
Role Title	Head of Business Change

Job family group	Strategy, Analysis and Change Directorate	Job family/ies	National Business Change	Grade	G6	Status	For internal use

Role Purpose (250 words max)	The role of the Head of Business Change is to support the National Business Change Manager in delivering the business change strategy and proactively prepare the business for the impact of the changes being delivered by the project. They have a strategic overview of the change portfolio and requirements and change specific jurisdictional responsibilities. Managing a portfolio of business change projects, they provide a bridge between the project and the business to ensure that effective business change and implementation activities are undertaken through the regional change model to enable the business to implement the agreed change and realise the business benefits. They are responsible for implementing new change policies or approaches, acting as project leads when required, ensuring standards and best practice are role modelled and adhered to. The role holder is also required to represent the central change function at boards to advise and inform on change activity and influence change implementation planning decisions. They will work across the organisation with projects, judiciary, and business to plan and provide recommendations on change implementation and understand change resource priorities and needs. Leading and deploying a pool of Business Change professionals across the business, as required, in support of the effective delivery of change. This role is suitable for an individual who is an experienced Project Delivery practitioner with business change management experience or an individual with appropriate skills gained in a non-project environment, for example change management skills and experience. Key Accountabilities (600 words max) Accountable for developing, standardising and professionalising the End-to-End Integrated Change function, embedding specialist change roles and building organisational change capability. Provide visible and effective strategic leadership of the Integrated Change function and across the wider portfolio, covering business change, readiness, process optimisation and embedding change. Set the vision, define the strategic plan and translate it into clear delivery objectives for the team. Act as a business partner to Heads of Service Performance and Improvement, managing change activities across multiple services. Lead continuous development and refinement of HMCTS’ business change approach, ensuring standardisation through tools, techniques and consistent delivery. Direct Business Change Leads to deliver national and regional initiatives, ensuring alignment and quality. Own change plans for a portfolio of projects and contribute to the overall portfolio plan. Represent HMCTS in cross-government and departmental meetings, influencing decisions, proposing joint initiatives and contributing to wider programmes. Build strong partnerships and maintain relationships with internal and external stakeholders to identify impacts and support implementation plans. Lead a team of Business Change professionals who partner with project managers and the Change Portfolio Office to deliver an integrated, responsive change function. Support projects in producing high-quality business cases and coordinate specialist input where required. Ensure strategic and operational dtus and issues are identified, prioritised and mitigated, briefing senior stakeholders and engaging specialists as needed. Provide strategic leadership in benefit validation to maximise cashable and non-cashable benefits, integrating processes into change planning and delivery. Collaborate with Service Owners, Heads of Service and senior leads to develop implementation plans and manage risks, issues and dependencies. Lead and refine Business Change communications for senior stakeholders, approving internal and external messaging, managing sensitivities and aligning with the strategic narrative. Represent Business Change at Service and Governance Boards, using change load and readiness data to inform planning, implementation and go-live decisions.

Knowledge, Skills and Experience (500 words max) Essential Proven track record in delivering large scale change and transformation projects Experience of delivering complex change at scale into an operational environment Exceptional leadership, influence and stakeholder management skills Excellent facilitation and negotiation skills Experience of leading and managing a high performing team Excellent verbal and written presentation skills Ability to operate in a fast-paced environment with evolving and competing requirements and priorities Desirable Understanding of HMCTS operations and working with the judiciary Should hold or be willing to work towards project and change management qualifications and levels such as. Project Leadership Profession accreditation APMG Change Management Practitioner APM Chartered Project Professional

Problem Solving and Decision Making (300 words max)
An ability to identify and resolve high profile, complex or novel problems, affecting the business area or the wider organisation. They will involve a range of issues which are not covered by existing procedures and are likely to impact on the reputation of the organisation. They will use creative thinking, their significant experience and relationships to negotiate with important stakeholders to make well-informed and authoritative proposals and implement solutions or resolutions. Referring to senior employees only on those matters involving major questions of policy or significant departures from accepted practice.

Management of Resources (250 words max)
They will manage a small, national team of business change professionals and work across a portfolio of projects within specific jurisdictional responsibilities, across the organisation. They will be responsible for promoting effective performance management, achieving strategic objectives, and embedding organisational values and behaviours to ensure that effective business change and implementation activities are undertaken through the regional change model to enable the business to implement the agreed change and realise the business benefits. Where budgets have been delegated, G6s may bid for and spend significant sums of money. They will be responsible for making the best use of these resources to achieve business objectives.

Autonomy (250 words max)
The role holder will have considerable freedom to set aims and objectives for the work in their area working within strategic and wider operational plans and will be accountable for the performance of their policy or business area. Most decisions taken at this level will not be vetted before implementation but will refer to senior employees only on those matters involving major questions of policy or significant departures from accepted practice. They will have responsibility for the deployment and management of allocated resources and the achievement of defined objectives.

Key Relationships and Contacts (300 words max)
The role holder will establish, build, and maintain relationships with key stakeholders, such as senior stakeholders across and beyond HMCTS including Senior Judiciary, HMCTS SMT and Board members, as well as peers across the breadth of HMCTS, and externally to assess and understand the impact on stakeholders to improve the likelihood of their adoption of the change. They will work with Operations and Programmes to ensure business processes are actively managed and make decisions that resolve issues between the various elements of the programme and escalate as required and work alongside Service Owners and Operations to record and manage risks, issues, and dependencies around legacy / release / implementation plans. They will use advanced negotiating and influencing skills to implement organisational change. Lead the creation and management of the business readiness criteria across the project. Lead in the ‘approve/refuse’ go-live decision with the Project Manager, business, and end users.