Business Performance Director

Career Category Corporate Services Job Description The Director, Business Performance leads planning, integrating portfolio planning and transparency, performance and value measurement, financial management, organizational effectiveness, and change enablement. The Director partners with Corporate Affairs leaders and enabling teams, particularly Business Performance Data, Analytics and Process Intelligence, to provide a clear view of operational commitments, organizational effectiveness and transformation work, and to develop insights on priorities, performance, risks, value, budgets, and capacity that inform leadership decisions that help Corporate Affairs execute priorities and continuously improve how it operates. The Director establishes the governance and operating routines that help leaders assess progress, manage dependencies and trade-offs, and act on emerging risks and opportunities. Working with transformation project teams, the Director supports portfolio-level coordination and organizational change while project teams retain accountability for project delivery. The Director also leads the Business Performance team and advances selected process redesign, learning enablement and use of technology, AI, and data improvements that strengthen Corporate Affairs’ outcomes and productivity. Business Performance & Operational Excellence Establish tools, processes, and governance routines that provide Corporate Affairs leaders with visibility into operational commitments and transformation initiatives, including progress, outcomes, dependencies, risks, and capacity needs, to support prioritization and timely decisions. Establish a performance and value measurement approach, including OKRs, KPIs, productivity, and process intelligence insights, in partnership with the Business Performance Data, Analytics and Process Intelligence team. Provide leaders with practical, integrated insights on performance, risks, budget, and capacity to inform priorities, trade-offs, and investment choices. Develop practical mechanisms to identify performance gaps and support corrective action. Track adoption, capability maturity, process effectiveness and stakeholder experience. Strengthen financial and budget management practices across Corporate Affairs, including planning, forecasting, and review of spend and capacity in relation to priorities and expected value. Use data and feedback to identify opportunities for continuous improvement. Transformation, Technology & Capability Building Lead implementation and adoption of new processes, platforms, AI-enabled tools, systems and ways of working. Partner with Technology and other enabling teams on selected process redesign and technology-, AI-, and data-enabled improvements, process architecture, workflow design, defining expected outcomes and measures of adoption, value, and productivity. Create process documentation, standard operating procedures and practical implementation guides and improve access to tools, templates, standards, playbooks and best practices. Develop change plans, stakeholder maps, communications, training and reinforcement activities. Help teams understand what is changing, why it matters, and how their work will be affected. Establish feedback loops to identify adoption barriers and improve implementation. Support successful pilots as they move into broader use across Corporate Affairs. Provide ongoing “care and feeding” to sustain adoption and performance after launch. Lead, develop, and align the Business Performance team, setting clear accountabilities and coordinating its work with enabling teams and Corporate Affairs leaders. Innovation & Continuous Improvement Coordinate innovation intake, prioritization, implementation support and knowledge sharing. Maintain an innovation directory, community of practice or similar mechanism to connect teams to proven ideas and tools. Bring relevant internal and external innovation insights into Corporate Affairs. Lead After Action Reviews and post-mortems, translating lessons learned into process improvements, capability development and targeted upskilling. Identify opportunities to standardize, simplify and improve the “Amgen experience” across Corporate Affairs teams. Functional Skills: Must-Have Skills: Business Performance & Organizational Effectiveness: Ability to diagnose operational needs, develop solutions, and implement improvements that strengthen organizational effectiveness. Program & Project Management: Ability to independently manage complex, cross-functional workstreams, balance competing priorities, and drive execution. Transformation & Change: Experience implementing technology, AI-enabled capabilities, processes, or new ways of working and supporting sustained adoption. Stakeholder Partnership: Ability to advise stakeholders, navigate complexity, build alignment, and influence outcomes without formal authority. Good-to-Have Skills: Experience with AI, automation, or technology-enabled transformation. Experience developing learning or capability-building programs. Experience with governance, knowledge management, or self-service capabilities. Experience in Corporate Affairs, communications, or a complex global function. .