ROLE PROFILE

Role Title: Director Strategy Execution & Communication Reporting to: Chief Strategy
Officer

Business Unit: Strategy

Department / Section: Strategy Execution & Communication

A. ROLE & CONTEXT

Purpose:
This role is responsible for the day to day work
involved in linking strategy to operations via the
monitoring of scorecards performance, facilitating
the execution of strategic initiatives and providing
the forum for discussing performance through
reviews and presentations. The role is also
responsible for all strategy communications
development and dissemination in conjunction with
Internal Communications department.
Context/ Background:
Strategy is a specific set of actions designed to achieve
a specific goal. The art of strategy is to take long term
goals and translate them into easily understandable
actions. Without a clear strategy it is likely that
significant value is left on the table or lost. The Strategy
Department is responsible for undertaking activities,
which will facilitate the Strategic Planning process
enabling Strategy to be developed within the business
which ultimately enables Ooredoo to identify its
strategic priorities year on year.

B. ROLE ACCOUNTABILITIES
Overview:
 Undertakes the collation of all learning’s during the KPI appraisal process at the end of each
performance period, and using the resulting data assists with developing KPI’s for the following
performance period.
 Contributes to the execution and monitoring of KPIs and provides input to target setting process but
does not own it end to end. Liaises with the Strategy Planning Team and the BU heads to pull
together meaningful data on which to base future KPIs and targets.
 Responsible for advising readjusting targets during the year, validating requests for changes to the
targets, and suggesting new targets based on performance, while also ensuring that if targets on one
scorecard are revised, the associated changes are reflected on the respective scorecards across the
organization
 Advises on the development of supporting material to communicate the strategy e.g. for Quarterly
Review Meetings (QRMs)
 Develops overall communication plan for advocating Ooredoo strategy and the strategic imperatives
through various forums during the year
 Develops, in conjunction with Internal communications, strategy communications to ensure BUs and
their staff are aware of corporate strategy and associated strategic imperatives
 Develops communications in conjunction with Internal Communications to highlight scorecard
mechanism and how it is cascaded to staff across Ooredoo Qatar
 Manages quarterly strategy communication sessions, developing materials for use in those sessions
in conjunction with Internal Communications and others within Strategy.
 Reviews, checks for accuracy and compliance and approves, quarterly performance reports that are
used as inputs for evaluating corporate and BU scorecards.
 Directs and coaches Performance Management Planner, Strategy Co-ordinator on discreet strategy
development reviews (e.g. QRMs)
 Approves, reviews and advises on overall requirements for the automation of balanced scorecard
and dashboard through computer systems
 Develops the Business Dashboard system which will form the basis of Management review and
Decision making related to performance against targets and KPI’s.
 Ensures efficient and effective tracking performance of company through dashboards, balanced
scorecards and other appropriate means.
ROLE PROFILE
 Enables collection of monthly, quarterly and annual data to support the above.
 Maintains insight into Operations and any changes in environment by attending appropriate review
meetings and forums (Operational Review Meetings) to capture relevant information and ensure that
any changes are captured and reflected in operational KPI’s.
 Leads development and revisions of Strategy-Focused-Organization (SFO) survey to assess how
strategy formulation is linked to operational excellence
 Monitors progress of strategic imperatives through key performance indicators at different forums,
and manages updates to these strategic imperatives during planning cycle in conjunction with
Business Units and overall strategy of company
 Responsible for involvement with revising strategy when internal or external factors change
.
Business Impact
 This role has significant business impact as contributes to the formulation of company strategy and
therefore towards the achievement of revenue & profitability goals.
Costs & Profitability
 Meet team productivity and quality goals.
 Responsible for elements of department’s budget.
 Will have a significant influence on the overall profitability of the company indirectly through
facilitation of the BU scorecards and through tracking and monitoring progress.

Problem Solving
 Ensures all issues are reported timely and accurately, and ensure all issues are solved within
permitted timeframe.
 Manages day to day operational problems such as data gathering, making and agreeing changes to
KPI’s or targets, capturing accurate information etc independently. Other more wide reaching
problems would be resolved in conjunction with others within the Strategy unit.

Planning & Organizing
 Monitor team performance in line with department/BU score card.
 Direct staff in the development, analysis, and preparation of reports, monitoring and management of
KPI’s and scorecards.
 Manages own time effectively and delegates to others appropriately to ensure work is carried out within
the required timescales and quality.
C. KEY RELATIONSHIPS & DECISION MAKING
Team working, Coaching/Development & Leadership (Coaching & Leadership applicable to people
managers)
 Manages, coaches and develops own team to ensure the highest level of performance at all times
 Works as part of the management team within Strategy BU
Communicating, negotiating & influencing
 Responsible for communicating the corporate strategy in detail to managers and the rest of the staff.
 Responsible for influencing cross functional and BU teams in development of BU Scorecards

Decision Making
 Can take day to day decisions on how to develop the KPI’s and scorecards, however does not have
authority to develop either independently.

D. KEY PERFORMANCE INDICATORS (KPI) - (To measure and monitor the performance of the role in the
context of the Section/Department’s activities)
 Scorecards up to date and accurate
 Breaches of Policy or Process within the BU’s in reporting KPI’s
ROLE PROFILE
 Quality and Effectiveness of Strategy communications
 Quality and accuracy of monthly and quarterly performance reports
 Accuracy of assessment of Corporate Strategy performance (Strategic Imperatives Indicators,
Scorecards, Business plan)

E. EXPERIENCE, QUALIFICATIONS & SKILLS

Minimum Experience & Essential Knowledge Minimum Entry Qualifications
 12 plus years business experience or  A Bachelor degree from an accredited institution,
equivalent is preferred of which a minimum of plus an M.B.A., or M.S. in a business-related
4 years in the telecoms environment discipline is preferred.
preferably some of which with strategy or
monitoring.
 Experience in broad telecoms environment.
Ideally would have had exposure to a number
of areas rather than just one narrow field
 Knowledge of performance management
frameworks, such as Balanced Scorecard.
 Knowledge of incorporating research results
and data analysis in decision making
processes is a plus.

SKILLS Technical (job related) & Non-technical:

 Communicating Effectively
 Leadership & Management
 Outstanding analytical and problem solving skills is critical
 Influence & Persuasion
 Ability to work in a fast-paced, detail-oriented environment,
 Outstanding research and analysis skills and the ability to transfer these skills to both experienced
and new team members
 Skill in long-range and day-to-day planning critical
 Analytical Thinking
 Strategic Thinking

APPROVAL:
Line Manager : Department Head: Compensation Team

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