Operational Frameworks Lead at Scor in Ilfov

Job description

Reporting into the Head of Operational Strategy, P&C, the role holder plays a central role ensuring P&C Operations is performing in the most efficient and effective manner and in alignment with all strategic priorities. Acting as an internal advisor and partner to wider leadership within each Function, this role ensures consistency in how teams are set-up and measured for success – identifying strengths, weaknesses, opportunities and threats to improve core ways of working, decision-making and execution. A key priority of the role is to develop a core set of best practices to help streamline processes, improve competencies and achieve operational excellence across all Functions. The Operational Frameworks Lead collaborates with teams across P&C Operations to benchmark their current state, identify gaps and co-develop actional improvement plans – allowing Functional leaders to take ownership of execution. This role will establish the use of frameworks such as Objectives and Key Results (OKRs) by Functional Leaders, ensuring that Functional and Individual goals are strategically aligned, measurable and actively used to track progress and drive focus. The Operational Frameworks Lead helps shape a consistent, high-performing culture across P&C Operations – not by enforcing rigid models, but by enabling decision makers to reflect, plan and improve based on shared principles of effectiveness, autonomy and strategic clarity. The role works in close collaboration with wider Operational Strategy leaders with specific focus areas, notably risk and information maturity, to ensure that improvements in operational design are supported by the right information and thorough analyses. Operational Effectiveness Assessment Conduct structured reviews to assess how teams across P&C Operations function day-to-day – including decision-making processes, governance routines, roles and responsibilities and collaboration practices Identify strengths, inefficiencies and structural gaps by benchmarking current processes against clearly defined principles and best practices established by Functional Leaders. Identify opportunities for teams to become more focussed, agile and aligned to strategic priorities Identify process risks and design fit-for-purpose controls, ensuring that control requirements are embedded within process designs, documented in process models and procedures, and aligned with operational, compliance, and governance expectations. [MV1] Embedding OKRs as a Strategic Tool Lead the rollout and embedding of Objectives and Key Results (OKRs) as a tool for driving strategic alignment, accountability and performance visibility Support teams in defining clear, outcome-based objectives and measurable key results that align to broader functional goals Build capability and confidence across teams to use OKRs as an active management tool, not just a reporting requirement Cross-Functional Alignment Collaborate across the Operational Strategy team to ensure that operational design improvements are supported by the right information flows and control environments Ensure there is a shared understanding across teams of how performance, risk and delivery metrics are connected within the broader strategy Facilitate communication and collaboration Work closely with Functional leaders across P&C Operations to understand and assess how their teams run today and where improvements could be made Support them in identifying practical changes that will help their teams work more effectively, communicate more clearly and stay better focussed on their goals Provide structure, guidance and useful tools – while ensuring each team owns and delivers its own execution/improvement plans Encourage a consistent, high-quality approach across teams, while allowing flexibility for local context Strategic Advisory & Influence Act as a trusted advisor to the Head of Operational Strategy, P&C and the wider P&C Operations leadership team on emerging themes, systemic issues or c