Senior Manager, Capabilities, Organisation Effectiveness & Agility

Our Organisational Effectiveness & Agility practice is looking for an experienced Manager or Senior Manager with experience in Product & Platform model transformation 

We help organisations rethink how they organise, govern, fund and deliver products and platforms so they can respond faster to changing customer needs, make better investment decisions and get greater value from technology. Many organisations have made progress towards Agile, Product and Platform ways of working, but still operate with legacy project funding, fragmented technology ownership, unclear accountabilities, duplicated capabilities and governance designed around programmes rather than enduring products and services. We help clients move beyond simply introducing Product roles or Agile ceremonies to fundamentally redesign how strategy, funding, governance, technology, people and delivery come together around products and platforms. 

As a Manager or Senior Manager, you will play a key role in contributing to and leading workstreams in the design and implementation of Product & Platform operating models, working with business, digital and technology stakeholders to translate strategic priorities into practical changes to organisation, governance, funding, capabilities and ways of working.  

We are particularly interested in people who can connect the different elements of the Product & Platform model and work with clients on questions such as: 

• What should genuinely be managed as a Product or Platform? 

• Where should accountability for customer, business and technology outcomes sit? 

• How should Product, Engineering, Architecture, Data and Operations work together? 

• What decisions should teams be empowered to make, and what needs enterprise governance? 

• How should investment move from projects towards persistent products and platforms? 

• How should demand and capacity be managed across the organisation? 

• How should enterprise platforms operate as products for their internal consumers? 

• How do we measure whether the Product & Platform model is actually creating more value? 

• How do we transition from today's organisation without disrupting critical delivery? 

You’ll help clients with: 

• Product and Platform Centric Operating Model Design: Helping clients design and implement Product and Platform centric operating models, including product and platform structures, taxonomies, roles, accountabilities, decision rights, governance and persistent multidisciplinary teams. 

• Portfolio Governance, Funding & Value: Redesigning governance, investment and prioritisation approaches to better connect strategy, demand, capacity and funding to products and platforms, supported by clear outcomes, OKRs and measures of value. 

• Ways of Working & Delivery Optimisation: Helping organisations improve how work flows from demand and discovery through delivery and operation, strengthening agile ways of working, planning, prioritisation, team collaboration and the interaction between business, Digital and Technology. 

• Workforce, Capability & Adoption: Helping clients define the roles, skills, capacity and capability required to operate Product and Platform centric operating models effectively, while supporting leaders and teams to adopt new accountabilities and ways of working. 

• Transition & Implementation: Translating Product and Platform centric operating model designs into practical roadmaps, pilots and implementation plans, helping clients sequence changes across organisation, governance, workforce, funding and delivery and embed the model sustainably 

Some examples of the work you'll do:

• Supporting organisations moving from project-centric technology delivery towards a persistent Product & Platform model, helping define target structures, accountabilities, governance, funding and transition roadmaps. 

• Working with digital and technology leadership teams to define Product & Platform taxonomies, helping determine which capabilities should operate as customer-facing products, enterprise platforms, shared services or enabling functions. 

• Helping product teams strengthen discovery and product management practices using customer journeys, personas, design thinking, lean start-up approaches, MVPs, value stream mapping and story mapping. 

• Supporting clients to embed a product-centric model that connects strategy and investment decisions to persistent multidisciplinary teams and measurable customer and business outcomes. 

• Helping define and strengthen platform capabilities, including platform ownership, platform product management, engineering responsibilities, consumption models, service expectations and relationships with consuming product teams. 

• Helping redesign portfolio governance and investment processes to support more persistent investment in products, platforms and strategic outcomes. 

• Designing decision rights and accountabilities across Product, Technology, Architecture, Operations, Risk and business leadership to increase team autonomy while retaining appropriate enterprise control. 

• Helping an organisation redesign its Digital and Technology workforce around Product, Engineering, Data, Design, Architecture and Platform capabilities. 

• Assessing the maturity of an existing Product organisation and identifying practical interventions across organisation, governance, funding, capability, tooling, leadership and ways of working. 

• Helping establish Product and Platform performance frameworks combining OKRs, customer outcomes, financial measures, flow metrics, reliability and operational performance. 

• Supporting leadership teams through the organisational and behavioural changes required to embed Product and Platform ways of working at scale. 

• Strong experience designing and implementing Product & Platform models in large, complex organisations, including organisational structures, roles, accountabilities, decision rights and governance. 

• A strong understanding of product-centric transformation, including the move from project-based delivery to persistent multidisciplinary teams, and how Product Management works with Engineering, Architecture, Data, Design, Operations and other technology disciplines. 

• Experience shaping the wider enablers of Product & Platform models, including portfolio governance, investment and funding, demand and capacity management, workforce allocation and outcome-based performance measures. 

• Practical experience of modern delivery approaches, with familiarity across Agile at Scale, OKRs, Lean Portfolio Management, and Team Topologies, and the ability to apply some of these pragmatically rather than prescriptively. 

• Experience translating operating model designs into practical implementation, developing transition roadmaps, supporting organisational change and working confidently with senior Digital, Technology, Change and Operational stakeholders through ambiguity. 
• Strong consulting and leadership skills, including hypothesis-driven problem solving, working in multidisciplinary teams, developing others, and contributing to proposals and new business opportunities. 

• Generous Annual Leave Policy: We recognise everyone needs a well-deserved break. We provide our employees with 5 weeks of annual leave, fully available at the start of each year. In addition to this, we have introduced our 5-Year Recharge benefit which allows all employees an additional 2 weeks of paid leave after 5 years continuous service. 

• Flexible Working: We know that the ‘ideal’ work-life balance will vary from person to person and change at different stages of our working lives. To accommodate this, we have implemented a hybrid working policy and introduced more flexibility around taking unpaid leave. 

• Corporate Responsibility Days: Our world is important to us, so all our employees get 3 every year to help social and environmental causes and increase our impact on the communities that mean the most to us. 

• Wellbeing Fund: We want to encourage all employees to take charge and prioritise their own wellbeing. We’ve introduced our annual People Fund to support this by offering every individual a fund to support and manage their wellbeing through an activity of their choice. 

• Profit Share Scheme: All employees participate in the Baringa Group Profit Share Scheme so everyone has a stake in the company’s success. 

We are proud to be an Equal Opportunity Employer. We believe that creating an environment where everyone feels a sense of belonging is central to our culture and that diversity is paramount to driving creativity, innovation, and value for our clients and for our people. 

You can be a part of our ‘Great Place to Work’ – with our commitment to women and well-being in the workplace for all. Click here to see some of our recent awards and how we’ve achieved this. 

We maintain high standards of environmental performance and transparency, which can be seen through our commitment to Net Zero with our SBTI-verified Scope 1, 2 and 3 emissions reduction targets and our support of the Better Business Act. We report our progress publicly and ensure that we are also externally assessed and scored through organisations like CDP and EcoVadis - helping us to continually identify where we can improve. 

We have a long legacy of supporting the communities in which we work, and offer a variety of ways to contribute, by putting people first and creating impact that lasts. Our Corporate Social Responsibility (CSR) agenda is about giving back to the communities in which we live and work by sharing our skills, talent and time. In essence, we aim to empower and encourage everyone in the firm to contribute to the things we care about, and support registered charities and organisations with a clear social or environmental purpose to increase the positive impact they can have.