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Introduction
The National Rail Network is a vital component of the national infrastructure. It is a network that provides passenger services and freight transport across the country, from Penzance to Plymouth via Exeter St David’s (Goodyear, 2022). The network covers most of Great Britain, with a route length of about 16,038 miles (26,000 km) (Foley, 2021). It is operated by Network Rail, a state-owned company that also manages track infrastructure and property. It connects people with rural communities isolated from other parts of Britain’s railway network due to terrain which would make it impossible for trains to run over them without causing serious damage to track or rail (Papadis and Tsatsaronis, 2020). The National Rail Network was built by British Railways in 1948; however, it has since been privatised and now carries millions of passengers every year (Helgeson and Peter, 2020). The National Rail Network was identified as a critical area for decarbonisation to meet the 2050 decarbonisation target.
Change Management Model
According to Tahir (2019) the model was developed by Kurt Lewin in 1954 following a study into group dynamics and leadership styles at Harvard University. According to the model, change is an ongoing process that involves identifying problems or challenges and determining ways to solve them by harnessing the power of people working together towards a shared goal (Balcombe et al., 2019). The model can be used as a tool by which change management processes can be implemented to meet decarbonisation targets.
The model seeks to identify where change is needed and how it will be managed, both within an organization and externally, from other organizations or bodies such as government departments. Using this model, managers can evaluate if an organization is ready for change before implementing any changes themselves (Dixon, Bell and Brush, 2022). This change could lead to negative outcomes if not planned appropriately beforehand, such as delays or even worse accidents within the company. The decarbonisation target by 2050 is a tangible goal, but without the people involved in the change management process, it cannot materialize (Kaack et al., 2018). The key players in delivering this change are train operating companies, rail franchises, and government bodies such as the Department for Transport.
Application of the Stages of the Model
The National Rail Network has applied Kurt Lewin’s Change Management Model to increase efficiency and improve customer service. The model is based on the following stages: Pre-Change, Change, Post-Change and Follow-Up. Pre-Change involves understanding the current situation and identifying potential problems or issues that may arise during the change process (Kulovesi and Oberthür, 2020). It involves identifying what effect a change will have on other stakeholders, such as employees and customers, to prepare accordingly.
Change involves implementing changes within a short period to maintain an effective operation that allows maximum productivity from all departments involved, including H.R./Personnel. The aim here is to ensure that all employees are fully aware of what changes are being made to know how it affects them personally. Post-Change involves carrying out the plans once they are implemented. It is where an employee is informed that a change has been implemented and is expected to adapt. Follow-Up is a stage where an employee is expected to report any issues or problems resulting from implementing changes. They should also continue their role by addressing new issues during the post-change period.
Risk Management Analysis
Risk management analysis is one of the most important aspects of change management. It allows managers and other stakeholders to identify, assess and manage risks associated with the project or initiative. Lewin developed the Change Management Model to explain how organizations can successfully adapt to change and achieve positive results from their efforts (Garibaldi, 2022). This model identifies four key elements: First is the situational analysis which describes what is happening within an organization when there is change. Second is the Perceived organizational environment which describes how people within an organization see their surroundings.
The third is the Perceptual Filter which describes how individuals within an organization perceive what is happening around them. Fourth is Managing for the outcome, which describes how individuals within an organization will behave for them to reach a specific goal or objective. The risk of this decarbonisation is that the train franchise operators will absorb the cost of making these changes (Fritsche et al., 2020). These costs may be ultimately passed down to the consumers through fare hikes. However, if the government provided a subsidy, there would be less risk for fare hikes due to decarbonisation plans.
Maximising the Benefits of Change
Maximising the benefits of change is a crucial part of any organization’s ongoing success; the National Rail network is no exception. Change management can be difficult, but if it is done right, it can impact an organization’s bottom line (Taskforce, 2019). The first step in maximizing the benefits of change is creating a sense of urgency around it. The National Rail network has been undergoing renovations since 2013, but they were originally scheduled for completion in 2025 (McGarry, Martin and Winslow, 2022). Implementing a new timetable could cut travel times and costs, which should help them, attract more customers.
Next up is establishing goals and objectives for the project. For example, they want to increase passenger usage by 30% over what it was before and reduce carbon dioxide emissions by 20% (Gota et al., 2019 p. 371-372). They want to boost customer satisfaction by 10%, reduce waste by 30%, and meet other environmental goals along the way, such as having an 80% recycling rate (Balcombe et al., 2019 p. 77-79). Finally, it would help if one built a team with people who are committed to these goals and can work together toward them, ensuring everyone has access to information about what’s happening.
Conclusion
The decarbonisation of the railways should be a topic that is discussed much more in the months and years to come. The overriding objective should be to try and reduce the potential business impacts that stretch from the operation of the network to the consumers. Significant research and consideration will be required, along with significant funding, if improvements will be delivered by 2050 (Logan et al., 2021). Even the most ambitious and advanced, risk-taking government cannot do change management all by itself. Some level of public or external interaction is necessary for making any lasting, meaningful change, even concerning nationalization. But with that being said, they are definitely on track with this one. This decarbonisation target must be met at all costs to reduce the carbon emissions causing global warming.
Recommendation
To meet the decarbonisation target by 2050, it will be necessary for change management processes to be introduced into its operations to deliver on its promise of being carbon neutral. To achieve this goal, change management processes must be implemented into the operation of the National Rail Network. These processes can help improve efficiency, reduce costs, increase productivity and increase customer satisfaction through training/coaching programs and strategies such as performance management systems (P.M.S.s). The PPMS system has been shown to help improve employee motivation and engagement levels while also providing insights into how they interact with each other and with customers within their environment.
References
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