Director - Enterprise Op Model & Organizational Design

Edward Jones

About The Position

The Director, Enterprise Operating Model & Organization Design translates enterprise strategy into connected choices about capabilities, work, organization, talent, technology, and ways of working. This highly visible leadership role sets the direction and standards for the enterprise operating model capability, leads a portfolio of high-impact engagements, advises executives on consequential decisions, and builds a strong consulting team that delivers practical, sustainable results. The Director establishes a coherent enterprise point of view and guides decisions affecting organizational capacity, speed, accountability, colleague experience, investment, and business outcomes. The role connects operating model design with implementation, adoption, and measurable value, while thoughtfully considering impacts on colleagues, roles, teams, and workflows. Success includes helping leaders agree on priority operating model shifts, decisions, owners, dependencies, and sequencing; anticipating enterprise needs through strategic sensing and planning; connecting capabilities, work, structure, talent, decision rights, technology, and ways of working; and delivering a focused, high-quality consulting portfolio. Implementation should demonstrate improvements in decision clarity, organizational health, workforce readiness, capacity, and speed to value.

Requirements

Bachelor's degree in business, organization development, industrial and organizational psychology, human resources, strategy, or a related field; a master's degree is preferred.
12+ years of progressive experience in enterprise operating model, organization design, workforce strategy, transformation, internal consulting, management consulting, or related work.
Record of leading end-to-end operating model transformations across enterprise or cross-functional environments, from diagnosis and future-state design through activation, adoption, and value realization.
Deep expertise in operating model design, organization effectiveness, capability and work architecture, decision rights, structures, roles, and workforce implications.
Ability to contribute effectively to established governance forums.
Demonstrated success advising executives, framing difficult trade-offs, and moving diverse stakeholders from discussion to clear decisions.
Experience leading and developing seasoned consultants or multidisciplinary teams while managing a portfolio of complex, concurrent engagements.

Nice To Haves

Relevant organization design, change, agile, process excellence, workforce planning, or consulting credentials are valued but not required.
Enterprise perspective and systems thinking, connecting strategy, operations, technology, workforce, risk, and financial considerations.
Executive presence and sound judgment, including the ability to build trust, communicate clearly, and handle sensitive decisions with discretion.
Intellectual courage to challenge assumptions constructively and offer a clear point of view when the path forward is not obvious.
Practical transformation leadership that pairs ambitious design with disciplined activation, adoption, and measurable value realization while accounting for colleague, role, and workflow impacts.
A talent-building mindset that raises the quality of work while coaching others and strengthening reusable enterprise capability.

Responsibilities

Translate business strategy and future-of-work priorities into operating model principles, a multi-year roadmap, and a focused initiative portfolio.
Use enterprise, workforce, workflow, technology, and market insights to anticipate organizational needs before they become isolated restructuring requests.
Design integrated operating models connecting capabilities, processes, structures, roles, talent, technology, service delivery, and measures.
Provide organization and workforce insights to support governance and decision-making.
Advise executives by framing options, economics, risks, workforce implications, and trade-offs; facilitate alignment and offer a clear point of view when priorities or accountabilities conflict.
Lead and grow a high-performing consulting team, set quality standards, deploy talent to high-value work, coach experienced practitioners, and develop capacity for multiple complex engagements.
Partner with business, Human Capital, Finance, Technology, Risk, Legal, process, and change leaders to combine enterprise standards with practical business-specific solutions.
Embed AI and automation, work redesign, skills, workforce planning, sourcing, process excellence, and capacity reinvestment into transformation pathways.
Guide implementation roadmaps, leader actions, pilots, and post-implementation reviews.
Provide recommendations and evidence for governance decisions and support approved designs in delivering durable business and workforce outcomes.