IMO Tech Digital Operating Model Adoption & Enablement Lead

mars; United States; On-site; USD 140,000 - 210,000; Full time

Job summary

Mars is seeking a Digital Operating Model Adoption & Enablement Lead to drive the adoption of a new product/platform operating model across the organisation. The role focuses on translating the operating model blueprint into practical, actionable guidance for Global DT, Regional DT, Markets and integration teams.

You will develop leadership briefing packs, training content and playbooks, manage stakeholder readiness and embed the new ways of working so that faster innovation, platform reuse and

Responsibilities

• Own the Adoption and Enablement Strategy for the Digital Delivery Operating Model.
• Translate blueprint into a simple, compelling narrative for leaders and teams.
• Create leader briefing packs, FAQs, cascade materials and change messaging.
• Design and manage training and learning content, pathways, onboarding materials.
• Define stakeholder readiness across Global DT, Regional DT, Markets and teams.
• Enable leaders and teams to understand roles, interfaces and decision rights in the new model.
• Build practical enablement assets: playbooks, guides, governance and toolkit materials.
• Shape behaviour change toward product/platform thinking, accountability and outcome orientation.

Job description

Job Description:

Digital Operating Model Adoption & Enablement Lead

Role Purpose

As Mars continues to integrate Kellanova and build a more connected enterprise, the Digital Operating Model Adoption & Enablement Lead will ensure leaders and teams understand how the new Product & Platform Operating Model supports large-scale integration, accelerates value realisation and enables the organisation to prioritise, build, scale and reuse digital capabilities more effectively across global functions

The role is accountable for translating the Digital Delivery Operating Model into a clear, practical and adoptable way of working across Global DT, Regional DT, Markets, product/platform teams and integration teams. You will own the human adoption of the Digital Delivery Operating Model.

The role will convert the operating model blueprint into a simple and compelling adoption narrative, leader briefing materials, FAQs, training content, playbooks, team guidance and "what changes / what does not change" messaging. It will ensure the organisation is equipped to work in the new model, with clarity on decision-making, accountabilities, funding, prioritisation, delivery flow and how Global DT, Regional DT and Markets interact.

A key focus will be enabling adoption through a MVP-first transformation approach, helping teams understand how to focus investment and energy on the highest-value domains - including Global Supply Chain, Demand & Planning and Revenue Growth ecosystems - while building the foundations for an integrated enterprise product ecosystem globally in alignment with cross segment and DT reinvention.

The role will also manage Senior stakeholder readiness, behaviour change and feedback loops after launch, ensuring adoption is sustained beyond initial communication and embedded into the day-to-day ways of working that drive faster innovation, platform reuse and measurable business value.

Key Accountabilities

• 1. Own the Adoption and Enablement Strategy Define and lead the adoption approach for the Digital Delivery Operating Model, ensuring the organisation has a clear path from awareness to understanding, readiness, launch and sustained adoption. This includes shaping the adoption roadmap, readiness plan, stakeholder engagement approach, launch enablement and post-launch reinforcement.
• 2. Translate the Blueprint into a Simple Narrative Convert complex operating model design into a clear, compelling and accessible story for different audiences. This includes creating the core narrative for leaders and teams, explaining why the model is changing, what it enables, how it improves delivery, and what it means in practical terms for Global DT, Regional DT, Markets and integration teams.
• 3. Develop Leader Briefing and Communication Materials Create leader briefing packs, talking points, FAQs, cascade materials and "what changes / what does not change" messaging to support consistent leadership communication. Ensure leaders are equipped to explain the model confidently, address concerns, and reinforce the behavioural shifts required for successful adoption.
• 4. Own Training and Learning Content Design and manage the training and learning content required to support the new model. This includes learning pathways, onboarding materials, role-based training, product/platform ways of working content, decision rights guidance, value stream education, playbooks, toolkits and practical team enablement materials.
• 5. Drive Stakeholder Readiness Define and track stakeholder readiness across key audiences, including Global DT leaders, Regional DT leaders, market teams, product/platform teams, functional teams and integration teams. Identify where additional support, clarification or intervention is required before launch and during early adoption.
• 6. Enable Leaders and Teams to Work in the New Model Support leaders and teams in understanding their roles, accountabilities, interfaces and expected ways of working in the new model. This includes helping teams understand how work flows across products, platforms, regions and markets, and how decisions are made across different layers of the organisation.
• 7. Build the Performance Support Ecosystem Own the creation and maintenance of practical enablement assets, including operating model playbooks, role guides, interaction models, governance guides, ceremony guides, product/platform working practices and adoption toolkits. Ensure materials are simple, usable and connected to real delivery scenarios.
• 8. Shape Behaviour Change Drive the behavioural shift required to move from current ways of working to the new Digital Delivery Operating Model. This includes reinforcing product and platform thinking, clearer accountability, outcome orientation, value‑based prioritisation, cross‑functional working, stronger decision discipline and more consistent ways of working across global, regional and market teams.
• 9. Manage Feedback Loops After Launch Create and manage feedback mechanisms to understand wha