Global Business Technology Strategy Specialist; m​/f​/d

Join NTT Global Data Centers and be part of a team that drives innovation and sustainability in the digital world. With over 150 data centers across more than 20 countries globally, we offer unparalleled opportunities to work on cutting‑edge technology and transformative projects. Experience a collaborative, innovative, and inclusive workplace where your ideas are valued, and your growth is supported.

Your role at a glance The Global Business Technology Strategy Specialist (m/f/d), is a senior individual contributor within the Strategy Realization Office (SRO) responsible for translating business strategy into measurable outcomes through the practical application of technology, AI, workflow redesign, digital products, and technology‑enabled operating models. Serving at the intersection of business transformation and technology, this role focuses on understanding business challenges, identifying opportunities for value creation, rapidly validating solutions through experimentation, and helping successful initiatives evolve into scalable, governed, and adopted capabilities.

As a commercially minded and technologically capable transformation practitioner, the Specialist partners with senior leaders and cross‑functional stakeholders to improve decision quality, accelerate strategic execution, and modernize how work gets done across the organization. The role combines business problem‑solving, operating model thinking, and hands‑on solution development to move ideas from concept to tangible business impact while ensuring alignment with governance, risk, security, and organizational priorities.

Key Responsibilities:

• 1. Business problem discovery and technology opportunity assessment
  • Work with GDC business leaders and SRO colleagues to identify and define the real business problem or initiative rationale, knowledge or process constraints, operating‑model gap or decision bottleneck considerations before selecting technology.
  • Assess opportunities across people, processes, data, governance, user experience and technology, defining clear use cases and value hypotheses.
  • Distinguish between problems that need technology and problems better solved through simplification, policy, relationships, accountability, or operating model change.
• 2. Technology‑enabled process and operating‑model design
  • Map current‑state processes and workflows and design practical future states that use technology to reduce friction, improve control, increase speed, or create new capability.
  • Define the implications for roles, governance, data, controls, skills, adoption and handoffs rather than treating the technology as a standalone solution.
  • Challenge the tendency to automate outdated processes; simplify or redesign first where appropriate.
• 3. Hands‑on experimentation, prototyping and solution shaping
  • Use appropriate approved tools to build, configure or prototype agents, applications, interfaces, decision‑support products, prompts, knowledge structures, or other digital accelerators.
  • Move quickly from concept to something testable, gather evidence, learn from failure, and iterate.
  • Work comfortably with tools such as ChatGPT, Microsoft Copilot, Cursor, Power Platform, low‑code platforms, or equivalent technologies without being defined by any one vendor or product.
  • Collaborate with deeper technical specialists when engineering, architecture, security, or production‑grade delivery requires capabilities beyond the role.
• 4. Business case, prioritization and proof of value
  • Build concepts, pilot and rollout cases that connect technology to cost, ROI, TCO, payback, productivity, risk reduction, customer outcomes, or other measurable value.
  • Define baseline, success measures, owner,…