Director, Technology Adoption, Engagement & Transformation技术应用、业务协同与转型总监-上海/北京/杭州/大连
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About this opportunity
Director, Technology Adoption, Engagement & Transformation, China
Role Snapshot
Function / Team: Commercial Excellence & Innovation (CEI) - Digital & Technology (Technology Adoption, Engagement & Transformation)
Location: China
Grade / Level: Director
Reports to: Digital & Technology Head (D&T Head)
1. Role Summary
The Director leads the market-facing technology adoption, engagement and transformation capability for CEI Digital & Technology. The role ensures existing systems and new AI-enabled products are directed toward measurable outcomes, CEI PODs are formed around clear opportunities, and adoption and transformation continue through scale and sustainable ownership.
2. Key Accountabilities
Translate CEI and Business Unit priorities into an integrated technology adoption, roadmap, demand and portfolio agenda aligned with global D&T.
Own senior technology engagement and transformation for legacy and AI-enabled products and carry market signals into intake, prioritization and POD formation.
Lead technology product and portfolio lifecycle decisions using reuse-before-build and operate, modernize, industrialize or retire choices.
Shape business and operating-model transformation by connecting technology, workflow redesign, change, adoption and value realization.
Lead experience and workflow design across customer and colleague journeys, user experience, agent hand-offs and Business Unit adaptation.
Establish adoption telemetry, service integration and an integrated service catalogue, using platform usage and user insight to improve adoption and outcomes.
Coordinate Legal, Privacy, Risk, Compliance and Security clearance as lifecycle stage gates and provide a clear D&T liaison for governance stakeholders.
Lead technology scouting and assess emerging technologies for strategic relevance and business value.
Enable POD effectiveness through clear outcomes, product ownership, stakeholder alignment, adoption planning and transition to sustainable ownership.
Own the market-facing engagement model for CEI D&T, running a structured operating rhythm with Business Units and CEI capabilities to surface demand, align priorities and drive adoption of technology and AI-enabled products.
3. Required Capabilities & Competencies
(a) Critical Capabilities & Qualifications
Technology stack and adoption, business engagement, transformation leadership, product and portfolio lifecycle and executive stakeholder management.
Experience and workflow design, adoption and change, telemetry, service integration and technology scouting.
Legal, privacy, risk and compliance coordination, POD operating models and value realization.
Bachelor’s degree in Computer Science, Information Technology, Engineering, Digital Business or Design or a closely related discipline; an advanced technical or business degree is preferred.
Typically, 15+ years of progressive relevant experience, including several years leading teams and delivery at scope and complexity appropriate to similar level.
Demonstrated ability to work across business, product, technology, data and governance stakeholders in a matrixed environment.
Experience in a highly regulated industry and the China technology, data, privacy or vendor environment is preferred.
(b) Leadership Expectations
Outcome ownership: connects decisions to measurable business, user, service and transformation outcomes.
AI-first and enterprise-minded: applies responsible AI, reuse, architecture, security, privacy and scale principles appropriate to the work.
POD collaboration: enables clear accountability, effective cross-functional execution and minimal handoff friction across peer teams and partners.
Precision and learning: communicate clearly, documents decisions, uses evidence and telemetry and continuously improves delivery.
Transformation leadership: connects business ambition, experience, adoption, portfolio choices and measurable value realization.
4. Key Collaboration
The Director maintains strong partnership with Go-to-Market Transformation (GTMx), AI transformation office (AITO), Global Commercial Analytics (GCA) and the Chief Marketing Office (CMO), Pfizer Innovation Center (PIC), China Business Units or functions, and peer D&T team leads, carrying market signals into intake, prioritization and POD formation. The role provides a clear D&T liaison for Legal, Privacy, Risk, Compliance and Security governance stakeholders, and works with relevant global D&T teams. It also partners with China CEI leadership and POD owners to align technology portfolio and transformation with commercial priorities.
5. Measures of Success
Clear alignment of technology portfolio and investment with CEI and Business Unit priorities.
Higher adoption and measurable value from legacy and AI-enabled products.
Effective POD initiation, stakeholder alignment and transition into scale and sustainable ownership.
Timely governance clearance and improved product lifecycle discipline, user experience and workflow outcomes.
Pfizer is an equal opportunity employer and complies with all applicable equal employment opportunity legislation in each jurisdiction in which it operates.
To learn more about acceptable and prohibited uses of AI during the recruitment process, please review our candidate AI-use guidelines available on Pfizer Careers .
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Job details
How this role compares
Computed from every other active Information Technology role in our database, not just this employer's listings.
We currently track 191 comparable Director Information Technology roles across 38 biopharma companies.
Salary context
51 of 191 peers report a salary range (USD, annualized)
Peers share this role's job function and a matching or adjacent seniority level -- not necessarily the same therapeutic area or country.
Where these roles are based
Top locations among the 191 comparable roles
+ 15 more countries
Seniority mix
191 of 191 peers have a known seniority level
Therapeutic area mix
1 of 191 peers have a known therapeutic area; the rest are genuinely unlabeled, not hidden
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How we calculate "similar"
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Every comparison starts from the same 100-point budget: 25 for working in the same function, 40 for the same therapeutic area, 20 for the same or adjacent seniority, 15 for the same country. A dimension we can't confirm on both sides contributes nothing, never a guess, never a free pass.
0 points, never a partial guess. A role we know almost nothing about beyond its function bottoms out at 25%; it never inflates to 100% just because there's little to compare against. Seniority uses a defined ladder (Associate → Manager → Associate Director → Senior → Principal → Director → Senior Director → Executive/VP) so "Director" and "Senior Director" count as adjacent, but "Director" and "Executive/VP" do not.