So, let’s talk about why these groups matter, what they do, and the added value they bring to our partnership.
The Management Group: Setting the Strategic Direction
The Management Group’s key role is to provide the JRO’s strategic oversight. To make sure everything we do aligns with the big-picture goals of both King’s and GSTT’s ambitions. They’re the ones approving resources, shaping joint policies, and keeping us compliant with local and regulatory requirements. But it’s not just about ticking boxes. This group champions collaboration and innovation. They review new proposals, monitor progress and make sure we’re not just meeting targets but pushing boundaries. They also act as advocates for the JRO internally and externally so the work we do gets the recognition it deserves.
What’s the added value here? Clarity and confidence. When the Management Group signs off on a plan, everyone knows it’s strategically sound and backed by leadership. That means less second-guessing and more doing.
The Operations Group: Providing Operational Momentum
If the Management Group sets the strategic direction, the Operations Group provide the operational momentum. These folks are all about delivery, turning strategy into action. They meet every two months (with plenty of Task and Finish Groups in between) to tackle the nuts and bolts of research operations across our three efficiency programmes. Their remit is broad: streamlining processes, ensuring compliance, and finding efficiencies that make life easier for researchers and managers alike. They’re also big on innovation exploring new ways to speed up research initiation and improve collaboration. And let’s not forget professional development: this group helps design training that’s fit for purpose, so our teams stay sharp and future-ready.
Their value? Responsiveness. Because the Operations Group includes specialists from contracting, finance, governance, and performance, they can troubleshoot issues fast. Need a process fixed? A compliance query answered? They’re the ‘go to’ group!
The Stakeholder Advisory Group: The Voice of the Community
Last but definitely not least, we have the Stakeholder Advisory Group the sounding board, the sense-checkers, the reality check. This group brings together researchers of all shapes and sizes from early career through to professors and experienced, independent researchers. It even pulls in one or two external partners to make sure the JRO stays connected to the people it serves. Their role is advisory, but don’t underestimate their influence. They review potential processes, flag challenges, and propose solutions that reflect real-world experience as well as feed the pipeline of future potential JRO efficiency programmes. They also help us keep our values front and centre: Respectful, Inclusive, Adventurous, Innovative. And because members act as ambassadors, they spread the word about what the JRO is doing and why it matters.
Their added value? Perspective. It’s easy to get caught up in process and policy, but this group reminds us that research is about people. Their insights help us design systems that work in practice, not just on paper.
How They Work Together
Here’s where the collaboration really happens: these groups don’t operate in silos; they’re interconnected.
- Operations reports to Management. Every month, the work of the Operations Group is fed back to the Management Group its progress, challenges, and recommendations. If consensus can’t be reached at the operational level, the Management Group steps in to make the call.
- Stakeholders feed into both. The Advisory Group acts as a sounding board for new ideas and policies. Their feedback often shapes the work of Task and Finish Groups under Operations, and their insights are shared with the Management Group for strategic decisions.
- Cross-pollination happens. Members from the Stakeholder Advisory Group can be co-opted into Operations sub-groups when their expertise is needed. This ensures that decisions aren’t just top-down they’re informed by lived experience.
In short, it’s a loop: Management sets direction → Operations delivers → Stakeholders advise and challenge → Management refines strategy. That cycle keeps us agile, accountable, and aligned.
Why This Matters
So why go to all this trouble? Because research is complex. It spans institutions, disciplines, and regulations. Without clear governance and strong collaboration, things grind to a halt. These three groups create a structure that’s both robust and flexible, able to handle today’s challenges and adapt to tomorrow’s opportunities.
Together, they ensure:
- Strategic alignment (thanks, Management Group)
- Operational excellence (cheers, Operations Group)
- Stakeholder engagement (hat tip, Advisory Group)
Looking Ahead
As we move forward, these groups will continue to evolve reviewing their Terms of Reference, refreshing priorities, and embracing new ways of working. But their core mission stays the same: to make research initiation and delivery as efficient, collaborative, and innovative as possible.