2.5.1 Application of Kotter’s Change steps to the managing change at Faslane Case study
1. Increase Urgency
Mr. John Howie identified the negative situation occurred in Faslane. After five years of time Managing Director achieved the goal more than the target they fixed.
2. Build the guiding team
The employees were not ready to accept the cost saving changes at the beginning, but the effective managers were able to set positive perception positive mentality and encourage Faslane’s employees to achieve set goals.
3. Get the Vision right
The vision of Faslane was to reduce cost, improve operational effectiveness and continue to provide quality service. To achieve the goals reducing the management team to half of 250 members, reappointing the …show more content…
Faslane conducted sessions such as ‘event in tent’ which resulted to be successful in sharing ideas and visions of all the members.
5. Empower action
Managing Director of Faslane reduced the 7 layers management system to 4 layers management system in a strategic method to remove the obstacles. He also reduced the 56 days of long management review structure to only 6 days.
6. Create Short-term wins
Reducing the management team to half of 250 members, reappointing all jobs and removing the bureaucratic system environment to give preference to the views and opinions of the employees and reducing the seven layers management structure to four layers are the short-term wins of the vision.
7. Don’t let up
Babcock took John Howie in 2002, John then saw the need of change in the entire management structure and strategy. They targeted an achievement of £76 million cost saving and the improvement in operational effectiveness. Rather than that Faslane implemented “the event in the tent” to review the performance of the change made in the Faslane.
8. Make Change …show more content…
There are two types of strategies involving to develop the process. Those are Prescriptive (Deliberate/Intended) strategy and Emergent Strategy.
‘Prescriptive strategy’ is when strategy is planned carefully in advance.Intended strategy is planned, helps to analyze, formal as well as structured, forecast and it is a result of a strategic planning. (De Wit, 2010)
‘Emergent strategy’ is when companies respond to market and environmental forces, rather than ‘prescribe’ a long-term plan.emergent strategy is emerges incrementally, helps to explore the current situations, informal mean while unstructured, it is result of a strategic thinking. (De Wit, 2010)
2.6.1 Application of Strategic Change Process to the managing change at Faslane Case study
According to my point of view, when considering the managing change at Faslane Case study; when considering of Faslane strategic change process, they used both intended strategy as well as emergent strategy.
Intended strategy took place at Faslane in 2002 when Faslane signed an initial contract of five years with a private sector known as Babcock in order to deliver £76 million of cost saving. This seems to be a more an upcoming, focused
1. Increase Urgency
Mr. John Howie identified the negative situation occurred in Faslane. After five years of time Managing Director achieved the goal more than the target they fixed.
2. Build the guiding team
The employees were not ready to accept the cost saving changes at the beginning, but the effective managers were able to set positive perception positive mentality and encourage Faslane’s employees to achieve set goals.
3. Get the Vision right
The vision of Faslane was to reduce cost, improve operational effectiveness and continue to provide quality service. To achieve the goals reducing the management team to half of 250 members, reappointing the …show more content…
Faslane conducted sessions such as ‘event in tent’ which resulted to be successful in sharing ideas and visions of all the members.
5. Empower action
Managing Director of Faslane reduced the 7 layers management system to 4 layers management system in a strategic method to remove the obstacles. He also reduced the 56 days of long management review structure to only 6 days.
6. Create Short-term wins
Reducing the management team to half of 250 members, reappointing all jobs and removing the bureaucratic system environment to give preference to the views and opinions of the employees and reducing the seven layers management structure to four layers are the short-term wins of the vision.
7. Don’t let up
Babcock took John Howie in 2002, John then saw the need of change in the entire management structure and strategy. They targeted an achievement of £76 million cost saving and the improvement in operational effectiveness. Rather than that Faslane implemented “the event in the tent” to review the performance of the change made in the Faslane.
8. Make Change …show more content…
There are two types of strategies involving to develop the process. Those are Prescriptive (Deliberate/Intended) strategy and Emergent Strategy.
‘Prescriptive strategy’ is when strategy is planned carefully in advance.Intended strategy is planned, helps to analyze, formal as well as structured, forecast and it is a result of a strategic planning. (De Wit, 2010)
‘Emergent strategy’ is when companies respond to market and environmental forces, rather than ‘prescribe’ a long-term plan.emergent strategy is emerges incrementally, helps to explore the current situations, informal mean while unstructured, it is result of a strategic thinking. (De Wit, 2010)
2.6.1 Application of Strategic Change Process to the managing change at Faslane Case study
According to my point of view, when considering the managing change at Faslane Case study; when considering of Faslane strategic change process, they used both intended strategy as well as emergent strategy.
Intended strategy took place at Faslane in 2002 when Faslane signed an initial contract of five years with a private sector known as Babcock in order to deliver £76 million of cost saving. This seems to be a more an upcoming, focused