Senior Manager, Strategic Change Function, Catalyst

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Role Purpose

The Senior Manager, Strategic Change Function (Catalyst) is responsible for helping establish and operationalise A&A's Strategic Change Function, by contributing to building the methodologies, engagement approaches and adoption capabilities required to land strategic change successfully across the business. Reporting to the A&A Strategic Change Lead and working as part of a multidisciplinary team, the role will apply behavioural science and organisational change expertise to identify the critical behaviours required to deliver strategic outcomes; diagnose the individual, social and environmental factors influencing those behaviours; and design, test and scale evidence-based interventions that achieve measurable and sustained behavioural change . The focus of this role will ensure that behavioural change is treated as a business outcome – not simply as an engagement, communications or training activity – and will connect changed behaviours to adoption, operational performance and value realization.

Role Scope

The role is full-time and has a dual focus: being a core member of the Strategic Change Function’s multidisciplinary team to help build and operationalise the capability, and delivering change in the business for priority business initiatives. The dual focus of the role provides a distinctive opportunity to shape change at an enterprise level while remaining closely connected to delivery within the business. This ensures that the capability, methods and approaches developed are grounded in first-hand experience of business needs and implementation challenges and continually refined through application.

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Key Responsibilities

The responsibilities outlined below describe the intended scope of the role once the Strategic Change Function is fully established. During the capability-building phase, these responsibilities will be developed and introduced progressively, with the postholder playing an active role in designing, testing and embedding the approaches required to deliver them. The role holder will be expected to adapt their focus accordingly and contribute actively to shaping the role and capability over time.

Building and Operationalising the Strategic Change Function

• Contribute to the design and implementation of the Strategic Change Function operating model as part of its multidisciplinary team.
• Develop a proportionate A&A change and behaviour-change methodology, with practical standards, diagnostic tools, templates and decision guidance.
• Define minimum requirements for behavioural diagnosis, change impact assessment, stakeholder engagement, readiness, adoption, reinforcement and evaluation.
• Pilot the methodology with priority initiatives, gather evidence and feedback, and refine it before wider rollout.
• Support the transition from capability build to a sustainable operational service, with clear governance, ownership and quality levels.
• Promote consistent, ethical and evidence-based application of behavioural science across the portfolio.

Behavioural Diagnosis and Insight

• Translate strategic outcomes into specific, observable and measurable target behaviours for leaders, teams and individuals.
• Conduct systematic behavioural diagnosis to identify the capability, opportunity, motivation, social, cultural and environmental factors enabling or inhibiting required behaviours.
• Use qualitative and quantitative research – including interviews, observation, surveys, workshops and operational data – to develop and validate behavioural hypotheses.
• Map behavioural journeys, moments that matter, system conditions and interdependencies affecting how work is performed.
• Differentiate barriers requiring communication or learning from those requiring changes to processes, technology, leadership routines, incentives, decision rights or the working environment.
• Synthesise evidence into clear insights and recommendations for senior leaders and delivery teams.

Evidence-Based Intervention Design

• Design targeted behavioural interventions grounded in behavioural science, organisational context and user insight.
• Select interventions according to the diagnosed barriers and articulate the intended mechanism of change, assumptions and expected outcomes.
• Apply relevant behavioural techniques – including simplification, prompts, feedback, modelling, social norms, defaults, reinforcement and environmental redesign – where appropriate.
• Integrate behavioural interventions with broader change levers, including leadership action, communications, learning, performance management, governance, process and technology.
• Co‑design interventions with impacted colleagues and delivery teams to ensure they are practical, inclusive, ethical and scalable.
• Anticipate and help mitigate unintended consequences, displacement effects, inequitable impacts and risks of regression to previous behaviours.

Testing, Measurement and Evaluation

• Establish behavioural baselines, measurable outcomes and leading and lagging indicators before interventions are launched.
• Design proportionate pilots and experiments to test behavioural hypotheses and determine what works, for whom and in what context.
• Use behavioural, adoption and operational data to assess effectiveness, refine interventions and make evidence-based recommendations on scaling.
• Track whether changed behaviours are sustained over time and design reinforcement mechanisms to reduce regression.
• Demonstrate the relationship between behavioural change, adoption, operational performance and intended business value.
• Build a reusable evidence base of interventions, outcomes and lessons to improve future change activity.

Capability Development and Continuous Improvement

• Build practical behavioural‑science and change capability among leaders, project teams and local change leads.
• Develop coaching, guidance, case studies and learning materials that enable proportionate self‑service.
• Coach colleagues to define behaviours accurately, diagnose barriers and select interventions based on evidence rather than assumption.
• Monitor the effectiveness of methods, tools and interventions, using feedback and delivery evidence to improve the capability.
• Promote a culture of curiosity, experimentation, learning and disciplined evaluation.

Project Planning, Mobilisation and Delivery

• Lead the end-to-end change and behavioural workstream for priority initiatives, from diagnosis and strategy through implementation, reinforcement and evaluation.
• Assess people impacts, stakeholder readiness, adoption risks, resistance, behavioural barriers and cumulative change