Managing Change at Faslane
Introduction
HM Naval base Clyde or better known as Faslane saw a change in management responsibilities with certain aspects of it being handed over to Babcock Navel Services (BNS) in 2002 by the Ministry of Defence (MOD) in a bid to reduce the cost, improve operational effectiveness and service standards.
To ensure a smooth transition it was necessary to adopt a suitable change management strategy with the help of various levers for change by John Howie.
1.0
Extensive study and analysis on the case reveals that the type of change that took place at faslane is revolutionary strategic change.
[pic] Source: Julia Belogun & Veronica Hope Hailey
As indicated above, the changes at Faslane took place in several fronts simultaneously such as People, organisational structures, systems, etc. The following examples can be extracted from the case study to reinforce my reasoning as given above;
Organisational changes
❖ Structural change o Trimming down the management layers from seven to four. o Transforming the organization structure from functional to bureaucratic.
❖ Leadership change o Handing over the management of Faslane to BNS by the MOD o Reducing the entire management team from 250 to 125 and to current level of 12. o Appointing a lesser number of senior managers with change management experience as opposed to a fleet of managers without any know-how.
❖ Strategic and re-engineering change o Re-designing the approval obtaining mechanism to consume a maximum of six days reducing from 56 days by removing unwanted review points. ❖ Fundamental and incremental change o Willingness of the MOD to reduce costs and enhance service levels. o Improve and enhance the operational and decision making process
Systems changes
❖ Process oriented change o Prior to change, people focused on buildings and infrastructure
HM Naval base Clyde or better known as Faslane saw a change in management responsibilities with certain aspects of it being handed over to Babcock Navel Services (BNS) in 2002 by the Ministry of Defence (MOD) in a bid to reduce the cost, improve operational effectiveness and service standards.
To ensure a smooth transition it was necessary to adopt a suitable change management strategy with the help of various levers for change by John Howie.
1.0
Extensive study and analysis on the case reveals that the type of change that took place at faslane is revolutionary strategic change.
[pic] Source: Julia Belogun & Veronica Hope Hailey
As indicated above, the changes at Faslane took place in several fronts simultaneously such as People, organisational structures, systems, etc. The following examples can be extracted from the case study to reinforce my reasoning as given above;
Organisational changes
❖ Structural change o Trimming down the management layers from seven to four. o Transforming the organization structure from functional to bureaucratic.
❖ Leadership change o Handing over the management of Faslane to BNS by the MOD o Reducing the entire management team from 250 to 125 and to current level of 12. o Appointing a lesser number of senior managers with change management experience as opposed to a fleet of managers without any know-how.
❖ Strategic and re-engineering change o Re-designing the approval obtaining mechanism to consume a maximum of six days reducing from 56 days by removing unwanted review points. ❖ Fundamental and incremental change o Willingness of the MOD to reduce costs and enhance service levels. o Improve and enhance the operational and decision making process
Systems changes
❖ Process oriented change o Prior to change, people focused on buildings and infrastructure