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Business Manager. Profit–Make sure the business is profitable now and in the future.

Business managers operate within the group strategic framework, establish and approve the long-term business strategies, and build contingencies.

Business managers must make decisions under pressure and have increased autonomy in decision-making. The transition from functional to business manager is significant as the focus shifts from managing to leading. Indeed, the business manager must control and inspire multiple teams and connect with subordinates emotionally.

Furthermore, the business manager must analyze past, current, and future performance to maintain efficient operations under financial and other constraints.

For some individuals, there can be friction at this point. Business managers must trust and receive advice or feedback from functional managers–especially when they have little knowledge of the function in question.

The Big Picture

Strategic alignment is the overarching result that business managers must produce.

All sides of this triangle must align for a business to sustain a competitive advantage. When any major change is made in one element, work must be done to balance other elements into a new alignment.

Reference

Level 6 Emotional Maturity Expectations

Attribute

Responsibility/Accountability

Autonomy

Has defined authority and accountability for actions and decisions within a significant area of work, including technical, financial and quality aspects. Establishes organisational objectives and assigns responsibilities.

Influence

Influences policy and strategy formation. Initiates influential relationships with internal and external customers, suppliers and partners at senior management level, including industry leaders. Leads on collaboration with a diverse range of stakeholders across competing objectives within the organisation. Makes decisions which impact the achievement of organisational objectives and financial performance.

Complexity

Contributes to the development and implementation of policy and strategy. Performs highly complex work activities covering technical, financial and quality aspects. Has deep expertise in own specialism(s) and an understanding of its impact on the broader business and wider customer/organisation.

Business skills

  • Demonstrates leadership in organisational management.

  • Understands and communicates industry developments, and the role and impact of technology in the employing organisation.

  • Manages and mitigates organisational risk.

  • Balances the requirements of proposals with the broader needs of the organisation. Promotes a learning and growth culture in their area of accountability.

  • Leads on compliance with relevant legislation and the need for services, products and working practices to provide equal access and equal opportunity to people with diverse abilities.

  • Identifies and endorses opportunities to adopt new technologies and digital services.

  • Creatively applies a wide range of innovative and/or management principles to realise business benefits aligned to the organisational strategy.

  • Communicates authoritatively at all levels across the organisation to both technical and non-technical audiences articulating business objectives.

  • Learning and professional development — takes the initiative to advance own skills and those skills required in their area of accountability.

  • Security, privacy and ethics — takes a leading role in promoting and ensuring appropriate working practices and culture throughout own area of accountability and collectively in the organisation.

Knowledge

Has developed business knowledge of the activities and practices of own organisation and those of suppliers, partners, competitors and clients. Promotes the application of generic and specific bodies of knowledge in own organisation. Develops executive leadership skills and broadens and deepens their industry or business knowledge.

Reference

Typical Performance Expectations

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