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The outstanding challenge is the current fragmented and siloed industry structure working towards misaligned objectives . Of course , any legislative reforms make a step towards change , but finding the right structure for better overall performance remains elusive .
In search of a systems solution
Delays to reform are hardly surprising . The railway is a complex system and any change to current arrangements must be approached with critical systemic thinking top of mind . This is neither easy nor usual . To evoke effective change , we need to be radical – breaking down those silos of activity , managing the network of track , other infrastructure , rolling stock , stations and services operated . In its place we need to create a new system-driven approach capable of delivering reliable passenger and freight services that represent value for money and at a price the nation can afford .
The reality is , for all the benefits of rail privatization , the vertically separated structure we have been left with has done little to help create a sustainable national railway . Misaligned incentives and conflicting outcomes have led to poor performance and spiraling costs .
The vertical integration opportunity
A move towards vertical integration of the railway – where the maintenance , enhancement and operation of track and other infrastructure , trains and services are under the control of a single guiding mind – provides a route towards the vital system thinking needed to underpin the changes Great British
Railways ( GBR ) are tasked with .
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