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Global Fishing Watch

Strategy Activation

Global Fishing Watch – Strategy Activation
Client Global Fishing Watch
Region UK
Sector Public Sector, Health and Not For Profit
Offering Strategy
Buzzwords
Location strategy Operating model development Organisation effectiveness Strategic roadmap Target Operating Model (TOM)

The Challenge

Global Fishing Watch (GFW) is a global NGO which operates with a fully remote workforce. The organisation has built an open-access picture of global fishing activity had recently won a $60 million investment from The Audacious Project. This investment coupled the establishment of a new strategy and vision to 2030 allows GFW to drive an even greater global impact. By shifting from being solely tech driven to being user driven, GFW aims to empower institutions and people across 30 countries to transform ocean governance. This means potentially doubling in size over the next decade.​

Q5 were engaged to support GFW to activate and implement this new strategy, manage this phase of growth and drive greater cohesion in how they operate. Our approach involved multiple phases of work over a 6-month timeframe.

Our Approach

  • Q5 first led a diagnostic phase to identify strength of the current organization alongside opportunities and gaps that need to be addressed. We collected data and insights via “Organizational Effectiveness” survey and 1:1 interviews with the Senior Executive Group (SEG), selected staff members and Board members ​
  • We then facilitated a series of Away Day sessions with the CEO and Senior Executive Group to test our hypotheses about the future operating model requirements and prioritise and sequence the next phases of work required to activate the new growth strategy.​
  • Finally, we completed a series of design sprints to create the new target operating model alongside refined high-level structures, a new governance framework, a 5-year strategic cost model and a new location and workforce strategy.

Key Outcomes

  • Designed a Target Operating Model (TOM), addressing key deep-dive areas identified in the diagnostic phase - in-particular driving greater cohesion in how they operated​
  • Refined high-level structures to align roles and responsibilities with the TOM​
  • Designed a new governance framework, including the decision-making forums and roles expected in the first two layers of the organisation​
  • Developed a scenario-based cost model to support the SEG with fundraising and budget investment decisions​
  • Enhanced GFW's location strategy by introducing a new "focused country” model, to prioritise the recruitment of new employees in countries of strategic significance.
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