Operating Model Integration Lead

1. Multi-Persona Journey & Operating Model Orchestration

• Persona-Centric Workflow Design: Map, define, and continuously refine the day-to-day user journeys, decision gates, and interaction models for key personas across Snacking—including Portfolio Managers, Product Managers, Programme/Project Managers, and Business Architects.
• End-to-End Operating Model Alignment: Ensure individual persona workflows integrate seamlessly into a cohesive, end-to-end operating model, establishing clear upstream and downstream information handoffs that eliminate operational silos.
• Standardization vs. Tailoring: Balance enterprise consistency with persona- and domain-specific nuances, identifying where standardized governance is critical versus where tailored digital experiences are required to accelerate delivery speed.
• Decision Velocity & Friction Reduction: Continuously optimize workflow handoffs and data availability within ServiceNow to reduce administrative burden and drastically accelerate cycle times from ideation to value realization.

2. Business Counterpart to ServiceNow Central Product Management

• Snacking Demand & Voice of Business: Serve as the single, authoritative business counterpart to the Central ServiceNow Product Management team (bridging the Snacking business/operating model reality with the platform engineering and configuration roadmap led by central platform teams).
• Translating Needs into Functional Requirements: Translate Snacking's multi-persona workflows, governance gates, and reporting requirements into clear, prioritized epics, user stories, and acceptance criteria for platform delivery.
• Backlog Prioritization & Solution Co-Design: Partner closely with platform owners to co-design scalable platform enhancements, validate architectural designs against business needs, and ensure product release roadmaps directly solve Snacking operating bottlenecks.
• Platform Capability Ingestion: Act as the intake lead for newly released centralized ServiceNow modules and capabilities, evaluating their relevance, viability, and timing for roll-out across Snacking.

3. Business Domain Engagement & Scaled Adoption

• Domain Connectivity & Buy-in: Embed closely with Snacking business domains to understand their distinct operating pressures, ensuring platform capabilities are pragmatic, intuitive, and readily embraced.
• Change Enablement & User Activation: Partner with change and communication leads to architect tailored persona-based onboarding paths, practical playbooks, role-specific guidelines, and workflow demos that drive rapid user adoption.
• Feedback Loops & Continuous Sentiment Tracking: Establish active feedback loops with community practitioners across domains to identify friction points, adoption gaps, and evolving operational requirements.

4. Information Architecture, Data Flow & Cross-Role Transparency

• Operating Model Data Flow: Define and govern the flow of delivery data across roles—ensuring business architectural blueprints inform portfolio choices, portfolio targets cascade into product roadmaps, and delivery telemetry feeds executive reporting.
• Operational Reporting & Single Source of Truth: Partner with analytics and reporting leads to deliver persona-specific dashboards and consolidated views that give leaders immediate visibility into portfolio health, resource allocation, risks, and benefits realisation.
• Process Performance & Governance: Define and track adoption metrics, cycle times, workflow hygiene, and data quality across all persona groups in ServiceNow.

OKR Framework and Adoption

• Establish the hierarchy and relationship between enterprise, portfolio, product-line, product and team OKRs.
• Ensure OKRs translate strategy into measurable outcomes rather than activities or outputs.
• Develop guidance for setting objectives, key results, baselines, targets and evidence of achievement.
• Embed OKRs within annual planning, quarterly planning, portfolio management and performance reviews.
• Build capability across Digital, Digital Technology functions and business teams to create and use effective OKRs.
• Establish quality assurance and review mechanisms for OKRs.
• Ensure progress against OKRs informs prioritisation, investment and delivery decisions.
• Prevent OKRs from becoming a reporting exercise disconnected from how teams work.

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