Director, Change Enablement

Enterprise Change Enablement Strategy

• Establish and maintain the enterprise Change Enablement practice within People & Talent, including standards, methods, tools, intake, demand prioritization and governance routines.

• Own a tiered support model that sizes change enablement effort based on employee impact, adoption risk, complexity and strategic importance.

• Maintain enterprise visibility of change saturation across major transformation programs and provide clear recommendations on sequencing, readiness and trade-offs.

• Partner with program sponsors, business leaders, Enterprise AI, IMO, Convergence, EQB 2.0, Organization Design, Communications, Risk and Finance to ensure change, structure, process and value-realization plans are aligned.

• Position adoption as a measurable business outcome by defining readiness criteria, adoption measures, sustainment practices and post-implementation review requirements.

Adoption, Readiness and Leader Enablement

• Lead change impact assessments, stakeholder mapping, readiness assessments, resistance sensing and adoption planning for high-impact enterprise initiatives.

• Design leader and manager enablement approaches that equip people leaders to communicate change with clarity, handle difficult questions and reinforce desired behaviours.

• Create and maintain reusable change playbooks, templates, communications inputs, training supports and adoption measurement practices that can be scaled across initiatives.

• Use employee feedback, pulse checks, readiness data, service data and adoption telemetry to identify friction early and adjust enablement plans.

• Ensure change enablement aligns with EQB’s culture refresh, ways of working and employee experience commitments so transformation lands in a credible and consistent way.

Portfolio, Measurement and Executive Reporting

• Maintain a consolidated enterprise change calendar across AI, integration, convergence and operating model initiatives to identify collisions, capacity pressure and sequencing risks.

• Provide executive-level reporting on change saturation, readiness at go-live, adoption velocity, friction after go-live and time to value.

• Translate readiness and adoption data into clear recommendations for senior leaders, including where to accelerate, pause, sequence differently or add support.

• Partner with Finance value tracking teams to connect adoption and readiness to benefit realization, while maintaining clear accountability boundaries.

• Partner with Risk, Compliance and control functions to ensure change plans meet regulatory expectations and produce evidence of readiness, adoption and sustainment where required.

Practice Governance and Flexible Capacity

• Provide practice guidance, standards and coaching to partners applying change enablement methods across enterprise initiatives.

• Build and manage a pre-qualified contractor pool to provide flexible capacity for large waves, peak demand, training build, communications production and adoption measurement.

• Manage the Change Enablement operating budget, including contractor spend, and make pragmatic resourcing trade-offs across competing program demands.

• Contribute to the broader People & Talent strategy and assess workforce upskilling and training needs arising from automation, role redesign and new ways of working.