岗位描述
在 Johnson & Johnson,我们相信健康就是一切。 我们在医疗创新方面的实力使我们能够建立一个能够预防,治疗和治愈复杂疾病的世界,在这个世界中,治疗更智能,侵入性更低,并且解决方案是个性化的。 凭借我们在创新医学和医疗技术方面的专业知识,我们处于独特的地位,能够在当今的全套医疗保健解决方案中进行创新,以实现未来的突破,并对人类的健康产生深远的影响。 如需了解更多信息,请访问jnj.com
在我们的信条指引下,强生公司对全球范围内与我们共事的员工负有责任。我们提供一个包容的工作环境,在这里每个人都被视为独立的个体。在强生,我们尊重员工的多样性和尊严,并认可他们的价值。
工作职能:Project/Program Management Group
作业子功能:Project/Program Management
职位类别:Professional
所有职位发布位置:Beijing, China, Shanghai, China
职位描述:
Title: Director, China Project Team Leader (PTL)
Organization: Global Development
JOB SUMMARY:
The China/Japan Project Team Leader (PTL) is a senior cross-functional R&D leader accountable for actively shaping and executing global asset development strategies through robust integration of Japan and China insights.
The PTL serves as country counterpart to CDTL and R&D’s empowered country-level leader , ensuring cross-functional Japan and China considerations are systematically embedded in global decision-making, governance milestones, and delivery plans, additionally to being accountable for project delivery. This role requires strategic leadership, enterprise mindset, advanced stakeholder influence, and a strong track record of execution to commensurate with the increasing complexity, scale of execution, and criticality of projects in the APAC region.
KEY RESPONSIBILITIES:
Strategic Business & R&D Leadership
Lead country-level cross-functional Project Teams as an extension of the CDT, ensuring Japan and China function as integral contributors to global strategy, not only downstream executors.
Ensure “one local voice” incl. local R&D and commercial alignment to provide input into global CDTs on project strategies for China and Japan.
Generate, synthesize, and proactively position high-quality Japan/China insights (regulatory, clinical, operational, portfolio, and commercial interface)
Partner with the CDT and R&D in China/Japan and commercial to translate global strategy into robust, scenario-based country delivery strategies and enable in addition commercial success in China and Japan, explicitly addressing risk, feasibility, and value trade-offs. Ensure disciplined execution of country plans, with timely escalation of strategic, resourcing, and risk issues to the CDT and governance forums. Lead critical project issue resolution arising in R&D China or Japan in alignment with local or regional commercial and global CDTs.
Maintain clear ownership of country-level R&D governance inputs, ensuring decision traceability and strategic coherence.
CDT & Enterprise Stakeholder Integration
Serve as an important R&D country representative within the CDT, participating as a topic-driven contributor and extended CDT member,
Act as a strategic interface and accountable for execution among:
CDTL, PDL, PML, RPM, CPM
Country R&D functions
Country non-R&D stakeholders (MAF, NPP, MA, BU)
Project Team Leadership & Culture
Foster a “one team” mindset across country Project Teams aligned to global and local priorities, accountability, and performance standards;
Provide senior cross-functional leadership, particularly in complex decision-making, conflict resolution, and strategic trade-offs;
Build teams with the right mindset, practices, and learning orientation, balancing rigor with agility and avoiding over-reliance on process for coordination;
Continuously improve team effectiveness, insight generation, and strategic contribution to the CDT.
Governance, Communication & External Representation
Ensure fit-for-purpose, decision-oriented documentation, including:
Strategic insight briefs
Provide locally aligned input into the GFLS and ADP for China and Japan
Decision logs linked to global governance milestones
Clear communication records aligned with CDT and commercial decisions
Represent R&D externally as appropriate, including scientific forums, health authority interactions, and key stakeholder engagements, consistent with asset strategy and governance expectations.
Ensure consistent and aligned R&D messaging across country, regional, and global stakeholders
Providing TA-level expertise, acting as the primary point of contact for TA stakeholders, and coaching junior Project Team Leaders (For TA lead only)
REQUIREMENTS:
Describe the requirements for the position. Include any degrees, certifications, language, or computer skills etc. which are required and/or desirable.
Experience/Knowledge
At least 8 years in drug development including 3 years in leading cross-functional matrix teams within a global R&D organization;
Thorough knowledge of global drug development and registration with deep understanding of pharmaceutical portfolio risk management;
In depth know-how of China and/or Japan local practice, policy and regulation; and insight into what is required to be successful in the market also from commercial objectives;
Strong track records in delivering as part of a cross-functional project team;
Direct or matrixed people management experience preferred.
Skills/Capabilities
Accountable, self-motivated, adaptable, and open-minded, with a strong can-do attitude;
Strong analytical and problem-solving skills, with the ability to synthesize complex information and make sound judgments;
Thrives in ambiguity, makes informed decisions under uncertainty, and takes ownership to drive results;
Strategic thinker with strong business acumen and an enterprise mindset;
Proven ability to collaborate, influence, and lead across teams in a matrix environment;
Excellent stakeholder management, communication, negotiation, and project management skills;
Demonstrates cultural agility and effectively navigates complex organizational environments;
Combines strategic vision with execution excellence to drive change and deliver impact;
Fluent in written and spoken English and Chinese/Japanese.
Qualification/Certificate
A scientific background with an advanced degree in relevant disciplines (e.g., medical, pharm, regulatory, quantitative sciences, business etc.);
MD/PhD/PharmD/MBA strongly preferred.
REPORTING RELATIONSHIPS:
Report to PTL Country Head
Direct Reports: N.A.
Required Skills:
Preferred Skills:
持续改进, 分析洞见, 工作说明书 (SOW), 技术可信度, 领导力, 敏捷决策制定, 敏捷跳架, 商业头脑, 商业行为, 项目报告, 项目管理办公室 (PMO), 项目管理方法 (PMM), 项目管理工具, 项目群管理, 预算管理, 战术规划, 组织项目管理