Company Profile:

Aditya Birla Capital Limited (“ABCL”) is the holding company for the financial services businesses of the Aditya Birla Group. Through its subsidiaries/JVs, ABCL provides a comprehensive suite of financial solutions across Loans, Investments, Insurance, and Payments to serve the diverse needs of customers across their lifecycle. Powered by over 50,000 employees, the businesses of ABCL have a nationwide reach with over 1,505 branches and more than 200,000 agents/channel partners along with several bank partners.

Job description:

Team Member – Strategic Projects, Process Excellence, BE & PMO is responsible to drive Quality, BE & PMO projects for ABFL in the areas of:
Strategic Projects, Process Improvement, Process Design, Reengineering, Change Management, & continuous assessments on approved frameworks such as ISO, PCMM from concept to design and implementation, thereby aligning to business objectives of increasing revenue, cost reduction, risk mitigation and enhancing customer satisfaction.

Job Context:

BE is about developing and strengthening the management systems and processes of an organization to improve performance and create value for stakeholders. BE is much more than having a quality system in place. BE is about achieving excellence in everything that an organization does (including leadership, strategy, customer focus, information management, people and processes) and most importantly achieving superior business results.

BE helps ABFL to assess their strengths and areas for improvement and guide them on what to do next. BE provide senior managers with a holistic method with which to manage their business and get buy-in to key decisions that will lead to sustainable and measurable success.

In a sense, the BE serve as the organization’s own internal business consultant – ensuring that business decisions incorporate the needs of all stakeholders, are aligned to the organization’s objectives and take into account current thought on international best practices.

It helps to understand how well all the different functions, units, processes, systems are working together to produce the desired business results which in turn helps the Organization to understand their business better and make better decisions.

This enables functions/stakeholders to unite to tackle the issues and move the organization forward. BE helps to implement a cohesive improvement strategy which integrates a range of improvement initiatives, tools and/or techniques such as Improvement Teams, Lean, Statistical Process Control (SPC), ISO9001, ISO 14001 and Balanced Scorecard. BE is used as an overarching framework for managing and aligning various organizational improvement initiatives. The adoption of the most appropriate improvement initiatives varies according to the organizational situation and level of the organization’s maturity.

Quality, BE & PMO team is the Strategic Partner to the Business, drives strategic & transformation projects and initiatives leading to enhanced business performance aligned with the Business Strategy. Partnering business to identify areas of improvements to achieve benchmark levels of Quality, Process Excellence, Customer satisfaction and facilitate implementation through a structured deployment process using concepts including process re-engineering & standardization, Lean, Six Sigma, Scorecard etc. thereby aligning to business objectives of Increasing revenue, Cost Reduction, Risk Reduction and Enhancing Customer Satisfaction. 

Key challenges for the role are as follows:

 a)  Align strategic projects with business objectives: Understand deep business drivers, business processes, distributor preferences & dynamics as well as identify strategic focus areas based on external and internal scans and develop an organizational strategy to enable achievement of organizational goals.

b)   Project Management Office: Ensure the standard for projects and improve the project management process.  Create project documentation, best practices, and update the project status. Also conduct training, prioritize projects, and ensure all the projects are contributing towards organizational goals. In short, it is to help achieve organizational goals by adding value to the process and avoiding disruptions. This aspect is challenging as it involves interacting with CXO’s and seeking their buy-in for various projects.

c)   Environment: Identifying opportunities/ challenges for the business to capitalize on quality initiatives for driving excellence and Six Sigma initiatives. influencing key stakeholders, to gain acceptance as an expert recourse or subject matter expert to provide the necessary support in implementation of excellence

d)  Competency Development: Develop own competency in the various new and relevant approaches as suited for the Financial Services Business and work to develop the similar capability in the business and ensuring the application of the capability at the workplace. Continuously evolve to gain deeper understanding of Business Excellence concept and connecting it to the business levers

e)   Stakeholder Management: Ensure effective synergies and continued engagement for the unit stakeholders to enable effective and efficient functioning of the strategies designed and related Improvement Initiatives, keeping in view the business focus. Continuously engage with various stakeholders including Functional teams for driving strategic and process improvement initiatives, keeping in view the business focus. 

f)    Growth:  Organization is poised for rapid growth and plans. Given the rapid pace of change striking the right balance between organizational depth and executional efficiencies is a challenge Standardizing processes in a very vast geography and spread is a challenge

g)  Compliance to Dynamic Regulatory changes:  The regulatory environment is always changing; existing regulations witness periodic updates, while new regulations are formulated to address growing security and privacy concerns. To make matters more complicated, most organizations need to comply with various laws, and not just one or two. As compliance requirements evolve, so should your compliance strategy for which it is important to understand the organization’s infrastructure, policies, and frameworks to adapt with a speed to keep pace with changing stipulations.