WORKFORCE STRATEGY HEAD, ENTERPRISE DATA SCIENCE & ARTIFICIAL INTELLIGENCE (DSAI)

Job Description Summary You will lead the enterprise people and organization agenda for Data Science and Artificial Intelligence (DSAI) across Novartis, translating our DSAI ambition into the workforce, organization, talent and capability choices needed to deliver it. Operating at the decision-making table with senior DSAI leaders and partnering across the enterprise, you will shape how we build, attract and grow critical DSAI talent, strengthen our external value proposition, and enable responsible human-AI collaboration. You will lead the enterprise DSAI OTR, including discussion at ECN level, and create the standards, governance and frameworks needed in areas such as careers, capabilities, talent and rewards, particularly where established approaches do not yet exist. This enterprise role complements rather than replaces the Workforce Strategy Leads directly supporting DSAI teams within their units. Unit-level accountabilities remain unchanged, while this role connects across them, providing the overarching DSAI people strategy, standards and governance and enabling enterprise-level choices where these are needed.   Job Description #Hybrid This role can be based in Cambridge, East Hanover, London or Basel, please only apply to one of the appropriate location. Key Responsibilities • Set the enterprise DSAI people and organization strategy. Translate the DSAI ambition into an integrated, future-ready agenda across workforce, organization, leadership, culture, talent and capability. Success is evident when: enterprise priorities and accountabilities are clear, adopted across units, and translated into measurable outcomes. • Shape strategic workforce and capability choices. Use scenarios, analytics, external insight and data storytelling to anticipate demand for scarce DSAI capabilities and recommend choices on organization design, skills, capacity, location, sourcing and workforce mix. Success is evident when: critical gaps are addressed before they constrain innovation or execution. • Lead the enterprise DSAI OTR. Orchestrate the enterprise talent review, integrate perspectives across units, and present implications, choices and recommendations to ECN. Success is evident when: pivotal talent, succession, capability risks and enterprise actions are visible and actively managed. • Establish enterprise talent and career approaches. Create differentiated career development, mobility, succession and talent-allocation mechanisms suited to DSAI roles and communities. Success is evident when: Novartis can attract, develop, deploy and retain pivotal DSAI talent across organizational boundaries. • Build the external DSAI talent brand and pipeline. Strengthen Novartis’ visibility as an employer of choice through targeted engagement with universities, specialist talent networks and external forums. Build early-talent pathways that attract dual technical/scientific and DSAI expertise and develop judgement, experience and leadership capability. Success is evident when: Novartis has stronger external visibility and a sustainable pipeline of scarce DSAI talent. • Design and create enterprise DSAI standards. Build new governance, rewards approaches, career architecture, capability frameworks, talent programs and operating approaches for a field evolving faster than established internal practices. Success is evident when: scalable standards replace fragmented local approaches and remain relevant as DSAI evolves. • Connect enterprise strategy and unit execution. Define decision rights, interfaces and governance so the enterprise mandate is distinct from, and complementary to, unchanged unit-level P&O accountabilities. Success is evident when: there is no duplication or accountability gap between enterprise and unit roles. • Influence a c