Strategy Design & Implementation

This role owns and drives the company strategy design and implementation backbone for BMBS by translating strategic direction into a clear strategy framework, annual business plan logic, governance rhythm and execution mechanisms. The role focuses on strategic choices, priority alignment, KPI governance and implementation discipline, while avoiding overlap with market intelligence, generic PMO support or issue-by-issue coordination work.

The role acts as the central strategy architecture and implementation governance anchor for the department, connecting BMBS strategic priorities with measurable ownership, milestone discipline, HQ interface requirements and cross-functional execution routines that improve decision quality and organizational alignment.

• Lead the design and evolution of the BMBS strategy framework, ensuring company strategic priorities are translated into a focused set of must-win choices, clear ownership logic and implementation guardrails for leadership alignment.

• Maintain the BMBS strategy framework and annual business plan backbone, including strategy house logic, priority-to-KPI linkages, target ownership, planning milestones and consistency of definitions across leadership materials.

• Drive strategic governance and execution mechanisms, including annual planning rhythm, quarterly strategic priority reviews, decision checkpoints, escalation routines and alignment mechanisms across functions.

• Coordinate cross-functional strategic initiatives only where clear company-level leverage exists, ensuring initiatives have defined business problem statements, accountable owners, milestones, decision needs and realistic resource assumptions.

• Monitor strategic priorities and organizational alignment, identifying gaps between declared priorities, KPI behavior, resource focus and execution reality, and surfacing issues that require management trade-off decisions.

• Coordinate company KPI governance and monitoring from a strategy-fit perspective, ensuring KPIs reinforce business priorities, improve accountability and avoid dashboard proliferation without management action.

• Support management workshops and strategic reviews with decision-oriented agendas, structured pre-reads, clear trade-off framing and follow-through mechanisms that convert discussion into ownership and action.

• Interface with HQ on strategic reporting and planning topics where China-market context, annual plan alignment, KPI logic or strategic progress updates require coherent BMBS-level input.

• Establish and continuously improve reusable strategy governance assets such as annual plan templates, KPI definition sheets, decision logs, strategic initiative charters and review routines to increase speed, consistency and decision quality.

• Protect the department from becoming a generic coordination office by clearly defining boundaries for strategy design and implementation ownership, deprioritizing topics without company-level leverage, clear sponsorship or practical execution path.