Emcure - Lead - Enterprise Transformation
Level: M10 - Director
Reporting: Head - Corporate Development & Enterprise Transformation
ROLE PURPOSE:
This role is the senior leadership's proxy in organisation's transformation system. The incumbent owns the end-to-end transformation mandate - ensuring that enterprise-wide change programs are implemented with fidelity to senior management intent, functional leaders are aligned and held accountable, and the organization builds permanent transformation capability beyond any single consulting engagement.
The role operates at the intersection of strategy and execution - challenging external consultants where recommendations don't fit organizational reality, coaching the HR team on prioritization and implementation, and acting as the first-layer problem solver before escalation to senior leadership.
KEY RESPONSIBILITIES:
1. Transformation Program Ownership:
- Own the implementation of enterprise transformation programs (including Project Disha) across all functional workstreams - Manufacturing, R&D, API, HR, Commercial, and Corporate
- Ensure rollout aligns with senior management expectations, timelines, and quality standards
- Act as first-layer problem solver - identify and resolve bottlenecks before escalation to senior leadership
- Maintain transformation governance: milestone tracking, cross-functional dependencies, risk management
2. External Consultant Interface & Quality Control:
- Serve as the primary internal counterpart to WTW and future consulting partners
- Challenge consultant assumptions and recommendations where they don't reflect organization's organizational reality
- Ensure consulting deliverables are translated into implementable, context-appropriate action plans
- Manage consulting engagement value - ensure outputs serve long-term institutional needs, not just project completion
3. Business Leader Alignment:
- Align functional heads across Manufacturing, R&D, HR, Sales, and Commercial to transformation priorities
- Push back constructively on business assumptions that conflict with transformation objectives
- Represent senior management intent in functional discussions and workstream reviews
- Build credibility with function leaders as a transformation partner - not a corporate oversight layer
4. HR Team Coaching & Prioritization Support:
- Coach HR leadership on transformation prioritization, sequencing, and implementation of new operating model recommendations
- Help HR leaders build capacity to own and drive transformation workstreams independently over time
- Facilitate prioritization when competing HR transformation initiatives create resource or bandwidth conflicts
- Support people development within HR as a coaching orientation - not as an execution substitute
5. Future Transformation Strategy:
- Beyond current consulting engagements, identify next-wave transformation initiatives Organization should pursue
- Build institutional transformation capability: frameworks, playbooks, and governance that outlast any single program
- Advise senior leadership on emerging organizational design, capability building, and change management priorities
- Institutionalize transformation learnings so each program builds on the last
EXPERIENCE PROFILE:
Must Have:
- Background in a large Indian promoter-led or listed conglomerate
- Has owned transformation outcomes across resistant functions - not just participated in transformation programs
- Career trajectory: started in strategy, OD, HRBP, or a functional role - grew into enterprise transformation
- Proven ability to challenge external consultants and business assumptions from a position of informed credibility
- Strong stakeholder management - has aligned, influenced, and pushed back on functional heads at a senior level
- Comfortable operating with ambiguity and in promoter-led decision-making environments
Good to Have:
- Experience in regulated industry - pharma, FMCG, chemicals, auto, or financial services
- People development or formal coaching experience
- Exposure to multi-entity or multi-business-unit organizational complexity
- Familiarity with HR operating model transformation (COE model, HRBP redesign, HRMS implementation)
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