Strategy
measuring benefits accrued over time. The challenge is that benefits are not typically fully realised until after transition to business as usual, particularly for large-scale transformations. Teams brought together to deliver change initiatives are usually temporary and thus, on completion, key people move on to other challenges. It is therefore imperative that organisations consider ownership for on-going benefits tracking and reporting. This will help to ensure change is properly embedded, benefits are delivered and sustained, and lessons are learnt to inform future investment decisions.
Build your organisation’s change delivery capability
Creating shareholder value requires a combination of strong business performance and effective delivery of strategic initiatives. So change remains a constant and organisations require robust, flexible change delivery capability. Our research found that less than two thirds of respondents were confident they will have the right change delivery capability to achieve longer-term strategic objectives; just over a quarter believe this change capability will come from within their organisation. To remain competitive
it is crucial that rail organisations understand the change management skills and experience they need to succeed. They should assess their current capability and succession plans, then define a deliberate approach to recruitment, training and supplier sourcing to fill the gap. The first decision is whether to build a full or partial internal change function. It is our experience that as industry matures in its delivery of large-scale transformation, some are choosing to retain only a light layer of senior change leaders in-house in conjunction with a central portfolio management function. This is typically supplemented by temporary delivery teams sourced both from within the business and externally. Secondly, organisations should consider where resources will come from. What investment should be made in developing internal talent given the risk this could make staff more attractive to others? How much emphasis should be placed on external recruitment given you will be competing externally for a limited pool of talent, and this option tends to have a higher financial and business cost? When should you use other sources of external support? Historically, organisations have typically been reactive, operating on a
short-term basis by engaging specialist consultancy support to bridge gaps in capability, and individual contractors to fill gaps in capacity. However, strategic delivery partnerships that enable the creation of integrated in- house, consultant and supplier teams as a planned ‘norm’ are becoming more commonplace. In so doing, organisations can balance the need to develop internal capability with the specialist expertise, skills transfer, and in some cases lower cost, achieved by the effective and targeted use of external resources. Our research highlights that the UK transport industry must chart a path through an increasingly complex landscape. At a time when ambiguity and competition are increasing, organisations in the rail sector have an opportunity to reassess their approach to delivery of strategic change. Those that manage change most effectively will be in the best position to successfully transcend the current pressures and shape the industry to their own strategic advantage. Liz Newson is a principal at Moorhouse, a consultancy that helps organisations design and deliver successful transformation. For more information or to request the full Navigating Uncertainty report for free visit
www.moorhouseconsulting.com
A Towering Presence Planet Platforms – Leading manufacturers of bespoke access solutions for the Rail Industry Rail Clients: Track/Infrastructure/ Communications maintenance
LUL – London Underground GTRM Thales
Balfour Beatty Amec Amey
Train Operating Companies
South East Trains South West Trains First Great Western Docklands Light Railway Sheffield Super Tram
Train Manufacturing Companies
Bombardier Siemens Alstom
Tel: 0800 0854161 Email:
info@planetplatforms.co.uk Web:
www.planetplatforms.co.uk Page 62 May 2013
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