View source for Rail Business Culture Transformation IntelliConference

== Context ==

* The Class I rail industry’s historical and cultural dynamics and recently adopted business strategies have contributed to a post-2006 market share and volume decline.
* Focusing on short-term profitability, cost-cutting, and an outdated corporate culture has negatively impacted customer success and satisfaction, employee morale, expertise retention, and innovation. 

== Goals ==

* Transform the railroad business culture to support a more vital contribution to supply chain efficiency and satisfaction, success, and safety for all stakeholders.

== Questions ==

=== Core Question: ===
* What reorientation would transform the rail business culture to balance the interests of investors with the professional and personal interests of key stakeholders?

=== Round 1 Questions ===

==== Existing Railroad Culture ====

# What railroad management and investor dynamics create a risk-averse decision-making culture that stifles growth and modernization?
# What cultural drivers have led railroad boards and investors to focus on stock buybacks and shorter payback windows at the expense of long-term investments for market share growth?
# How has the rail business culture led to:
#* Lower respect and adoption of staff ideas?
#* Staff frustration and poor retention?
# How has the culture of hierarchical authority for decision-making impacted:
#* Reliability of first-mile and last-mile services?
#* Ability to advance customer-centric market opportunities?
#* Safety of freight train operations?
#* Quality of professional and personal life for train, yard, and engine staff?
#* In-the-field operating authorities by experienced train, yard, and engine crews reacting to real-time local conditions?
# What skill sets are in short supply in railroad organizations that could be developed to meet the needs of customers, communities, and employees?

===== ''Round 2'' =====

==== A New Future for Railroad Culture ====

# What do we want rail business culture to lead to?
# What cultural shifts need to occur such that employees, especially in-the-field operating employees, are viewed as collaborative partners with management in creating organizations that meet the needs of all stakeholders?
# What work and lifestyle experience among rail management do we want the business culture to support?
# How can senior management and the board of directors better collaborate with company staff to re-establish a meaningful and satisfying growth and improvement culture?
# What cultural shifts need to occur:
#*** To best retain railroad subject matter expertise?
#*** For customers and trucking partners to trust that rail operating decisions, services, and rates are respectful of their needs and investments?
#*** For communities and other public entities to view railroads as creating a safer, less congested, environmentally sustainable option for moving freight?