Summary

-Primary responsibility is to support strategic business projects for Novartis Group, the CEO and the Executive Committee, with the aim of maximizing economic value and securing future competitive advantage. -Support Senior Strategy Managers and Directors in projects around key Novartis products in major markets, that -Deliver substantially greater outcome improvement than from the product alone -Deliver substantially greater financial rewards for Novartis based on this

About the Role

Major accountabilities:

• Manage Novartis Strategy CommunityThe project manager maintains the contact with the divisional strategy teams and plans/organizes regular update meetings.
• In addition, the project manager also leads small projects at any time from project scoping, creating content and managing of stakeholders to generate insights and prepare outputs which enable informed decisions.
• Prepare regular exchange between community members, e.g. independent organization of the annual Strategy offsite meeting (including agenda, speakers, etc).
• Ensure transparent communication across the divisional Strategy teams.
• Support the managers and directors in project work and provide expert consultation during all project phases.
• Align closely with stakeholders at country, functional and global level as defined by the requirements of the different projects and initiatives.
• Independently monitor milestones of the projects as well as completion.
• Assists Head of Strategy on larger strategy projects across units and functions as well as countries.
• Take ownership for subparts of the overall project and ensure completion of these.
• Proactively apply project management methodologies.
• Provide change management support and appropriate communications for the implementation of projects and initiatives.
• Reporting of technical complaints / adverse events / special case scenarios related to Novartis products within 24 hours of receipt -Distribution of marketing samples (where applicable)

• Successfully lead a small project to final output -Feedback from internal and external stakeholders on quality of deliverable -Performance against annual objectives and milestones as in workplan -Feedback from internal and external partners regarding interaction, prioritization, time managment, etc.

• Collaborating across boundaries.
• Major Change.
• Geographic Scope.
• Project Management.
• Operations Management and Execution.

• Building Construction.
• Business Networking.
• Business Partners.
• Business Planning.
• Business Process Transformation.
• Business Strategy.
• Curiosity.
• Decision Tree (Forecasting Model).
• Diversity & Inclusion.
• Finance.
• Go-To-Market Strategy.
• Key Account Management.
• Leadership.
• Lean Six Sigma.
• Management Consulting.
• Scrum (Programming Methodology).
• Strategic Planning.

• English.