Strategy Specialist

Job Description

ob Title/ Role


Strategy Specialist


Content Status:



Organization:


SHS AP IND







Country/ Location:


India


Date:








GRIP Information
Please have a look at the GRIP catalog to select the right items. Find further informationhere ?.

Job Family:


Strategy




Sub Job Family:


General Strategy




Function Type:





GRIP Position:


Strategy Professional




Position Type:









Job Description


Mission/

Position Headline:

Conducts strategic analyses and contributes to strategy development for Healthcare, or any of its sub businesses or functions.







Areas of Responsibility:

  • Supports in the implementation of superior business strategies, guidelines and principles.

  • Conducts strategic analysis in a broad range of topics (i.e. Market and competitors' analyses, M&A targets and Due diligence, benchmarking, analysis of strategic action fields).

  • Continuously coordinates the development and performs the controlling of subordinated business strategies, and the related business plans, budgets, and generates the respective reports.

  • Supports strategic planning and evaluates strategic options of relevant unit.

  • Makes recommendations for further strategic development.

  • May act as trusted partner and advisor for strategic development.













Business Specific Inputs:


Some of the key inputs are:


  • Helps in planning for mid to long term strategy using Healthineers Performance System (HPS) tools

  • Supports strategy execution for Healthcare and its businesses by joint development of action plans, tracking them and by providing practical guidance on handling the deviations to the KPIs targeted in the plan

  • Learns and Uses HPS tools to analyse and solve key organizational challenges

  • Trains the functions on proper use of HPS tools

  • Take lead role in structuring and driving key Healthcare or business line projects of high importance.

  • Be the PMO Project Management Office to ensure the timely realization of the project deliverables

  • Leverage the cross-functional knowledge to bring functions together in order to create new value for the organization and customers

  • Be updated on the strategic directions or opportunities in Healthcare by participating in relevant forums, meetings & exhibitions

  • Share regularly the market news and updates with the leadership team










Dimension of Function/Volume:

Successful handling of the project management and its implementation will be the most impactful deliverable of this role.







Contacts 
(internal/external):

  • Internal: Healthcare and Business Area/Line Management, Strategy team from TI (Bangalore) organization,

  • External; Key forums like FICCI, CII, etc. Major consulting firms, select set of customers (to get the market view)









Competence and Knowledge

What competences does the incumbent need for this function?

Here you can find some guidance?.






Interpersonal & Personal - Function & Methods - Technology & Market







Competence Category

Competence

Title

Competence

Level

Description



Business Knowledge

Masters target setting, evaluates the financial impact of his/her own units decision-making, conducts deviation analysis and defines appropriate measures.



Analytical Skills and Problem-solving

"Breaks down issues into workable components;

Asks questions and looks for data that helps to identify and differentiate the symptoms and root causes of defined problems;

Suggests corrective measures that meet the needs of the situation and those directly affected;

Considers already existing solutions if adaptable."



Conflict Management

Initiates meta-communication with the conflict partner (talking about the conflict itself, not the issue), states own requests in a non-confrontational way, is interested in and understands the perception and position of the conflict partner.



Creativity and Innovativeness

"Analyzes strengths and weaknesses of status quo;

Suggests adaptations for current methods and approaches to better meet needs;

Demonstrates basic knowledge of creativity and innovation tools by applying them (e.g. brainstorming, brainwriting, design thinking)."



Guiding without Authority

"Ensures that colleagues/team members have the necessary information;

Establishes the direction/goal(s) and places own topics to get commitment;

Knows common techniques to achieve guidance (e.g. regular meetings, exchanging information);

Guides others with the aim of achieving particular goals by giving concrete instructions and being available for questions."



Strategic Thinking and Acting

"Challenges decisions and strategies.

Invites others to challenge own ideas based on different perspectives using appropriate methods;

Contributes to strategic change by a deep understanding of complex business models, trends, customer needs and changing value propositions and their relevance for his/her own current and future opportunities;

Analyzes aspects of the environment to predict future developments and draw conclusions."



Agile/Lean Methods and Principles

Understands the agile / lean methods and principles and knows about the major differences to traditional project execution;

Acts as a member of agile teams and applies selected agile / lean methods and principles in own work.



Business Process Management

Knows standard process management methods and tools.

Knows principles of process maturity and process performance measurement.

Creates basic process documentation.

Tailors existing processes to specific needs.



Market Analysis

Deploys various methods of qualitative and/or quantitative methods in typically developing markets. Develops and tests hypotheses about threats and opportunities.



Strategy Development

Develops mid- to long-term strategies in typical large-scale contexts. Takes into account various sources of information. Deals with medium levels of uncertainty.




Leadership






Competence Title

Description



Driving Results

  • Setting high standards of performance for self and others; assuming responsibility and accountability for successfully completing assignments or tasks; self-imposing standards of excellence rather than having standards imposed.

  • Sets standards for excellence - Establishes criteria and/or work procedures to achieve a high level of quality, productivity, or service

  • Ensures high quality - Dedicates required time and energy to assignments or tasks to ensure that no aspect of the work is neglected; works to overcome obstacles to completing tasks or assignments

  • Takes responsibility - Accepts responsibility for outcomes (positive or negative) of one’s work; admits mistakes and refocuses efforts when appropriate

  • Encourages others to take responsibility - Provides encouragement and support to others in accepting responsibility; does not accept others’ denial of responsibility without questioning



Execution

  • Establishing and committing to a long-term business direction based on an analysis of systemic information and consideration of resources, market drivers, organizational values, and emerging economic, technological, and regulatory conditions.

  • Seeks perspective - Gathers the information needed to create a sound strategy; pursues required information by asking relevant questions and verifying assumptions

  • Analyzes information - Analyzes qualitative and quantitative data to define the most relevant organizational problems and opportunities; compares, contrasts, and combines information to understand system interdependencies, system wide trends, issues, and cause-effect relationships

  • Determines strategic priorities - Generates options to achieve a long-range goal or vision; develops decision criteria, considering relevant factors (e.g., costs, benefits, buy-in, risks) and the strategy’s potential impact on the business; focuses effort and resources on the strategic priorities with the greatest potential for positive impact

  • Outlines strategic plan - Identifies how the strategic direction will be achieved by setting short- and long-term goals and objectives; specifies plans to close current gaps, adjusting priorities as circumstances change



Influencing

  • Using effective involvement and persuasion strategies to gain acceptance of ideas and commitment to actions that support specific work outcomes.

  • Clarifies the situation - Uses open-ended questions to explore current issues, identify important decision makers, and understand others’ goals, perspectives, and concerns; summarizes to ensure mutual understanding

  • Shares own perspective to build trust - Emphasizes the importance of reaching agreement and the benefits of involving others; discloses own goals, feelings, experiences, and insights at the appropriate time to encourage open discussion and build confidence in one’s intentions.

  • Builds a compelling case - Clearly communicates the benefits of accepting the idea(for the individual, team, and organization); tailors the persuasion strategy to engage individuals emotionally and rationally; leverages supporting evidence to address anticipated objections; summarizes benefits to ensure understanding

  • Involves others in exploring solutions - Asks for others’ ideas and builds on their ideas to reach a mutually agreeable solution; seeks and respects alternative approaches and conflicting viewpoints to identify points of agreement

  • Empathizes with others’ concerns - Listens carefully when others express positive or negative emotions; identifies the facts and emotions ex- pressed to help others feel understood, overcome resistance, and build relationships

  • Steers commitment to action - Gauges the other person’s readiness to commit to action; checks for common understanding of next steps, responsibilities, time frames, and tracking methods; offers time, support, and resources








Education and Experience

What experience and education does the incumbent need for this function?




Experience



Enter required experience concerning organizational, business cycle, cross functional, international, leadership or project experience. Example: Typically 2 years or less (Level 1), 2 to 5 years (Level 2), or more than 5 years (Level 3) of xxx related experience with a proven track record, preferably in the relevant industry / market.


  • Should have deep knowledge of healthcare market,

  • Preferably done a mid to high level marketing function role for over 5 years.

  • Should have handled mid to large size cross-functional projects








Education & Training



Example: University degree in xxx, other relevant discipline.


  • Should be Engineering graduate, with Masters in Business Management from reputed institute

  • Following trainings will be preferred: Strategy planning, design thinking, creative solutions, leading without authority and presentations skills.











Additions/Comments






None








Annex

Basic Information

GRIP Information

For detailed information have a look at the GRIP catalog

Function Type

  1. Management: characterized by disciplinary and/or functional responsibilities for others.

  2. Project management: positions have overall responsibility for defined projects or sub-projects.

  3. Individual Contributor: accountable for delivering individual results.

GRIP Position

Position is a structure element, described by the two dimensions (Sub) Job Family and Function-/Position Type. It is a representative for comparable jobs within an organization. A Position consists of a Position Title, a Position Headline and a Position Description.

Positions of a (Sub) Job Family are defined globally within the whole company and allow comparison of jobs across all businesses. A Position is assigned to just one Position Type and just one Sub Job Family

Position Type

Head:

Is responsible for defining strategies, and/or policies and guidelines, and executing governance for functional or

business organization; is reporting to Head or Executive positions, is characterized by either functional or business management responsibility and typically by Line Management responsibility.

Manager:

Is responsible for implementing guidelines and processes, manages either a functional, vertical or horizontal

organization; is characterized by Line Management responsibility, and is reporting to a Manager or Head position.

Supervisor & Team Leader:
Usually mark the first management position for a former professional in a future management or supervisor career track, report to a Manager, and are characterized by Line Management responsibility.
Project Manager:

Accountably manages internal and external projects according to relevant project management guidelines (e.g. PM@Siemens); reports to Manager or Head.
Professional & Expert:

Contributes individually to achievement of functional or business targets by applying professional expertise; usually reports to Team Leader, Manager or Head (as a Professional), and to Manager or Heads (as an Expert).
Operations-Technical:

Acts in functionally defined technical processes and operations, according to guidelines and procedures; reports to Supervisor, Team Leader or Manager.
Operations-Administrative:

Acts in functionally defined administrative processes, according to guidelines and procedures; reports to Supervisor, Team Leader or Manager.


Competence

Please focus on relevant/core/critical competences!
Utilize Siemens Competence Model as orientation to identify required competences for this function. For detailed information: http://intranet.siemens.com/competence-model

Are you searching for competence definitions? Visit our Job Profile Platform http://intranet.siemens.com/jobprofileplatform and have a look at the provided competence catalog.


General Competence Level

Description

Expert

(E)

Has expert knowledge of the topic; able to execute complex tasks and acts as a mentor. Many years of successful application in multiple projects/organizations/functions in highly complex environment. Recognized as authority within organization, develops new knowledge/solutions/methods.

Advanced

(A)

Has advanced understanding of the topic; able to execute advanced tasks without support. Profound knowledge, several years of successful application multiple tasks/complex environment.

Basic

(B)

Has basic understanding of the topic; able to execute basic tasks with support.

Limited knowledge. Some experience, application in less complex environment.

Starter 
(S)

No target level!!! No/little knowledge. No or limited experience/application.

Leadership



Please select max. 7 most important leadership competences required for this function. These competences are not restricted to disciplinary leadership roles only. All employees might be required to display certain leadership competences to perform in their roles. The concrete behavioral descriptions of the competences differ according to the leadership level.

For further information, please visit http://intranet.siemens.com/competence-model.


Decision Making

Connecting various pieces of information, understanding interrelations and identifying problems; establishing clear decision criteria and weighing alternatives; choosing the best option for business success from multiple sources and options.

Execution

Establishing an action plan for self and others to complete work efficiently and on time. Ensuring follow-through of plan; Translating strategic priorities into operational reality and concrete actions.

Strategic Direction

Establishing and committing to a long-term business direction based on an analysis of systemic information and consideration of resources, market drivers, organizational values, and emerging economic, technological, and regulatory conditions.

Business Acumen

Using one’s knowledge of economic, financial, market, and industry trends to understand and improve individual, team and/or organizational results; Demonstrating a keen understanding of basic business operations and the organizational levers (systems, processes, departments, functions) that drive sustainable profitable growth.

Driving for Results

Setting high standards (personal and group) and monitoring progress toward goals; tenaciously working to meet or exceed goals; defining success by goal achievement and continuous improvement.

Customer Focus

Focusing on the customer’s perspective when setting priorities and taking action; implementing service practices that meet the customers’ and own organization’s needs; Promoting and operationalizing customer service as a value in the organization.

Driving Change

Encouraging others to address problems and opportunities; leading the implementation and acceptance of change within the workplace; Recognizing and driving and changes needed to achieve strategic objectives; Transforming organizational culture, systems, or products/services.

Coaching & Developing Others

Providing feedback, advice and development guidance to employees to support them in the realization of high performance; Planning and fostering the development of individual competences.

Fostering Diversity

Collaborating effectively with individuals with diverse backgrounds, cultures, styles, abilities, and motivation; Establishing/supporting organizational systems, policies, and practices that reduce barriers for these individuals; Leverage diversity to create competitive advantage.

Building Organizational Talent

Managing individual performance by helping others set performance goals, and system; Tracking results and evaluating performance effectiveness; Establishing systems and processes to attract, develop, engage and retain talents; Creating a work environment where people can realize their full potential.

Driving Innovation

Creating new solutions for various work processes; Experimenting with new and unconventional ways to solve problems; Creating an environment (culture) that inspires people to generate novel solutions with measurable impact; Encouraging experimentation with new ways to solve work problems.

Entrepreneurship

Understanding central market drivers; Creating and seizing business opportunities to expand into new markets, and launch new products, services, and/or profitable endeavors.

Empowerment & Delegation

Achieving better results by assigning tasks and decision-making responsibilities to individuals or teams; Moving decision making and accountability downward through the organization to stretch individual capabilities while accomplishing the business unit’s strategic priorities.

Influencing

Using effective involvement and persuasion strategies to gain acceptance of ideas and commitment to actions; Creating and executing influencing strategies.

Building Networks & Partnerships

Developing and leveraging relationships within/ across teams/ work groups to achieve results; Initiating and maintaining strategic relationships with stakeholders and potential partners to advance business goals.




Job Profile Manual:

Business specific Inputs

In this field, you can enter business specifics related to business area/line

Providing feedback, advice and development guidance to employees to support them in the realization of high performance; Planning and fostering the development of individual competences. In this field, you can enter the main dimensions of the function, such as sales volume, number of employees, etc

Contacts (internal/ external)

The most important and/ or most frequent internal and external contacts with people and/ or institutions that are vital for this function.

This information is supposed to indicate the function’s network and interfaces with other functions that result from its respective tasks and processes.

The easiest way to come up with this information is to imagine with whom the potential occupant of this function would have to interact over the course of one year (list only the most important/frequent contacts)




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HR OT WPC / Version 1.0

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Job ID: 112602

Organization: Siemens Healthineers

Experience Level: Experienced Professional

Job Type: Full-time

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