“ Some leaders are very bright and entrepreneurial but because ( on the passenger side ) they all have to work within a government framework , those skills get suppressed as a results ”
Culture
The Fellow respondent ’ s perspective highlights several critical contributory causes of issues within the “ culture ” theme . These issues encompass a spectrum of concerns that collectively undermine the effective functioning and growth of organisations in the industry .
Industrial Relations and Trust Deficit : A significant challenge arises from the breakdown of trust between leaders and staff . This strained industrial relation weakens collaboration , stifles innovation , and hampers the overall work environment . The absence of a healthy rapport between leadership and employees impedes open communication and cooperation .
Mindset Hindrances : The prevailing mindset within the industry is characterised by a lack of ambition and a culture of selflimiting beliefs . This leads to a reluctance to make decisions , which in turn constrains progress and adaptability . Fear-driven decision-making hampers the industry ’ s ability to take calculated risks and seize opportunities that could potentially drive growth and hinders individual passion for the industry it works in .
Lack of Empowerment and Freedom : A major challenge within the culture theme is the lack of empowerment among middle managers and employees . When decisionmaking authority is concentrated at the top , it creates bottlenecks and hinders agility . The absence of empowerment prevents employees from contributing meaningfully , limits their ability to take ownership , and consequently stifles innovation and creativity .
Middle Manager Empowerment : A closely linked issue is the under-empowerment of middle managers . These individuals are positioned between upper leadership and the broader workforce . If middle managers are not equipped with the authority and resources to execute decisions and drive initiatives , it results in organisational inefficiency , miscommunication , and a lack of alignment between strategic goals and operational execution .
“ Some leaders are very bright and entrepreneurial but because ( on the passenger side ) they all have to work within a government framework , those skills get suppressed as a results ”
Challenges Faced by Train Operating Companies : Train Operating Companies ( TOCs ) are grappling with a multitude of challenges , including franchise contracts , workforce reform , and ongoing industrial action . These external pressures can erode employee morale , disrupt operations , and divert focus away from constructive initiatives . These challenges compound the cultural issues , making it even more challenging to address them effectively . There was no equivalent reference to Freight Operating Companies ( FOCs ) or Network Rail .
In summary , the CIRO Fellows ’ perspectives reveal a tapestry of interconnected issues within the “ culture ” theme . These include strained industrial relations , a mindset that inhibits decision-making and ambition , the dis-empowerment of middle managers , and the overwhelming challenges faced by TOCs .
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