The creation of a new national entity had been mandated by Royal Decree to undertakeunprecedented and sensitive work. A CEO and five permanent staff had been appointed. Whilstthe entity was being incubated, corporate services (HR, Finance, IT, legal) were partially providedby a relevant ministry.
Q5 subject matter experts were retained to support the set-up stage atpace and initiate core work activities. Q5ers also supported the design and delivery of sensitive‘high-side’ IT architecture. 9 months into our engagement it was decided that the entity shouldbecome operationally independent from its parent Ministry. Reporting to the CEO, Q5coordinated the efforts required to setup the new organisation.
We supported the Leadership Team with central organisational design for the unit –defining the optimal future shape and size of the unit, with clear roles, responsibilities, accountabilities, KPIs and delivery mechanisms. Informed by international best practice, we supported the development of sector-wide governance blueprints and practice for work that had not previously been coordinated or governed at a national level. We also produced job descriptions and supported the recruitment and development of the local team, growing from 5 to 50+ staff.
To support the move to independence, our team conducted an initial feasibility study. Weidentified what new, stand-alone governance, policies, processes, procedures, systems and ways of working would need to be established. In several cases appropriately cleared, new 3rd party providers were required for secure corporate services. We defined and choreographed the complex set of highly inter-dependent ‘three-way handshakes’ needed for transition between the unit (leading the self-sufficiency work); host ministry (handing over services); and new 3rdparty partners (taking on responsibility for service provision).
We defined the critical path, and project managed a small team of local staff to deliver independence against an extremely ambitious timeline. This was to be achieved with minimal disruption to the core work of the unit.
"Q5 have been integral to the success of setting up the NRU. They are flexible,
versatile and willing to go that extra mile to ensure the requirements are met.
They are careful to understand the clients’ need and then deliver with confidence,
but will always take advice or feedback.”
