SwitchPoints: Culture Change on the Fast Track to Business Success

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Rich with insights and anecdotes, SwitchPoints offers lessons that can be applied to any organization seeking to improve the bottom line by improving their culture. Read more Read less. Add both to Cart Add both to List.

SwitchPoints: Culture Change on the Fast Track to Business Success

These items are shipped from and sold by different sellers. Buy the selected items together This item: Ships from and sold by Amazon. Ships from and sold by Book-Net. Customers who viewed this item also viewed. Page 1 of 1 Start over Page 1 of 1. The pig that flew: The battle to privatize Canadian National.

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The Men Who Loved Trains: My Life with Trains: Memoir of a Railroader Railroads Past and Present. From the Inside Flap On a railroad, there are many decision points where trains are switched from one track to another to ensure they take the best route. Wiley; 1 edition October 6, Language: Print edition purchase must be sold by Amazon. Thousands of books are eligible, including current and former best sellers. Look for the Kindle MatchBook icon on print and Kindle book detail pages of qualifying books.

Print edition must be purchased new and sold by Amazon. Gifting of the Kindle edition at the Kindle MatchBook price is not available. Learn more about Kindle MatchBook. Related Video Shorts 0 Upload your video. Share your thoughts with other customers. Write a customer review. There was a problem filtering reviews right now. Please try again later. Hunter Harrison enlisted about 20 behavioral scientists to help him drive CN's amazing performance improvement beginning in He created Precision Railroading, an operating philosophy that fundamentally changed railroading from just running trains efficiently to getting customer's products delivered reliably.

Today, while trucks struggle with fuel costs, clogged highways and decaying infrastructure, railroads can move a ton of freight over miles on a single gallon of diesel. CN was privatized in after decades of government ownership since , expanded through the U. Paul Tellier took over as CEO - a good bureaucrat, but lacking railroad experience. At the time, CN's operating ratio was He quickly sold off nearly 9, miles of track one-third of the network , disposed of non-railroad assets - including a hotel in Paris and the CN Tower in Toronto.

Within less than four months, five senior executives were gone and not replaced. He also purchased remote-controlled locomotives and computerized operations. His 'Precision Railroading' ended the prevailing operating rule of holding a train until it was completely full. The new focus became getting an individual customer's shipment from A to B as quickly as possible.

In , CN quoted a transit time of 7 - 9 days from Chicago to Edmonton about 1, rail miles. CN then began quoting time in hours and set a target of 4. CN now runs a train from Prince George B.

See a Problem?

At CN, Harrison encountered the practice of 'early quits. At CN, supervisors simply granted this practice - hoping the extra hours off would motivate employees to work harder and move trains faster. This practice supported putting in your time rather than getting the job done.

It also implied that employees weren't really needed for half of each day - certainly not a motivating thought! Stopping early quits was a switch-point with deep significance for the organization. Others included ensuring everyone was 'dressed and ready' at the start of a shift, managing meeting effectiveness, and ensuring every employee received feedback on his performance on a regular basis.

In addition, leaders had to be certain there was no return to the old ways. Service added the words 'Doing What We Say We'll Do,' and direction to each employee to ask themselves what they could do to a Get faster without compromising Safety , and b Get more reliable. The impact of both would allow customers to carry smaller inventories, encourage couriers to use CN service, and support giving CN employees the best paychecks in the industry.

In SwitchPoints, the authors share how company-wide culture change propelled this aging transportation giant to become the profitable powerhouse it is today. Rich with anecdotes, SwitchPoints offers lessons learned and demonstrates the powerful behavioral tools used to change the culture to drive outstanding results in any organization.

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Theyalso share how they clarified CN's vision, selectedcritical switchpoints, employed managementtools for change, assessed their impact onprofitability, and "spiked the switches" to sustain the new culture. The leadership practices presented here are directly applicable to any business.

Even if your enterprise is non-industrial, or your company's culture is very different from CN's, what worked for CN will work for you, too--because behavioral tools apply to all people in any culture, country, language, or industry worldwide. The methods in SwitchPoints apply to any organization and will help enlighten leadership that seeks to improve the bottom line by improving culture.

Discover more at www. Culture Change on the Fast Track.

The Culture of Precision Railroading. Sawing Our Way to Improvement. Learning through the Railroad MBA. Choosing the Right Switchpoints. Creating Q4 Leaders to Drive Change. Selecting the Tools for Change. The Commanding Power of Consequences. Testing the Business Case. Making the Case for Change. Early Wins with the ABCs.

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