Can effectively cope with change; can shift gears comfortably; can decide and act without having the total picture; isn't upset when things are up in the air; doesn't have to finish things before moving on; can comfortably handle risk and uncertainty.
Comes up with a lot of new and unique ideas; easily makes connections among previously unrelated notions; tends to be seen as original and value-added in brainstorming settings.
Sees ahead clearly; can anticipate future consequences and trends accurately; has broad knowledge and perspective; is future oriented; can articulately paint credible pictures and visions of possibilities and likelihoods; can create competitive and breakthrough strategies and plans.
Accurately scopes out length and difficulty of tasks and projects; sets objectives and goals; breaks down work into the process steps; develops schedules and task/people assignments; anticipates and adjusts for problems and roadblocks; measures performance against goals; evaluates results.
Developing direct reports and others
Provides challenging and stretching tasks and assignments; holds frequent development discussions; is aware of each person's frequent development discussions; is aware of each person's career goals; constructs compelling development plans and executes them; pushes people to accept developmental moves; will take on those who need help and further development; cooperates with the developmental system in the organisation; is a people builder.
Is good at establishing clear directions; sets stretching objectives; distributes the workload appropriately; lays out work in a well-planned and organised manner; maintains two-way dialogue with others on work and results; brings out the best in people; is a clear communicator.
Managing through systems
Can design practices, processes, and procedures which allow managing from a distance; is comfortable letting things manage themselves without intervening; can make things work through others without being there; can impact people and results remotely.
Relishes leading; takes unpopular stands if necessary; encourages direct and tough debate but isn't afraid to end it and move on; is looked to for direction in a crisis; faces adversity head on; energized by tough challenges.
Steps up to conflicts, seeing them as opportunities; reads situations quickly; good at focused listening; can hammer out tough agreements and settle disputes equitably; can find common ground and get cooperation with minimum noise.
Doesn't hold back anything that needs to be said; provides current, direct, complete, and "actionable" positive and corrective feedback to others; lets people know where they stand; faces up to people problems on any person or situation (not including direct reports) quickly and directly; is not afraid to take negative action when necessary.
Sizing up people
Is a good judge of talent; after reasonable exposure, can articulate the strengths and limitations of people inside or outside the organisation; can accurately project what people are likely to do across a variety of situations.
Energy and Drive
Enjoys working hard; is action oriented and full of energy for the things he/she sees as challenging; not fearful of acting with a minimum of planning; seizes more opportunities than others.
Pursues everything with energy, drive, and a need to finish; seldom gives up before finishing, especially in the face of resistance or setbacks.
Knowledgeable about how organisations work; knows how to get things done both through formal channels and the informal network; understands the origin and reasoning behind key policies, practices, and procedures; understands the cultures of organisations.
Can manoeuvre through complex political situations effectively and quietly; is sensitive to how people and organisations function; anticipates where the land mines are and plans his/her approach accordingly; views corporate politics as a necessary part of organisational
life and works to adjust to that reality; is a maze-bright person.
Comfort around higher management
Can deal comfortably with more senior managers; can present to more senior managers without undue tension and nervousness; understands how senior managers think and work; can determine the best way to get things done with them by talking their language and responding to their needs; can craft approaches likely to be seen as appropriate and positive.
Personal and Interpersonal Skills
Is easy to approach and talk to; spends the extra effort to put others at ease; can be warm, pleasant; and gracious; is sensitive to and patient with the interpersonal anxieties of others; builds rapport well; is a good listener; is an early knower, getting informal and incomplete information in time to do something about it.
Genuinely cares about people; is concerned about their work and non-work problems; is available and ready to help; is sympathetic to the plight of others not as fortunate; demonstrates real empathy with the joys and pains of others.
Is dedicated to meeting the expectations and requirements of internal and external customers; gets first-hand customer information and uses it for improvements in products and services; acts with customers in mind; establishes and maintains effective relationships with customers and gains their trust and respect.
Creates a climate in which people want to do their best; can motivate many kinds of direct reports and team or project members; can assess each person's hot button and use it to get the best out of him/her; pushes tasks and decisions down; empowers others; invites input from each person and shares ownership and visibility; makes each individual feel his/her work is important; is someone people like working for and with.
Building effective teams
Blends people into teams when needed; creates strong morale and spirit in his/her team; shares wins and successes; fosters open dialogue; lets people finish and be responsible for their work; defines success in terms of the whole team; creates a feeling of belonging in the team.
Integrity and trust
Is widely trusted; is seen as a direct, truthful individual; can present the unvarnished truth in an appropriate and helpful manner; keeps confidences; admits mistakes; doesn't misrepresent him/herself for personal gain.
Is cool under pressure; does not become defensive or irritated when time are tough; is considered mature; can be counted on to hold things together during tough times; can handle stress; is not knocked off balance by the unexpected; doesn't show frustration when resisted or blocked; is a settling influence in a crisis.
Dealing with paradox
Can act in ways that seem contradictory; is very flexible and adaptable when facing tough calls; can combine seeming opposites like being compassionately tough, stand up for self without trampling others, set strong but flexible standards; can act differently depending upon the situation; is seen as balanced despite the conflicting demands of the situation.
Is personally committed to and actively works to continuously improve him/herself; understands that different situations and levels may call for different skills and approaches; works to deploy strengths; works on compensating for weakness and limits.
Understands why groups do what they do; picks up the sense of the group in terms of positions, intentions, and needs; what they value and how to motivate them; can predict what groups will do across different situations.
Managing vision and purpose
Communicates a compelling and inspired vision or sense of core purpose; talks beyond today; talks about possibilities; is optimistic; creates mileposts and symbols to rally support behind the vision; makes the vision sharable by everyone; can inspire and motivate entire units or organisations.