Strategy
that means that new opportunities can be missed. This focus on playing by the letter of a contract also encourages people to game the system rather than looking for the greater good. So strong governance needs to be supported by efficient cross-system operations.
• in this context, operations mean the operation of the collaborative relationship – not the operation of the railway itself. So important elements here are how information and learning is shared, the processes by which cross- industry resources and expertise are allocated, and the way overall progress is measured and communicated. A lot of success in manufacturing and supply chain collaborations has come from a focus on end-to-end process design and efficient operations. Cross-industry bodies such as RSSB, which facilitates the Technical Strategy Leadership Group and the research that underpins the strategy, have a valuable role to play in enabling the industry to develop the RTS. A focus solely on process can produce collaborations which aren’t good at dealing with more strategic change. Too tight a reliance on lean processes can mean that the governance isn’t there to
force a re-evaluation of the situation, and the right behaviours haven’t been encouraged to make people feel that they can raise the awkward questions that inspire change.
• so the final leg of the stool is all about behaviours and, in particular, the way leaders at all levels in different organisations act as role models of collaboration. Developing collaborative leadership behaviours in an industry where many people are set in their ways takes time. Joint leadership development initiatives can help - so Network Rail opening up its Senior Leaders Programme to people from its supply chain, from Toc’s and the wider industry is an example of a step in the right direction.
An approach to collaboration that focuses primarily on getting the behaviours right might look ideal at first glance, but it’s only sustainable if the other two legs of the stool are in place as well. Truly collaborative leadership behaviours can get you a long way, but contracts and measurement processes drive behaviours and if these incentivise the wrong behaviours the tensions will build up over time. The other problem
occurs when key people who have built good personal relationships move roles and suddenly there can be nothing left to fall back on and the relationship can feel remarkably hollow.
Like the wooden stool in the picture, any plan to put in place the collaborative relationships that will enable the success of the RTS requires all these three legs to be in place to be stable. There are signs of progress in many areas. As resources get tighter continuing to build good governance, efficient operational processes that link all the players, and developing collaborative leadership behaviours will be key if we are going to achieve the goals of the RTS and, in the words of the strategy, create a railway which is: ‘A benchmark for service quality, customer satisfaction and value for money which contributes to the growth of the UK economy.’
The authors are co-directors of Socia (
www.socia.co.uk), which advises the private and public sector on collaborative leadership issues. They are currently working with the SWT-NR Alliance and on other collaboration projects in rail. Their book, Collaborative Leadership is published by Routledge (March 2013).
Albatros are specialists is the design, manufacture and maintenance of equipment for the railway industry.
The UK and Ireland are supported by Albatros UK Limited for services ranging from Warranty Support and Spare Parts Supply, Maintenance, Repairs and Overhauls through to Reliability and Performance Improvements.
Albatros UK’s core activities centre on the maintenance of all makes of train HVAC equipment both within its facilities in Milton Keynes and via mobile services at customers depots.
Other services alongside this include the support for our complete product portfolio that includes Pressure Vent Modules, Refrigeration Modules, Underseat Heaters, Toilet Module, Static Converters, Battery Chargers, PIS, CCTV and Energy Metering.
For more information, please contact Peter Jablonski - Managing Director Albatros UK Limited Unit 9 Garamonde Drive, Wymbush, Milton Keynes MK8 8DF Tel: 01908 305740
Peter.jablonski@albatros-uk.co.uk
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