Transformation / Internal Consulting Lead (Global / Cross-Functional)

This position places you at the center of Kyowa Kirin’s most critical enterprise transformation initiatives, helping shape how the company evolves its business processes, operating model, organizational capabilities, and ways of working in response to a rapidly changing global healthcare environment.

You will work directly with senior executives and business leaders to identify strategic and operational challenges, structure ambiguous issues, and translate them into clear problem statements, hypotheses, decision-ready options, and executable transformation roadmaps.

The role emphasizes business transformation, process improvement, organizational alignment, and measurable outcome realization.

Digital solutions may serve as enablers, while the primary focus of the position is defining and driving the business change required to deliver sustainable value.

As a critical bridge among senior executives, business functions, transformation, digital/IT, and external partners, you will influence major decisions and ensure that strategic intent is converted into practical execution.

You will have the opportunity to challenge conventional thinking, mobilize stakeholders across functions and regions, and help build the future operating model of a global pharmaceutical company.

This is a rare opportunity to develop an enterprise-wide perspective and accumulate hands-on transformation experience across commercial, finance, HR, SCM, procurement, marketing, and other corporate functions.

Lead and drive enterprise-wide business transformation initiatives across functions and regions, particularly where the objectives, scope, or target operating model are not yet fully defined.

Proactively identify business challenges and improvement opportunities through stakeholder interviews, data analysis, customer and employee insights, and end-to-end process reviews.

Structure complex and ambiguous issues into clear problem statements, hypotheses, strategic options, business cases, and actionable transformation roadmaps.

Define future-state business processes, operating models, governance, decision rights, roles and responsibilities, and the organizational capabilities required to sustain change.

Facilitate discussions with senior executives and business leaders to establish priorities, resolve trade-offs, and build alignment across functions and regions.

Act as the key bridge among senior executives, business divisions, digital, and external partners, ensuring clear ownership between business transformation and digital solution delivery.

Drive transformation execution, including governance, milestone management, dependency management, risk and issue resolution, change adoption, and benefits realization.

Establish meaningful business outcome indicators and monitor whether expected value is being realized, not only whether project deliverables are completed.

Review and constructively challenge external consultant and partner deliverables for strategic coherence, analytical quality, feasibility, ownership, and practical applicability.

Support executive decision-making through rigorous analysis, concise documentation, and clear communication.

Transfer transformation methods, problem-solving approaches, and reusable practices into the organization to strengthen internal capability.

Enterprise Operating Model Transformation: Designing future-state operating models, governance, decision rights, and cross-functional ways of working to improve organizational effectiveness and speed of decision-making.

End-to-End Business Process Transformation: Identifying pain points and redesigning integrated processes across commercial, SCM, finance, procurement, HR, and other corporate functions; defining global standards and justified local variations.

Strategy-to-Execution Transformation: Translating executive priorities into transformation portfolios, business cases, roadmaps, governance, and measurable business outcomes.

Data-Driven Business Improvement: Analyzing cost structures and operational performance, developing hypotheses, identifying root causes, and supporting strategy development for initiatives such as Margin Transformation.

Global Stakeholder Alignment and Change Mobilization: Facilitating cross-functional and cross-regional decision-making across Sales, Marketing, MA, Finance, HR, SCM, IT/GDS, and other stakeholders.

Business-Led Service and Capability Design: Defining customer, patient, or employee needs; designing services, processes, roles, and success measures; and partnering with GDS when digital enablement is required.

Transformation Governance and Benefits Realization: Establishing executive governance, managing critical dependencies and risks, and tracking whether intended business value is realized.