Partner – Organisation and Talent — Analytics Organisation

The mandate

The chair and executive committee are aligned that the immediate priority is client demand for organisation advice tied directly to strategic delivery within a institutionally backed multinational global-capability-centre network. The immediate arena is the analytics organisation during a move from delivery to product ownership. For mandate 239, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The Partner – Organisation and Talent operating perimeter covers approximately €2,900 million in annual global services budget, with activity spanning several analytics organisation customer, product and delivery clusters rather than a single asset. The Partner – Organisation and Talent Global Capability Centres remit carries direct influence over roughly 1,700 colleagues and third-party capacity.

The group board and the relevant risk and people committees want a Partner – Organisation and Talent who can convert ambiguity into a short list of explicit choices for the analytics organisation. The Partner – Organisation and Talent Global Capability Centres seat must resolve a move from delivery to product ownership, while preserving the underlying strengths of the analytics organisation. For mandate 239, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The Partner – Organisation and Talent’s first year on the analytics organisation is expected to end with trusted counsel, senior-team effectiveness and repeatable intellectual property. In mandate 239, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is an urgent replacement for the Partner – Organisation and Talent — Analytics Organisation seat following an accelerated leadership transition. Interim accountability is in place for the analytics organisation, but the board wants a permanent appointment within 6–8 weeks because a move from delivery to product ownership cannot remain under split ownership. The predecessor’s outcome is being handled neutrally and professionally. The external search remains confidential until the preferred candidate and transition plan are agreed.

What you will own

• Set the Partner – Organisation and Talent value-creation thesis for the analytics organisation, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately €2,900 million in annual global services budget, including allocation, risk acceptance and board forecasts.
• Lead the Partner – Organisation and Talent Global Capability Centres organisation of about 1,700 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the analytics organisation economics and execution constraints created by a move from delivery to product ownership, with Partner – Organisation and Talent-approved owners, dated milestones and transparent escalation thresholds.
• Establish one Partner – Organisation and Talent operating review across commercial, customer, financial, people, technology and risk outcomes for the analytics organisation; remove reconciliations that obscure accountability.
• Show repeated senior-client origination plus responsibility for developing principals and future partners in mandate 239.
• Build the Partner – Organisation and Talent’s three-year succession and capability plan for the analytics organisation, reducing dependence on individual executives and improving mobility across the wider Global Capability Centres organisation.

The first 12 months

• Days 1–90: Validate the analytics organisation baseline, meet the 30 stakeholders most consequential to client demand for organisation advice tied directly to strategic delivery, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal Partner – Organisation and Talent portfolio and organisation choices for the analytics organisation, install the new operating cadence, fill critical leadership gaps and deliver the first measurable release of cash, capacity or customer value.
• Months 10–12: Demonstrate a repeatable analytics organisation trend against trusted counsel, senior-team effectiveness and repeatable intellectual property, lock the following year’s capital and talent plan, evidence control sustainability and present a credible three-year value case with downside actions.

What the board will measure

• Delivery of the Partner – Organisation and Talent’s agreed first-year analytics organisation value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A Partner – Organisation and Talent forecast that remains decision-useful across three consecutive quarters and reconciles the analytics organisation’s operating, cash, customer and people assumptions.
• Closure of the Partner – Organisation and Talent mandate’s highest-priority analytics organisation risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical analytics organisation talent and ready-now successors for at least 70% of the Partner – Organisation and Talent’s direct reports.
• A quantified Partner – Organisation and Talent-owned improvement in the analytics organisation operating constraint behind a move from delivery to product ownership, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 239: no unresolved high-severity escalation older than 30 days and no material surprise withheld from its agreed governance forum.

The person

You are currently a Partner, Organisation Practice Leader or senior talent adviser in a institutionally backed Global Capability Centres or adjacent enterprise. In relation to the analytics organisation, your Partner – Organisation and Talent track record includes a transition where the original plan was no longer sufficient; you can explain your choices, evidence and numerical impact. Candidates from GCCs, shared services, enterprise technology, business services or multinational operations will be considered where the operating model, customer stakes and governance intensity match this Partner – Organisation and Talent brief.

As a Partner – Organisation and Talent candidate, you bring 22–28 years of progressive Global Capability Centres or adjacent-sector experience, consistent with the 22-28 experience band. At minimum, you have carried a P&L, book, budget or accountable portfolio of €1,700 million and led an organisation of at least 1,200 people. Advisory seats require equivalent analytics organisation client-value ownership and multi-disciplinary leadership.

For mandate 239, the board wants two transitions: a difficult analytics organisation portfolio choice and a leadership-system change during a move from delivery to product ownership. As the prospective Partner – Organisation and Talent for this analytics organisation, you must challenge optimistic cases and still create followership. References for mandate 239 must distinguish your contribution from the institution around you.

The Partner – Organisation and Talent must be based in Dublin; international relocation is supported, but this Global Capability Centres role is not designed as a remote appointment.

Non-negotiables

• Current or recent accountability at the level of Partner, Organisation Practice Leader or senior talent adviser, with direct exposure to a board, investment committee or equivalent Global Capability Centres governance forum.
• Proven Partner – Organisation and Talent ownership of at least €1,700 million and leadership of no fewer than 1,200 employees in a comparable analytics organisation context.
• One completed Global Capability Centres or adjacent-sector example of client demand for organisation advice tied directly to strategic delivery with outcomes sustained for at least two reporting periods after the initial intervention.
• Sector credibility from GCCs, shared services, enterprise technology, business services or multinational operations; experience that is purely functional and lacks Partner – Organisation and Talent-level analytics organisation consequences will not meet the bar.
• Willingness to meet the Dublin location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 239.

Compensation and terms

The anticipated Partner – Organisation and Talent package is €230,000–300,000 base + annual incentive, calibrated to the final analytics organisation scope and the candidate’s current mix. Any long-term participation for mandate 239 follows standard vesting and performance conditions. The Partner – Organisation and Talent appointment in Dublin, centred on the analytics organisation, offers regular exposure to the group board and the relevant risk and people committees. A structured client and conflict transition of up to 6 months can be accommodated for mandate 239.

Confidentiality

The client name, precise footprint and transaction history are outside this brief for mandate 239. They will be shared with qualified candidates under a mutual undertaking, and the composite facts here must not be reverse-engineered or circulated for mandate 239.