Interim Transformation Lead
The Royal British Legion
circa £94,000
The Royal British Legion is at the heart of a national network that supports our Armed Forces community. We’re here through thick and thin – ensuring their unique contribution is never forgotten. We’ve been here since 1921 and we’ll be here as long as they need us. We are the country’s largest Armed Forces charity, with over 200,000 members, 110,000 volunteers and a network of partners and charities; helping us give support wherever and whenever it’s needed.
THE ROLE
Develop, maintain and refine the Strategic Narrative, the voice of the Legion to the various communities and stakeholders (staff, members, volunteers and partners), which lays out the compelling explanation of why we are changing, the destination and the journey required.
Act as the ‘champion’ for that narrative; work with the Senior Leadership, and the Internal Comms and Culture & OD functions in particular to ensure the consistent and clear use of the narrative across our wide range of engagement, communication, channels and activities including leadership events, town halls and departmental briefings.
Work with the EB to help define and maintain full oversight of the Strategic Portfolio of programmes, understanding the priorities and interdependencies, the sequencing, capacities and capabilities and change management required and ensuring that plans are in place to ensure on-time, in-full achievement of results.
Support the DG, EB and Directors in the development and delivery of Transformation Programmes through expert knowledge, critical assessment and open constructive challenge across all stakeholders.
Ensure the delivery of the Strategic Portfolio of programmes:
- through the provision of business analysis and process improvement expertise
- directly through the leadership and management of the TMO, building on the strong programme and project
- infrastructure including governance, reporting, project management skills, best practice and resourcing capability
- supporting the maintenance and development of that same good practice by the Senior Leadership and those involved in the programmes
- support the Director General through the proactive management and delivery of key projects owned by the DG’s office
