FASLANE moving in the Fast-lane

The faslane case study was a change that put them (the HM Naval Base Clude) in the fast-lane! 
Faslane had been run entirely by the MOD and the royal navy, but in 2000 the MOD decided to reduce costs significantly and improve their operational effectiveness of their naval bases. 

One of the steps that faslane took towards sucsess was that, After partnering with industrial firms, the MOD intended in delivering a £76m savings for a five year period. At the same time the firms had to reduce costs as they would not profit if there were No savings. 
This was a huge task for babcock as they had to manage a population of 7500 people. From civil servants, to security personnel, police, moD guard service, royal marines, sailors including ships and submarines.

 
The customer support ethos wasn't right. The staff saw buildings as important rather than the service/support they could offer. This was one difficulty as it was the way they did things before the change. The change/challenge was to become more focused on delivering services to the sustomer, the navy.

 
Another reason they didn't bother about reducing costs in the past was their mindset; which was to do their jobs well with minimun possible spending. They had to change the mindset of their staff in order to achieve success
There was a hierarchy in place and everyone was accountable due to limited autonomy
The good thing about the change was that the commodore in charge when this process started was willing to change from infrastructure focus to naval focus.

 
He also had a management team with a mix of people who believed change was necessary
Their strategic change was to manage their staff differently. By seeing how money was being spent and also focusing on delivering servises to their customers. 
They imposed the change by making them involved rather than giving them the chance to be involved. This was a stern implementation of change. They "removed shackels from people" so they could also come up with their own change ideas. 
They followed examples of other companies and found out that they needed to implement changes early. 
They had good and close communication and openness with their staff. If there was good or bad news. It was told as it was. 
I have learned that effective strategic leadership can be seen, used and implemented in different ways. Either to a workforce that wants to accept it willingly or unwillingly. Also in strategic leadership leaders have to make their staff happy at all times in order to get high productivity. In this case it was a service 
The strategic leadership was different to the NHS as Faslane spotted their issues and goals and tackled it head-on. The NHS staff did not want change and the head management left it as that, rather than imposing it. Knowing that it would have been for the benefit of the organisation. 
Carrefour should also have done the same, which was to impose change into the organisation. 
In comparison to Madonna change was needed and change was adopted which resulted in success and productivity. 

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