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An Australian Renewable Energy company had committed to an ambitious growth target with the vision of becoming Australia’s largest provider of firmed renewable energy.
With only 263 employees, and a build-to-sell mindset, there were significant capability gaps and limited structures, processes and ways of working in place. Additionally, rising construction costs, growing competition and political volatility created an urgent need to transform to lead the energy transition in Australia.
Q5 were asked to help bring their strategy to life with a new operating model and growth-ready organisation design.
Our approach began with a comprehensive organisational diagnostic and baseline, developed through staff interviews across all offices and sites, a tailored OEM survey, and detailed analysis of organisational structure and spend. We drew on global insights and subject matter experts to provoke fresh thinking and stretch ideas beyond the status quo.
We established a cross-functional design group to shape future state activities and explore several operating model options. Following this, we secured board approval for a new leadership structure and ran an implementation control room to support preparation, communication, and the transition to the new structure.
Once the structure was in place, we onboarded new leaders and initiated the detailed design phase for the entire organisation. Leaders were challenged to identify efficiencies and unlock investment in new capabilities, driving a step-change in how the organisation operates.
To bring the new design to life, we deep-dived into critical capabilities and processes such as Stakeholder Engagement, the Enterprise IT Operating Model, and an Integrated Operations Centre. These deep dives provided tangible direction and momentum within the context of the broader design.
Finally, we upskilled and equipped People & Culture teams to lead the next phase of implementation and continue driving the organisation’s evolution through ongoing design and development.
