Capability Development Lead Functional

Role: Capability Development Lead – Functional Skills Development

Reporting Line

Reports to:SVP – Head of Consulting

Role Purpose

The Capability Development Lead – Functional Skills Development is responsible forbuilding, scaling, and embedding functional capability across the organization, with aprimary focus on AI‑driven skill adoption and transformation.

The role exists to ensure that:

• Employees are able toleverage AI effectively in real work
• Functional productivity and quality improve measurably
• AI and non‑AI functional skills are embedded into daily workflows
• Learning translates intoadoption, usage, and business outcomes

This role isdeeply AI‑obsessed, outcome‑driven, and consulting‑led.

Scope of Responsibility

The role coversfunctional skills across the enterprise, broadly bifurcated into:

AI‑Led Functional Capability (Primary Focus)

• AI usage, adoption, and integration into role‑specific workflows
• Practical application of AI to improve: 
  • Speed
  • Quality
• Decision‑making
• Productivity
• Driving AI confidence and maturity across roles and levels

Non‑AI Functional Capability (Secondary Focus)

• Core productivity and functional skills required for business effectiveness
• Tools, processes, and ways of working that are non‑negotiable for performance
• Ensuring strong foundational functional capability across the workforce

Core Responsibilities

1. AI Capability Strategy & Adoption

• Design and own thefunctional AI capability roadmap for the organization.
• Translate AI enablement intorole‑based, workflow‑linked skills, not theoretical learning.
• Drive AI adoption, not just awareness or training completion.
• Continuously identify where AI can create tangible business value within functions.

2. Consulting with the Business

• Partner with business leaders, functional heads, and teams to: 
  • Understand functional challenges
  • Identify AI and functional skill gaps
  • Recommend capability‑based solutions
• Operate as aconsultant, not a trainer or coordinator.

3. Cross‑Ecosystem Coordination

• Work closely with: 
  • Internal SMEs and functional champions
  • ODEX and internal AI champions
  • External vendors and tool partners (without owning vendor management)
• Curate intelligence from across the ecosystem and convert it intousable capability for employees.

4. Functional Skill Architecture & Solutions

• Design: 
  • Functional skill frameworks
  • Learning journeys
  • Adoption pathways
• Ensure solutions are: 
  • Practical
  • Easy to apply
  • Directly connected to business workflows
• Avoid one‑size‑fits‑all training approaches.

5. Measuring Adoption & Business Impact

• Define whatsuccessful adoption looks like for each capability initiative.
• Track: 
  • Usage
  • Behavioural change
  • Business impact
• Continuously refine solutions based on real‑world feedback and outcomes.

6. Collaboration with Consulting & Execution Teams

• Work closely with other CDLs to ensure: 
  • Strong problem framing
  • Integrated solutions
• Handover of execution‑ready plans to delivery teams

Explicit Non‑Responsibilities

The CDL doesnot:

• Scout, buy, or negotiate AI or productivity tools
• Own LMS, delivery logistics, or facilitation
• Act as a technical AI expert or trainer

This role exists toenable adoption and outcomes, not to run delivery.

Time Allocation (Expected)

• ~60–65%
  • AI capability design
  • Adoption strategy
  • Consulting with business and SMEs
• ~25–30%
  • Solution creation and refinement
  • Cross‑ecosystem coordination
• ~10–15%
  • Measurement, insights, and continuous improvement

What Success Looks Like (Plain English)

• Employees actively use AI to work better, faster, and smarter.
• Functional teams show measurable improvements in productivity and quality.
• AI adoption moves beyond pilots and curiosity into daily workflows.
• Business leaders see this role ascritical to performance, not support.
• Functional capability gaps reduce year‑on‑year.