By Judy Johnson, Les Dakens, Peter Edwards, Ned Morse
SwitchPoints is the inspiring tale of the way Canadian nationwide Railway (CN) complex from solid to nice in a number of brief years–becoming North America's top-performing railroad and a favourite with of company buyers and traders. In it, the authors demonstrate how company-wide tradition switch propelled this getting older transportation massive to develop into the ecocnomic powerhouse it truly is this day. wealthy with insights and anecdotes, SwitchPoints deals classes that may be utilized to any association trying to increase the base line via enhancing their tradition.
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SwitchPoints is the inspiring tale of ways Canadian nationwide Railway (CN) complex from reliable to nice in a couple of brief years–becoming North America's top-performing railroad and a favourite with of company consumers and traders. In it, the authors display how company-wide tradition switch propelled this getting older transportation gigantic to develop into the ecocnomic powerhouse it's at the present time.
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Extra resources for SwitchPoints: Culture Change on the Fast Track to Business Success
I demanded. ” “I said, start with them. If we are going to have a @#&*! ” It absolutely amazed me that we could have a dispute over asking people to work the hours we pay them for! But that is how broken cultures can get. (Adapted with permission from E. Hunter Harrison, Change, Leadership, Mud and Why, © 2008 Canadian National Railway Company) You might think this story came from a struggling company that was barely scraping by, but that couldn’t be further from the truth. At the time of this story, CN was at the top of its industry.
Mr. ” I asked. ” Our railway had been a Canadian government agency for decades, and had been sold to investors only four years earlier. If we were to succeed as a private company, we had to act fast on these “early quits,” as they were called. “Stop it now. ” I was growing passionate, my voice rising. ” “Okay, we’ll stop it almost everywhere . . ” I demanded. ” “I said, start with them. If we are going to have a @#&*! ” It absolutely amazed me that we could have a dispute over asking people to work the hours we pay them for!
The first was creating a sense of urgency and focus, revamping the bottom line, and reshaping customer relationships. The second phase, taking the railway public in a record-setting privatization, was followed by continued leaps in bottom-line performance. Those wise enough to see what was happening would be well rewarded for the CN shares they bought. These two phases were transformational for CN, but Tellier was not done. He was building for the future with a strong executive team to lead the organization.