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Change Management Process Owner
Purpose of the Role
JLL's Enterprise Service Management (ESM) function is hiring a Director-level Change Enablement Process Owner to lead the transformation of Change Enablement from a traditional, gatekeeping change-control function into a modern, service-oriented practice that keeps pace with agile and DevOps application delivery and with enterprise AI adoption — across a Fortune 200 organization of 100,000+ employees.
This is a governance and assurance mandate. The Process Owner is accountable for how change is governed enterprise-wide — the policy, the process design, and consistent compliance to it across in-house teams and managed service provider (MSP) partners — as distinct from the day-to-day scheduling and execution of individual changes, which remains with the Director, Service Transition and the Change Manager. The Process Owner does not personally approve or reject every change; they are accountable for the process every change is required to follow, and hold the standing authority to act when it is not.
The successful candidate brings three things together: deep ITSM/ITIL expertise at enterprise scale, a proven, hands-on track record of using AI and agentic AI to modernize an ITSM function, and the critical thinking to adapt industry frameworks and standards to JLL's specific risk profile and ways of working — rather than applying them by rote.
Key Responsibilities
Authority & Decision Rights
The role carries the authority needed to enforce the process it owns, scoped as follows:
Policy authority — approve or reject changes to the Change Enablement policy, standards, and approval criteria.
Compliance enforcement — flag, and require correction of, any change executed outside the defined process — in-house or by an MSP partner.
Waiver approval — approve process exceptions and waivers, which are time-bound and logged in the exception register.
Escalation — direct escalation path to the VP, Service Management for unresolved or repeated non-compliance, including by MSP partners, without requiring an intermediary.
Contract input — mandatory consultation on MSP contract and SOW language relating to change-process compliance, in partnership with the Director, Vendor & Service Excellence, who retains contractual authority.
Audit access — standing access to change records, CAB minutes, and MSP change logs needed to verify compliance.
Process Governance & Enterprise-wide Compliance
Policy ownership — own and continuously evolve the enterprise Change Enablement policy, procedure, and standard/normal/emergency change definitions and pre-approval criteria, aligned to ITIL 4 practice guidance.
Compliance across the estate — hold in-house teams and every MSP partner accountable to the same process, with no exceptions outside a defined, time-bound waiver path that you approve and log.
Auditing — run periodic process-adherence audits, maintain the non-compliance/exception register, and drive root-cause corrective action for repeated deviations.
Governance reporting — report process health — compliance rate, exception volume, and trend — to the VP, Service Management and the ESM Steering Committee.
Cross-process integration — align Change Enablement with Problem Management, Release Management, and CMDB/Configuration Management so risk and impact assessments stay accurate as the practice modernizes.
Stakeholder Engagement &…