This organisation was rolling out a new Target Operating Model (TOM) moving from a directorate structure, based on functional specialisms, to a programme-led matrix model supported by functions providing services and resources. Only partial implementation of the TOM created confusion around the TOM. The client engaged Q5 to work collaboratively with the team on their emerging strategy and to develop a Quality operating model and business structure able to meet future business needs.
We reviewed and tested the strategy work and undertook stakeholder interviews across the organisation to confirm the ‘As-Is’ state.
We facilitated a number of intensive workshops supporting the leadership team to:
"I was delighted by the contribution [Q5] made to our work. The structure and method you adopted helped to ensure my team felt fully involved and bought into our final solution. However, it was your personal contributions, the advice, the challenges along with Sarah’s boundless proactive energy that really made all the difference. I and my team felt we were in good hands throughout the process and we strongly believe that the time spent planning our changes with yourselves has given us a great chance of delivering the predicted benefits. I strongly doubt we would have been as successful without your support and feel we all gained from the experience of working with you both. "
