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Reports To: Head of Business Excellence Function Level: Manager Department: Business Excellence Job Purpose The purpose of this role is to lead the people side of transformation and excellence across Equity Bank Tanzania, ensuring that change is adopted, embedded, and sustained rather than merely implemented. The role delivers the enterprise change management framework, anchored in Prosci ADKAR methodology, across all transformation initiatives. It owns change readiness, stakeholder engagement, communication governance, resistance management, adoption tracking, and the behavioural and leadership accountability frameworks that reinforce EBTL’s desired ways of working. It partners with EXCO and senior leadership to model, mandate, and sustain the behaviours that transformation requires, recognising that no change programme holds without visible leadership accountability at the top. It supports culture transformation in active partnership with HR, maintaining the methodological independence required to deliver what process change alone cannot: lasting behavioural integration and value realization. Main Duties and Responsibilities 1. Change Management Framework & Strategy – Lead the implementation, continuous improvement, and institutional adoption of EBTL’s enterprise change management methodology anchored in PROSCI ADKAR. – Develop change management strategies, plans, and interventions for transformation programmes, strategic initiatives, operating model changes, and institutional improvement initiatives. – Conduct structured change impact assessments to evaluate the people, process, technology, structure, and behavioural implications of transformation initiatives. – Assess organisational readiness across functions and programmes, identifying adoption risks, capability gaps, stakeholder concerns, and readiness barriers requiring intervention. – Support governance and prioritisation of change initiatives to ensure institutional change capacity is managed effectively and transformation fatigue is minimised. 2. Stakeholder Engagement & Leadership Alignment – Design and execute stakeholder engagement plans that build awareness, commitment, sponsorship, and support for transformation initiatives. – Coach and support executive sponsors, programme leaders, and change sponsors to fulfil their roles as visible and effective champions of change. – Facilitate leadership alignment on transformation priorities, desired behaviours, cultural expectations, and change outcomes. – Establish, coordinate, and support enterprise-wide change champion networks that strengthen communication, engagement, and adoption across the institution. 3. Communication Governance & Change Communications – Develop and govern communication strategies supporting transformation programmes, organisational changes, and strategic initiatives. – Ensure change communications remain clear, timely, consistent, audience-specific, and aligned to institutional messaging standards. – Support the development of key messages, communication materials, leadership talking points, FAQs, and stakeholder engagement content. – Evaluate communication effectiveness through surveys, feedback mechanisms, and engagement analytics. – Design and sequence change communications in plain language that frontline staff will read, believe, and act on. 4. Adoption, Capability Building & Training Governance – Monitor behavioural adoption, utilisation, and compliance with new ways of working, intervening where adoption stalls or resistance persists. – Coordinate with Human Resources, Learning & Development teams, and business units to ensure training plans, capability-building initiatives, and learning interventions support successful adoption. – Identify capability gaps and support the development of learning and enablement interventions required to sustain transformation outcomes. – Promote effective knowledge transfer and institutional learning to ensure long-term sustainability of change initiatives. – Define, monitor, and report adoption metrics, utilisation indicators, and behavioural performance measures across transformation programmes. – Design reinforcement mechanisms that make new behaviours stick after the launch event is over. 5. Transformation & Organisational Effectiveness – Lead initiatives supporting culture transformation, behavioural alignment, and reinforcement of EBTL’s desired values and leadership expectations. – Conduct culture assessments, engagement surveys, focus groups, and organisational diagnostics to identify cultural strengths, challenges, and improvement opportunities. – Design and implement reinforcement mechanisms that strengthen desired behaviours and reduce the risk of regression following implementation. – Support initiatives that improve collaboration, accountability, employee engagement, and organisational effectiveness across the institution. – Support the leadership accountability framework that reinforces desired behaviours at leadership level. 6. Change Risk Management & Benefits Realisation – Identify, assess, monitor, and mitigate people-related risks that may impact successful implementation and adoption of transformation initiatives. – Develop and implement structured resistance management strategies addressing barriers to adoption and behavioural change. – Support tracking and validation of people-related benefits, adoption outcomes, productivity improvements, and behavioural changes resulting from transformation initiatives. – Monitor implemented changes to ensure adoption remains sustained and benefits continue to be realised over time. – Conduct post-implementation adoption reviews to assess whether intended behavioural and organisational outcomes have been achieved. 7. Change Analytics, Reporting & Governance – Develop and maintain dashboards, scorecards, and reports tracking readiness, adoption, engagement, communication effectiveness, and change outcomes. – Provide regular reporting to leadership on change progress, adoption status, stakeholder engagement, culture indicators, and transformation risks. – Analyse change-related data and provide recommendations that improve change effectiveness and transformation outcomes. – Support Steering Committees, governance forums, and transformation reviews by providing change management updates and people-side transformation insights. Knowledge, Skills and Experience Education – Bachelor’s degree in Organisational Psychology, Organisational Development, Human Resources, Business Administration, Communications, or Behavioural Science. – A postgraduate qualification in Organisational Development, Change Management, or an MBA with an OD concentration is strongly preferred. – Psychology or behavioural-science training is a genuine competitive advantage where behaviour change is the deliverable. Professional Qualifications – Prosci ADKAR certification or Certified Change Management Professional is the baseline. – Kotter, LaMarsh, or an equivalent enterprise change methodology must be demonstrable and applied in a real programme, not just named. – CIPD or equivalent HR professionalisation is useful but secondary to change-methodology depth. – Facilitation certification such as IAF, ICA, or equivalent is a differentiator. Critical Skills – Enterprise change management framework design. – Change impact assessment at workstream and enterprise level. – Stakeholder engagement strategy design, including mapping by influence and disposition. – Communication design for change in plain, frontline-ready language. – Behavioural reinforcement framework design. – Culture intervention design and behavioural reinforcement. – Facilitation of cross-functional workshops, change forums, and stakeholder engagements. – Training strategy alignment and capability enablement to support change adoption. – Adoption measurement, distinguishing adoption from compliance. – Sponsor coaching and executive influence without authority. Work Experience – Minimum eight years in enterprise/change management, organisational development, or culture transformation or leadership coaching, including at least five years supporting major cross-functional programmes, with time as a change lead on a programme of material scale. – Must have delivered change in a frontline service environment, such as branch banking, retail, or equivalent, where the people being changed are not desk workers. – Must have experienced at least one programme where adoption failed and have a clear-eyed analysis of why. Behavioural Requirements The role requires the institutional confidence to protect the approach without confrontation, and the political intelligence to work effectively with functions that may seek to absorb or reframe the change agenda. The defining trait is loyalty to the methodology and the adoption outcome, not to any single department. – Low ego, high backbone: challenge respectfully, hold to the evidence, and resist intimidation. – Maintain confidentiality, political neutrality, and disciplined stakeholder boundaries. – Communicate with executive brevity while retaining analytical depth. – Distinguish fact, inference, and opinion; document decisions and preserve audit trails. – Remain composed under hostility, ambiguity, shifting narratives, and senior pressure. – Bring solutions with every escalation; never become identified solely with control or obstruction. – Sustain rigour and momentum through complex, multi-stakeholder environments without losing credibility or composure. – Intellectual honesty under pressure: hold the line between what the data says and what stakeholders want it to say.
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