Senior Manager, Strategic Change Function, Catalyst

Connect to your Industry About the Strategic Change Function Deloitte’s UK Audit & Assurance (A&A) business helps protect the public interest and build trust and confidence in business. Audit quality underpins that purpose and shapes the decisions we make about our future. The Strategic Change Function is being established to create a single A&A-wide capability that connects strategy, prioritisation, delivery, adoption and value realisation across the strategic change portfolio.

The function will help A&A identify the right changes to pursue, make informed investment and prioritisation decisions, coordinate activity across strategic initiatives, support successful adoption and maximise the value realised from change investments. During its initial phase, the priority is to design, build and operationalise the governance, portfolio management disciplines, change management approaches, reporting capabilities, tools and ways of working that will underpin the future function. Connect to your career at Deloitte Deloitte drives progress.

Using our vast range of expertise, we help our clients' become leaders wherever they choose to compete. To do this, we invest in outstanding people. We build teams of future thinkers, with diverse talents and backgrounds, and empower them all to reach for and achieve more. What brings us all together at Deloitte? It’s how we approach the thousands of decisions we make every day. How we behave, our beliefs and our attitudes. In other words: our values.

Whatever we do, wherever we are in the world, we lead the way , serve with integrity , take care of each other , foster inclusion , and collaborate for measurable impact . These five shared values lead every decision we make and action we take, guiding us to deliver impact how and where it matters most . Connect to your opportunity Role Purpose The Senior Manager, Strategic Change Function (Catalyst) is responsible for helping establish and operationalise A&A's Strategic Change Function, by contributing to building the methodologies, engagement approaches and adoption capabilities required to land strategic change successfully across the business.

Reporting to the A&A Strategic Change

• Lead and working as part of a multidisciplinary team, the role will apply behavioural science and organisational change expertise to identify the critical behaviours required to deliver strategic outcomes; diagnose the individual, social and environmental factors influencing those behaviours; and design, test and scale evidence-based interventions that achieve measurable and sustained behavioural change . The focus of this role will ensure that behavioural change is treated as a business outcome
• not simply as an engagement, communications or training activity
• and will connect changed behaviours to adoption, operational performance and value realization. Role Scope The role is full-time and has a dual focus: being a core member of the Strategic Change Function’s multidisciplinary team to help build and operationalise the capability, and delivering change in the business for priority business initiatives. The dual focus of the role provides a distinctive opportunity to shape change at an enterprise level while remaining closely connected to delivery within the business. This ensures that the capability, methods and approaches developed are grounded in first-hand experience of business needs and implementation challenges and continually refined through application. Connect to your skills and professional experience Key Responsibilities The responsibilities outlined below describe the intended scope of the role once the Strategic Change Function is fully established. During the capability-building phase, these responsibilities will be developed and introduced progressively, with the postholder playing an active role in designing, testing and embedding the approaches required to deliver them. The role holder will be expected to adapt their focus accordingly and contribute actively to shaping the role and capability over time. Building and Operationalising the Strategic Change Function
• Contribute to the design and implementation of the Strategic Change Function operating model as part of its multidisciplinary team.
• Develop a proportionate A&A change and behaviour-change methodology, with practical standards, diagnostic tools, templates and decision guidance.
• Define minimum requirements for behavioural diagnosis, change impact assessment, stakeholder engagement, readiness, adoption, reinforcement and evaluation.
• Pilot the methodology with priority initiatives, gather evidence and feedback, and refine it before wider rollout.
• Support the transition from capability build to a sustainable operational service, with clear governance, ownership and quality levels.
• Promote consistent, ethical and evidence-based application of behavioural science across the portfolio. Behavioural Diagnosis and Insight
• Translate strategic outcomes into specific, observable and measurable target behaviours for leaders, teams and individuals.
• Conduct systematic behavioural diagnosis to identify the capability, opportunity, motivation, social, cultural and environmental factors enabling or inhibiting required behaviours.
• Use qualitative and quantitative research
• including interviews, observation, surveys, workshops and operational data
• to develop and validate behavioural hypotheses.
• Map behavioural journeys, moments that matter, system conditions and interdependencies affecting how work is performed.
• Differentiate barriers requiring communication or learning from those requiring changes to processes, technology, leadership routines, incentives, decision rights or the working environment.
• Synthesise evidence into clear insights and recommendations for senior leaders and delivery teams. Evidence-Based Intervention
• Design
• Design targeted behavioural interventions grounded in behavioural science, organisational context and user insight.
• Select interventions according to the diagnosed barriers and articulate the intended mechanism of change, assumptions and expected outcomes.
• Apply relevant behavioural techniques
• including simplification, prompts, feedback, modelling, social norms, defaults, reinforcement and environmental redesign
• where appropriate.
• Integrate behavioural interventions with broader change levers, including leadership action, communications, learning, performance management, governance, process and technology.
• Co-design interventions with impacted colleagues and delivery teams to ensure they are practical, inclusive, ethical and scalable.
• Anticipate and help mitigate unintended consequences, displacement effects, inequitable impacts and risks of regression to previous behaviours. Testing, Measurement and Evaluation
• Establish behavioural baselines, measurable outcomes and leading and lagging indicators before interventions are launched.
• Design proportionate pilots and experiments to test behavioural hypotheses and determine what works, for whom and in what context.
• Use behavioural, adoption and operational data to assess effectiveness, refine interventions and make evidence-based recommendations on scaling.
• Track whether changed behaviours are sustained over time and design reinforcement mechanisms to reduce regression.
• Demonstrate the relationship between behavioural change, adoption, operational performance and intended business value.
• Build a reusable evidence base of interventions, outcomes and lessons to improve future change activity. Capability Development and Continuous Improvement
• Build practical behavioural-science and change capability among leaders, project teams and local change leads.
• Develop coaching, guidance, case studies and learning materials that enable proportionate self-service.
• Coach colleagues to define behaviours accurately, diagnose barriers and select interventions based on evidence rather than assumption.
• Monitor the effectiveness of methods, tools and interventions, using feedback and delivery evidence to improve the capability.
• Promote a culture of curiosity, experimentation, learning and disciplined evaluation. Project Planning, Mobilisation and Delivery
• Lead the end-to-end change and behavioural workstream for priority initiatives, from diagnosis and strategy through implementation, reinforcement and evaluation.
• Assess people impacts, stakeholder readiness, adoption risks, resistance, behavioural barriers and cumulative change burden.
• Create integrated change strategies and plans that connect target behaviours, interventions, leadership actions, engagement, communications, learning, deployment and measurement.
• Advise sponsors and delivery leads on the conditions required for change to land successfully, and provide constructive challenge where plans are unlikely to deliver sustained outcomes.
• Equip leaders to role-model, explain and reinforce required behaviours through everyday decisions, routines and performance conversations.
• Establish two-way listening and participation mechanisms, using feedback and data to adapt the approach throughout delivery.
• Coordinate with key stakeholders and teams across the business to deliver coherent interventions and reduce duplication, confusion and change fatigue.
• Escalate material behavioural, adoption and readiness risks, recommending specific corrective action. Stakeholder Engagement and Influence
• Build trusted relationships with senior leaders and teams across the business.
• Facilitate evidence-led discussions that help stakeholders move from broad aspirations to precise behavioural outcomes and practical action.
• Communicate complex behavioural evidence in clear, compelling language tailored to executive and delivery audiences.
• Influence without formal authority and navigate competing priorities, ambiguity and differing views constructively.
• Create participation and co-creation approaches that bring the experience of impacted colleagues into intervention design. Experience and Capabilities Essential Experience
• Significant experience leading complex organisational change in a large, matrixed organisation, ideally within top-tier professional services.
• Deep practical expertise in applying behavioural science to organisational change, including defining target behaviours, conducting behavioural diagnosis, designing interventions and measuring sustained outcomes.
• A strong record of personally leading interventions that delivered measurable and sustained changes in workplace practices, decision-making or leadership behaviour.
• Demonstrable experience using behavioural research, data and experimentation to identify barriers, test hypotheses and adapt interventions.
• Practical experience applying a range of recognised behavioural-science models and techniques, using contextual judgement rather than relying on a single framework.
• Experience integrating behavioural interventions with changes to processes, technology, operating models, governance, performance measures, incentives and leadership routines.
• Experience evaluating interventions using mixed methods and linking behavioural indicators to business outcomes.
• Experience building or materially improving a change capability, methodology, centre of excellence or community of practice.
• Strong experience advising and influencing senior leaders, sponsors and cross-functional delivery teams.
• Excellent facilitation, coaching, research, written communication, data interpretation and storytelling capability.
• Ability to work effectively through ambiguity, apply sound judgement and co-create a new capability at pace. Essential

Relevant degree or equivalent professional experience in behavioural science, psychology, organisational psychology, behavioural economics, social science or a closely related discipline. - Recognised change-management accreditation, or equivalent depth of practical o

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