VP/ Director, IT Transformation Management

4 weeks ago

Singapore Mizuho Bank Full time
Overview of Division/Department

- Leading global bank with one of the largest customer bases in Japan, and an extensive international network covering financial and business centers around the world.
- The bank is consist of 30 branches across 15 countries in APAC and set up the Regional CXO (CIO (IT), COO (Operation) and CCO (Compliance)) teams to address current critical challenges. and Regional CIO team will contribute on achievement of business growth strategy to provide for strong standardized systems and enterprise architecture.
- Regional CIO team (APAC) set the large scale IT transformation programme, which scale is maximum 500 Man month (for resource assignment) and 5 - 7 years
- This role will see you engage in on their most important challenging issues including such Transformation programme in APAC to build the strong backbone of APAC's growth ambition (including drastic improvement for regional IT skill and capability)
-This Transformation mainly will realize follows by regional leadership
1.Systems - Strengthen technology foundations, by building target state enterprise architecture, consolidating core functionality from all APAC branch system
2.IT delivery model - Identify and onboard strategic partner with the capabilities to deliver the new regional systems utilizing on/near/off-shore properly
3.IT operating model - Design and implement and Run & Manage a new fit-for-purpose IT operating model
4.IT governance and communication - Build the efficient communication rules to govern between Regional and each country/branch in APAC

Company Profile
MIZUHO BANK, LTD. IS A SUBSIDIARY OF THE JAPAN-BASED MIZUHO FINANCIAL GROUP, INC. (LISTED ON THE TOKYO STOCK EXCHANGE AND NYSE) AND IS ONE OF THE LARGEST FINANCIAL SERVICES COMPANIES IN THE WORLD. MIZUHO BANK, LTD. PROVIDES FINANCIAL AND STRATEGIC SOLUTIONS FOR THE INCREASINGLY DIVERSE AND SOPHISTICATED NEEDS OF ITS CLIENTS WITH OFFICES LOCATED IN ALL THE MAJOR CITIES OF THE WORLD SUCH AS TOKYO, NEW YORK, LONDON, HONG KONG AND SINGAPORE.

Job Responsibilities
This role is responsible to manage some key missions of large scale APAC IT transformation programme (which scale resource assignment is 500 Man-Months in peak months and programme period is 5 - 7 years). We expect you to lead key initiatives such as
1. Define and operate our APAC IT transformation programme portfolio management to align APAC IT strategy
2. Project initiation task followed APAC IT strategy with business prioritization.
3. Define and build new tech delivery model and new operating model
---- Detail ----
1) Portfolio Management of APAC IT Transformation (including APAC IT Roadmap)
a) Monitor and prioritize each initiative and system development projects
- Set up the monitoring / prioritizing plan and process
- Monitor progress for each system development plan created by application and infra development team.
- Operate monitoring and facilitate APAC IT Strategy Committee to update the status and the prioritization for each key initiative.
b) Monitor the value realization
- Set the value framework of value realization for each key initiative
- Monitor the value realization plan (including schedule) for each key initiative
c) Discuss and revisit business alignment
- Plan and execute the review of the key initiative deliverables
(such as project & investment plan, design documents and project completion report, etc.) to align business target and requirements,
- Facilitate to discuss about the action plan how to catch up the alignment gaps

2) Project Initiation for Major APAC IT projects
a) Ideate each initiative into a real project (start pre-study)
- Define project initiation process and template
- Picked up the key initiatives from APAC IT strategy based on the prioritization and collect the business impact and expectations
- Prepare for pre-study / discovery phase project plan with investment of the project plan
b) Socialize and communicate to obtain approval
- Build the relationship with related department with APAC Strategy
- Set the communication plan for socializing
- Explain and obtain the approval of each key initiative alignment from related department head
- Explain and obtain the approval of each key initiative from senior management as stakeholders management to align their APAC business and IT strategy

3) Develop and Operate Tech Delivery Model for Transformation
a) Make policy / design concreate Delivery Model
- Define the delivery model policy and concept and detail delivery structure
- Socialize the related teams to align the concept of delivery model
- List up the vendor requirements and assessment criteria and scoring rules
- Publish the RFI to do initial assessment for each vendor
b) Onboard & Arrange contract with development vendors(s)
- Based on concept and policy of delivery model, start to prepare for RFPs to build the delivery team
- Reviewing and facilitate the proposal session to select the vendors
- Assessment and make a decision for the target vendor for each key initiative
- Support for vendor onboarding (Contracting , Resourcing, Kick-off preparation and Logistics, etc.)
c) Operate the Delivery Model - Conduct RFP/contract process for each project
- Confirm and review the vendor plan (Master & Detail) based on RFPs for each project
- Monitor vendor's process and performance and prepare for the vendor assessment and mitigation plan

4) Develop and Maintain the New Operating Model for Region / Countries
a) Define Operating model for Region / Countries
- Support operate and monitor current operating model for Region / Countries
and list up the improvement to do centerization and standardization in APAC CIO.
(Communication Rules (Monthly Meeting, Committee, Reporting), KPI Management to monitor APAC / Country initiative progress,
- HR development plan to improve skillset and capability coverage)
b) Reporting management
- Plan (including schedule) reporting schedule to senior management to update the progress of new operating model
- Explain senior management and sharing the feedback to Country CIOs.
c) Collect the knowledge and case study for operating model
- collect the benchmark and sample of case study of operating model and list up the pain points and improvement points
- set the plan for improvement plan followed by PDCA cycle

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