Cancer Research UK established a novel integrated Drug Discovery bringing together several independent subsidiary organisations under a single leadership team, with a single portfolio and budget.
To be successful there needed to be a degree of due diligence on decisions made, detailed analysis of how the new entity will operate, and planning to shift the culture to be faster moving and to increase the level of innovation. The vision and strategy in place constituted a radical change for the organisation with a focus on innovation and accelerating the technology transfer process from bench to bedside.
They asked for help with operationalising the new organisation, translating their vision into a well-functioning and efficient operation that felt different and energised the team. This meant focusing on governance and decision making, processes, culture and communication.
The key principles were to work collaboratively but be business-led. Using the Q5 metro-map as a template, the Leadership Team, and a nominated design team, were facilitated and pushed by Q5 through:
"Q5 have played an invaluable role in helping bring together several independent and geographically separated units into a single operational entity, working closely with our teams to define and bring clarity to the processes and behaviours the new organisation will rely upon going forward. Their open and consultative style has helped facilitate the difficult discussions that needed to be had to allow the new organisation to move on from its origins”
