Role Summary:<\/p>\n
\tTo lead and institutionalise organisational effectiveness practices that bring the Lenmed operating model to life, ensuring it is embedded, scalable, and consistently applied across head office and hospitals. This role strengthens organisational design, ways of working, decision rights, governance rhythms, capability maturity, and change adoption to drive clarity, accountability, and execution discipline.
\n\tPartnering with Exco, functional heads, hospital leadership, and P&C, the role ensures that structures, leadership practices, and accountability mechanisms enable sustainable performance, high-quality service delivery, and long-term growth.<\/p>\n
Key Performance Areas: (include but are not limited to)
\nThe successful candidate will perform, inter alia, the following key performance areas:<\/p>\n
Key Performance Areas<\/p>\n
\tOperationalise and embed the Lenmed operating model by translating design intent into practical ways of working, governance routines, decision rights, and accountability mechanisms that enable seamless execution across Lenmed\u2019s corporate Office and hospitals, with a focus on:
\n\tDefining, documenting, and embedding governance forums, decision rights, escalation pathways, and operating rhythms.
\n\tImproving alignment between the corporate office and hospitals by reducing friction, duplication, delayed decisions, and unnecessary escalations.
\n\tStrengthening leadership clarity on accountability, handovers, ownership, and cross-functional ways of working.<\/p>\n
Lead enterprise organisation design and effectiveness initiatives that ensure structures, roles, spans of control, reporting lines, and accountabilities are strategically aligned, efficient, and able to support growth, service delivery, and patient outcomes, including:<\/p>\n
\tDelivering organisation design initiatives through clear diagnostics, options analysis, recommendations, and approved implementation plans.
\n\tEnsuring organograms, role profiles, job descriptions, RACIs, and accountability frameworks are current, approved, and centrally governed.
\n\tImproving role clarity, reducing overlap, and strengthening alignment between structure, strategy, and execution.<\/p>\n
Strengthen performance enablement and accountability by ensuring role outcomes, key responsibilities, success measures, and leadership expectations are clearly defined and consistently applied across functions and hospitals, through:<\/p>\n
\tDefining clear outcomes, success measures, and decision\/accountability expectations for priority roles.
\n\tEmbedding performance management tools, guidance, and routines that support consistency, fairness, and execution discipline.
\n\tBuilding manager capability and confidence in setting expectations, giving feedback, and holding effective performance conversations.<\/p>\n
Lead change enablement for strategic people and operating model initiatives by building structured adoption plans, stakeholder strategies, change toolkits, communication plans, that translate change into sustained practice, including:<\/p>\n
\tSupporting priority initiatives with change impact assessments, adoption plans, stakeholder maps, and readiness interventions.
\n\tMeasuring adoption through pulse checks, feedback loops, focus groups, and agreed leading indicators.
\n\tIdentifying resistance, change fatigue, and implementation risks early, with targeted mitigation actions.<\/p>\n
Build leadership effectiveness and execution discipline by designing interventions that improve decision-making, collaboration, accountability, team effectiveness, and leadership routines, with emphasis on:<\/p>\n
\tDelivering leadership interventions that improve follow-through, meeting effectiveness, accountability, and engagement indicators.
\n\tStrengthening cross-functional collaboration through clearer interfaces, handovers, escalation paths, and decision forums.
\n\tReinforcing leadership routines and behaviours required to make the operating model work in practice.<\/p>\n
Generate organisational effectiveness insights through diagnostics, workforce analytics, structure reviews, engagement themes, and organisational health reporting that support evidence-based leadership decisions, including:<\/p>\n
\tPresenting OE dashboards, insights, and recommendations to EXCO and leadership forums at agreed intervals.
\n\tTranslating diagnostics into practical, prioritised actions with clear owners and tracked follow-through.
\n\tUsing organisational data to inform structure decisions, capability priorities, risk mitigation, and targeted interventions.<\/p>\n
Shape culture, engagement, and ways of working by defining and reinforcing the behaviours, leadership practices, and collaboration norms required to deliver the Lenmed strategy and operating model, through:<\/p>\n
\tImplementing culture and engagement interventions in priority areas with measurable improvement.
\n\tDefining, communicating, and embedding expected behaviours and ways of working into leadership routines.
\n\tImproving employee understanding of expectations, accountability, collaboration across Lenmed.<\/p>\n
Post Requirements: (include but are not limited to)
\nMinimum Required Education<\/p>\n
\tBachelor\u2019s degree in Organisational Psychology, HR, Business, Industrial Engineering, or related field (Master\u2019s Degree would be advantageous).
\n\t8\u201310+ years experience across organisational effectiveness \/ OD \/ operating model \/ organisation design \/ business transformation.
\n\tExperience in a multi-site environment (e.g., hospitals\/clinics\/branches) preferred.<\/p>\n
Inherent Requirements<\/p>\n
\tStrong capability in operating model implementation, including governance structures, decision rights, RACI frameworks, service delivery interfaces, and handover processes.
\n\tProven experience in organisation design, including structures, spans and layers, role profiling, and exposure to job architecture.
\n\tSound knowledge of change management, including stakeholder mapping, communications, training enablement, and adoption tracking.
\n\tAbility to facilitate leadership and team effectiveness interventions, including workshops, alignment sessions, and leadership routines.
\n\tExperience in organisational diagnostics and analytics, including organisational health, engagement insights, and productivity or efficiency indicators.
\n\tAbility to align performance enablement practices by linking roles, outcomes, success measures, and performance processes.
\n\tStrong stakeholder management and communication skills, with the ability to engage workstream leaders, provide updates, and manage current project matters effectively.<\/p>\n
Personal Attributes<\/p>\n
\tStrategic thinker: Anticipates organisational needs and connects structure, ways of working, and capability requirements to strategic priorities and business outcomes.
\n\tSystems-oriented: Understands the broader impact of decisions across hospitals, functions, governance forums, workflows, and service delivery.
\n\tChange leader: Builds adoption through practical planning, stakeholder empathy, clear communication, and disciplined execution.
\n\tInfluential stakeholder partner: Secures alignment and buy-in from EXCO, functional heads, hospital leadership, and key decision-makers.
\n\tCollaborative partner: Works effectively across P&C Centres of Excellence, HR Operations, Business Partners, and operational leadership teams.
\n\tAnalytical and pragmatic: Uses diagnostics, insights, and data to guide priorities while balancing robust design with practical implementation.
\n\tExecution-focused: Drives outcomes with clarity, accountability, follow-through, and a strong focus on delivery.<\/p>\n
Deadline:4th June,2026<\/p>\n
go to method of application \u00bb<\/p>\n
Apply via company website ( N \/ A ) or<\/p>\n
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