Capability Lead - Behavioral, Managerial and Leadership Development

Job Description Role Title - Capability Lead - Behavioral, Managerial and Leadership Development Purpose - The Capability Lead - Behavioral, Managerial and Leadership Development is accountable for the strategy, integration, and overall effectiveness of the Academy's three development areas — Leadership, Managerial, and Behavioural Excellence. Roles & Responsibilities •Design Blueprint: Own the integrated, progressive development blueprint spanning Individual Contributors, Managers, Managers of Managers, and Functional Leads — anchored on behavioral, managerial, and leadership competencies — ensuring each level's journey builds coherently on the one before it using appropriate learning modalities and methods •AMLE Offerings Portfolio & Communication Strategy: Curate the overall offerings portfolio — including self-paced and virtual learning content — across the three verticals and own the strategy for communicating and positioning it to the right target audience at the right time, ensuring strong awareness, understanding, and uptake •Effectiveness and Business Impact: Hold single-point accountability for the effectiveness and business impact of all portfolio offerings ensuring outcomes are measured through demonstrable on-the-job impact, not just participation or satisfaction (including aspects like Action Learning Projects, etc.) •Partnerships – Internal and External: Build and manage partnerships that strengthen the portfolio — internally with other Academies/COEs and Talent Management, and externally with academic institutions, coaching partners, and vendors to drive outcomes •Business & Performance Consulting, End-to-End: Run a structured consulting practice for business capability and performance needs — from in-take request through implementation to measured impact — taking each engagement from value creation to value realization •Digitization of Learning Processes: Lead digitization of Academy processes and learning methods — including nudges, digital assessments, self-paced and virtual learning content, and other relevant formats — working with the IQL Planner, D&AI team, and vendors •Standardized Academy Practices: Establish and govern standardized operating practices for the including Daily Work Management (DWM) routines, PDCA reviews, content refresh cycles, learning needs analysis, Impact studies, and internal/external certifications — ensuring consistency and discipline across all portfolio offerings •Program & Portfolio Management: Bring strong program and portfolio management discipline to the entire suite of offerings — governing timelines, budgets, quality, and risk across all three verticals as one integrated portfolio rather than a set of standalone programs •Driving a Culture of Continuous Learning: Champion and role-model a coach-like approach across the Academy and with business stakeholders — encouraging curiosity, feedback-seeking, and self-driven growth, and building continuous learning as a habit rather than an event Requirement Hold a Bachelor's/Master's degree and possess a minimum of 14–16 years of overall professional experience in L&D Program Management, Talent Development, or Leadership/Organizational Development, with exposure to Talent & OD processes. •Demonstrate a minimum of 4 years of specific experience in a similar role – i.e., owning a design blueprint, portfolio strategy, and business impact/ROI accountability for a multi-vertical Leadership, Managerial, and/or Behavioural Development portfolio. •Demonstrate a minimum of 8 years of people management experience, including managing across two levels of span (i.e., managing managers, not only individual contributors). Demonstrated experience in: •Designing and owning an integrated, level-linked development blueprint (IC → Manager → Manager of Managers → Functional Lead) anchored on a leadership competency framework •Measuring and driving program effectiveness and business impact/ROI, not just completion or satisfaction metrics •Running an internal consulting or advisory practice – taking capability/performance requests from intake through implementation to measured impact •Leading digitization of learning processes and content (self-paced/virtual, digital assessments, nudges) at scale, including extending offerings to new geographies •Establishing and governing standardized operating practices (e.g., Daily Work Management, PDCA, course refresh, learning needs analysis, ROI studies, certifications) •Building and managing partnerships – internal (academies, Talent Management) and external (academic institutions, vendors) – that strengthen portfolio reach and credibility