The Strategy Director is responsible for operationalizing the approved corporate strategy and ensuring it is embedded into day-to-day decision-making, governance, performance management, and delivery across the organization.

1. Strategy Activation & Embedding

• Translate the strategy into executable roadmaps, milestones, and ownership models.
• Ensure strategic priorities are clearly cascaded into Business plans, departmental objectives, individual KPIs (where applicable), and act as the single point of truth on what the strategy means in practice.

2. Strategic Initiative Ownership (Enterprise Level)

• Own the enterprise-level strategic initiative portfolio derived from the strategy.
• Ensure each strategic initiative has clear scope and success metrics, accountable executive owners, realistic sequencing and dependencies, and challenge initiatives that drift from strategic intent or dilute focus.

3. Operating Model & Governance Alignment

• Work with transformation, PMO, and HR to ensure organizational structure supports strategic priorities, decision rights and governance forums reinforce the strategy, escalation paths are clear and effective and eliminate misalignment between legacy operating practices and the new strategy.

4. Performance Management & Value Realization

• Define and monitor strategic KPIs and value realization metrics.
• Track delivery of strategic outcomes, not just activity.
• Prepare concise, executive-level strategy performance updates for:
• Drive corrective actions where execution is off-track.

5. Executive & Cross-Functional Enablement

• Act as a strategic execution partner to executives and department heads.
• Support leaders in translating strategy into practical decisions, trade-offs, and priorities.
• Facilitate alignment across functions where strategic initiatives cut horizontally.

6. Change & Communication Support (Strategy Lens)

• Support leadership in consistently communicating strategic priorities.
• Ensure strategy messaging is clear, repeatable, and reinforced through governance and incentives.
• Identify execution risks related to change fatigue, capability gaps, or misaligned incentives.