Expected to be the Royal Navy’s flagship for the next 50 years, the 65,000-tonne aircraft carrier HMS Queen Elizabeth, sailed into Portsmouth Harbour having successfully completed its first set of sea trials.

Capable of carrying up to forty aircraft, the ship has no catapults or arrestor wires and is instead designed to operate F-35B Lightning II multirole fighters and Merlin helicopters for airborne early warning and anti-submarine warfare.

The design of the new carrier emphasises flexibility, with accommodation for 250 Royal Marines and the ability to support them with attack helicopters and troop transports up to Chinook size and larger.

Costing £3.1Bn HMS Queen Elizabeth will require a significant change in the way that the Navy operates in order to capitalise fully on the capabilities that they now have in the most advanced aircraft carrier built.

The new technologies and equipment will not only require significant changes in processes and procedures but, most importantly, changes to the way that its approximately 700 crew members approach their work and respond to situations as they arise in peacetime and during conflict situations.

Failure to change approaches and behaviours in order to capitalise fully from the new technologies and equipment could result in an enormous loss of value from this investment.

Likewise as we make changes within our organisations that impact how our employees will work, so we must make changes not just to processes and procedures, but also to attitudes and behaviours if we are maximise the return on our investment.

As the single most expensive piece of military equipment that the UK has every commissioned we should all hope that the associated practices will ensure that the return on or taxpayer money will be maximised.

Likewise as employees and stakeholders in both private and public organisations we should also have high expectations that the leaders of these organisations will do likewise.

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