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Client ICAEW
Region UK
Sector Public Sector, Health and Not For Profit
Offering Organisation Design
Buzzwords
ActivityQ Data analytics Organisation design Organisation effectiveness OrgMaps Target Operating Model (TOM)
The Challenge

ICAEW – the Institute of Chartered Accountants in England and Wales – is the leading professional membership organisation for accountants and finance professionals in the UK.​

ICAEW was struggling to maintain it’s competitive edge, driven by a lack of member focus and an unclear value proposition. At the same time, the organisation was suffering from siloed working, outdated processes, and widespread duplication of activity, impacting efficiency and effectiveness. Recent organisation design efforts had been driven by individual preferences and had led to increased confusion and a lack of accountability, highlighting the need for an organisation-wide review using OD best practice.​

Q5 was asked to review the organisation and develop a new Target Operating Model, aligned to their new strategy, and design the organisational structure for the leadership teams down to two layers below the CEO. ​

Our Approach

Conducted 45+ stakeholder interviews​

Held three half-day workshops with the ‘Design Team’ comprised of all ICAEW leadership team members​

Developed a set of design principles and identified five key value drivers to guide the OD​

Analysed ICAEW’s People Data using Q5’s OrgMaps tool, deep-diving into spans and layers, tenure, salary and grading​

Surveyed the whole organisation using Q5’s Organisational Effectiveness survey (76% response rate) to uncover key pain points and themes to explore further​

Quantified activities for the top 60 managers in the organisation using ActivityQ to quantify and justify design decisions​

Presented a series of significant design recommendations to the Steering Group, as findings emerged from our quantitative and qualitative analysis

Key Outcomes

Developed a new Target Operating Model, centred around ‘Member experience’, organised across eight key pillars, each led by an executive team member​

Defined organisational structures for all roles down to N-2 (two layers below the CEO), encompassing the key leadership roles in the organisation​

Identified opportunities for cost-saving, to be explored further in detailed design​

Developed 30+ team charters for the key teams experiencing the most change​

Developed a high-level implementation plan, including a People Impact Assessment and Comms plan