How Acme Digital operates
Here's the picture we're building of how your organisation works — and what that means for the people likely to thrive here.
Across 4 Discoveries, hiring spans more than one kind of capability, including Project manager, Store operations change and Finance transformation. We're reading this as an organisation that needs different kinds of depth rather than one profile.
Leadership here is measured by judgement and direction rather than by oversight. The organisation is looking for direction to be carried, not only work to be delivered. Cross-functional collaboration influences how decisions are reached. Work consistently crosses team boundaries rather than staying inside them.
Judgement is weighed more heavily than demonstrated technical range. Hiring decisions consistently favour long-term shaping over immediate cover.
Different Discoveries point to more than one kind of capability, including Project manager, Store operations change and Finance transformation.
We judge people against the capability a Discovery actually needs, rather than one house profile.
We're putting more weight on people who have carried real ownership and can make sound decisions without heavy oversight, move between teams without needing constant coordination and add something specific rather than simply more capacity.
Programme Delivery experience on its own is unlikely to be enough.
How is decision authority divided across store operations, finance and technology during the transformation?
This is the largest unresolved part of how the programme operates, and it changes which leadership evidence matters in Discovery.