Partnership Leader, Strategy Realisation at World Vision International, Kigali - CLOSE : 30/12/2016
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Reference : 5768-22G08001
Town/City : Global
Application Deadline Date : 30-Dec-16
International Role : Yes
Duration : 2+ Years
*Position location to be determined by home country of successful candidate within a jurisdiction (Country or U.S. state) where WVI is registered to operate.
FULL POSITION TITLE : PARTNERSHIP LEADER, STRATEGY, REALISATION, COLLABORATION & INNOVATION
PURPOSE OF POSITION :
This position will provide leadership and act as a key focal point for the 2030 strategy adoption and alignment across World Vision Partnership and near-team strategy realisation to maximise impact for children and the poorest of the poor. Lead the Global Office of Strategy, Collaboration & Innovation (GOSCI) and the Strategy Realisation Office (SRO) and facilitate the network of strategy professionals within entities across the partnership.
This position, in collaboration with others will ensure the application of a consistent model for strategy implementation, appropriate high level content/focus, and the coordination of all entities efforts to both.
• The Partnership Leader will also have oversight of the Partnership Planning Cycle and will work with the rest of the partnership. There is regional matrix reporting relationship into the position.
• The Partnership Leader will continue to structure internal consulting response to meet the needs of Partnership entities in refining strategy, supporting critical business analysis, business planning, organisational strategy and their processes in collaboration with the Partnership senior leadership.
• The Partnership Leader will enable and advance the organisation’s culture and competencies in collaboration and innovation and take on specific collaboration and innovation activites as agree with the Partnership senior leadership. This position will lead the scanning and engaging on external trends considering the implications and scenarios to WV, and formulating actions and changes to the Partnership strategy accordingly.
KEY RESPONSIBILITIES :
• Overall accountabilities include integrating, facilitating, and realising the strategic initiative portfolio, proactively working with sponsors and initiative leads to manage interdependency of scope and delivery of initiative realisation, and proactively leading collaboration and communication across the strategic portfolio.
Key Responsibilities and Deliverables :
• Ensure that each strategic initiative has a well-documented project plan designed to achieve both installation and realisation goals.
• Establishes effective governance processes that actively engage relevant sponsors in oversight and decision-making.
• Measures progress and tracks risks against installation and realisation goals across the portfolio of initiatives.
• Proactively identifies potential issues or conflicts among the initiatives as well as opportunities to leverage resources or activities across initiatives.
• Delivers value-adding status reports (dashboards) to the Steering Committee that provide clear visibility on progress and early elevation of issues and risks.
• Ensures that implementation decisions for each initiative are in line with the 2030 strategic intent, and escalates issues appropriately when required.
• Monitors the tension between burden or stress placed upon the organisation and the organisation’s capacity to absorb and adapt.
• In addition to providing day to day leadership and direction to the initiative leaders for each of the Strategic Initiatives, the SRO Leader is responsible for providing leadership to the team of functional specialists in the areas of program/project management, communications, change management and financial measurement and control.
Strategy Alignment and Adoption :
• The Partnership Leader draws the attention of leadership to the impact of issues and decisions on strategic intent. The strategic planning process provides a mechanism to ensure that the organisation moves forward in a consistent direction. The Partnership Leader must resolve the strategy – that is, clarify it for the GOSCI and for every business unit and function, ensuring that all employees understand the details of the strategic plan and how their work connects to corporate goals. This is crucial for building the federation necessary to enact change.
Ensure Capacity of Organisation to think and work Strategically, Collaboratively and Innovatively :
• The GOSCI continues to develop capacity within the organisation to think and work strategically, collaboratively and innovatively in a consistent and effective manner. This capacity is built across the Partnership using a strong and well-functioning Partnership strategy, collaboration and innovation networks.
• Improving ministry impact through innovation in core products and process innovation, as well as support Global Resource Development’s efforts to accelerate field based resource development via fund-raising, partnering and further diversification of the donor base. Enabling improved business process optimisation through more intentional collaboration and use of technology.
Oversight to Partnership Planning Cycle :
• Our strategy process emphasises dialogue involving knowledge sharing and consensus building. This supports our widely diversified federal Partnership both from governance and a resourcing perspective. This dialogue of alignment, for all entities, is facilitated through the GOSCI’s oversight of the Partnership Planning Cycle. The Partnership Leader is responsible to highlight misalignment to the ExL and recommend solutions.
• This position will have oversight of the Portfolio Management and Resource allocation methodology and will link the PMRA working group to the senior leadership of the Partnership. Investment guidelines bring consistency and transparency to the allocation of shared resources, which helps us to achieve the greatest impact and make the greatest difference through our ministry wherever we work.
Innovation, External Landscape and “Futurism” :
• Create and implement a global approach to identifying and scaling innovative approaches that will benefit the entire partnership. Ensure appropriate funding is available to support and lead innovation in the marketplace. Ability to scan and interpret the external landscape and trends, and ability to translate into understandable implications for World Vision.
• Leverage organisational capital through innovation, corporate and industry structures and assure that all of these are planned, filtered and executed against a continual review and updating of Global Mega Trends and Future Change.
• Futurism is the ability to apply strategic foresight. By leveraging both qualitative and quantitative data, and continually scanning the macro-environment for mega- trends (i.e. where societal, technological, environmental, economic and political trends emerge and converge). Providing the tools to help the organisation make sense of emerging landscape, develop aspirational futures, and develop scenarios that guide strategic decision-making.
KNOWLEDGE,SKILLS & ABILITIES :
• Master’s degree preferred in economics, business administration, public administration/management, international development or related field experience.
• Extensive international experiences (minimum of 10 years) and comfort in working across cultures and within complex organisational structures.
• Demonstrated breadth of business and organisation development experience and facilitation of processes.
• Proven ability and successful track record in seeing the “big picture” in complex situations by linking information or applying theoretical frameworks, by taking a systems view, or by considering an abstract, innovative, broader or longer-term perspective.
• Ability to perform strategic business planning including settling organisational objectives, overseeing competitive analysis, strategy implementation communication and opportunity/innovation recognition.
• Experience working in a matrix environment highly desirable.
• Apprenticeship in strategy development within World Vision and/or assigned roles in other
• international organisations or strategy consulting firms.
• Strength in building effective work relationships with both local and dispersed colleagues, and
• manage and lead horizontally across the organisaiton.
Work Environment :
• The position requires ability and willingness to travel domestically and internationally up to 40% of the time.
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