Growth Needs Assessment
Northern Rail Ltd was established in 2003 when a 50:50 joint venture between Serco and NedRailways, (now called Abellio) won the contract to operate local train services in the North. This area had previously been served by two separate franchises, Arriva in the north-west and First in the north-east and the new franchise became the largest in the UK, at the time, with almost 5,000 employees.
Northern did not exist until the franchise was won, and only then as a limited company, and therefore there was nothing tangible for customers or employees to engage with. Whilst the safety and reliability of the train service was maintained, customers did not know who to turn to when things went wrong, and employees behaved as they still worked for their previous employees.
We set out to develop a new, compelling vision for the franchise that would set the long-term agenda for its development and be equally engaging for customers, employees, and other stakeholders. This vision focused on the role of local rail services in promoting economic development, social mobility, and environmental sustainability in the region.
Our approach throughout was to shift the focus from running trains to providing a service to passengers and the public, which was a transformational shift.
The initial focus, once initial customer and employee engagement exercise had been completed, was to work with the Steering Group to develop and implement a two-year change programme to create a shift in emphasis towards the customer and to embed a customer-focused culture.
The development and implementation of the change programme involved us working with the Executive Leadership Team, the Senior Management Team, cross-functional groups of employees working on specific initiatives and functional teams, such as the HR team with whom we introduced the business partner model.
We undertook Stakeholder Engagement interviews, Employee Engagement, Behaviours Development, Culture Change planning, Organisational Design and Internal Communications work.
Impact of our work
The Northern brand was introduced on a gradual basis from 2005 and the new vision, values and strategy were launched from 2006, along with an entirely new focus on customers, (and how their expectations are met) and people, (and how they are managed and developed).
A new business planning process was implemented, along with an improved internal communications process and a whole suite of people management and development processes.
The Northern Rail franchise became one of the most successful with a high-performing leadership team which we had coached to become more customer-focused and effective