On this day, December 1, 1990, workers from England and France drilled through the final wall of rock to join the two halves of the service tunnel, linking Britain to mainland Europe. The momentous breakthrough connected the UK to Europe for the first time since the Ice Age, about 8,000 years ago. This watershed infrastructure milestone exemplified the immense effort, vision, and long-term payoff required to achieve what was once seen as unfathomable progress. Digging began on both sides in 1987-88, was completed in 1991, and was officially opened in May 1994. At 37.9 kilometres, it has the longest underwater section of any tunnel in the world and is the third longest railway tunnel. The tunnel runs between Folkestone, England, and near Calais, France, and is used for both freight and passenger traffic. There are three tunnels: two for rail traffic and a central tunnel for services and security.  The journey from Folkestone to Calais via the ‘LeShuttle’ takes approximately 35 minutes, whereas a ferry typically requires around 90 minutes.

During her inauguration speech at the Folkestone terminal in May 1994, Queen Elizabeth II subtly alluded to the challenges that affected the tunnel, stating, “Enterprises of this scale and scope have always shared an element of the unpredictable.” The Channel Tunnel opened a year late, nearly cost twice the original estimated £5.5 budget, and made a first-year operational loss of £925 million. However, the significance of this achievement cannot be overstated; it symbolises more than just a physical tunnel. It acts as a testament to the power of determination and overcoming seemingly insurmountable challenges. The Channel Tunnel stands as an exemplar of transformative execution, achieved through human ingenuity, collaboration, unwavering commitment to purpose, and patient capital that is willing to postpone immediate returns for future generations. Change Relies on Human Ingenuity. 

“Change or transformation relies on human ingenuity and collective collaboration unified through a compelling vision that uplifts people beyond technical challenges”

Develop a compelling change vision that inspires employees with purpose and is aligned to the organisation’s strategy, values, and beliefs. The first tactic in the Plan phase is to develop a change vision. It must inspire the employees and be aligned with the organisation’s strategy, vision, and beliefs. The change vision needs to be achievable and compelling, something that the employees can picture and relate to, and a journey they will join the leaders on. Creating the change vision, like all good things, takes time to create. It requires input from key stakeholders and usually requires external input, as well as neutral facilitation.

Have a fantastic weekend with the ones you love and care for, enjoy some fresh air, exercise, eat, drink and be happy.

By Peter F Gallagher

Keywords: Leadership, Change Management, Business Strategy