A model of railway sector transformation based on the experience of Japan – part 1

For many years, the operating system of railway companies has occupied an important place in submitted economic proposals and political declarations. During various periods of transformation, different proposals for modernizing the sector have appeared. However, there was a lack of consistency in implementing reforms. The changes that took place concerned selected areas and did not improve the sector’s financial results. Prolonged discussions did not lead to the development of an effective and at the same time coherent proposal for a transformation model in the domestic railway industry. Thus, the above topic constantly triggers significant emotions and is the subject of a specific kind of bargaining, not always purely economic. On one hand, the role of railways in the economy is widely known, but on the other hand, the necessity of subsidizing railway companies draws attention. In a number of Western European countries, as well as in Poland, state expenditures for maintaining unprofitable connections are systematically growing. With a constant budget deficit, there is a threat of a lack of funds to support railway companies. Furthermore, a strong trade union lobby opposes the liquidation of lines (especially regional passenger transport). The problem of reform is therefore both a necessary matter and extremely difficult to carry out. For this reason, the restructuring successes of other countries deserve special attention. Based on the achievements of others, using appropriate planning techniques such as metagame, PIMS, or the McKinsey 7S strategy, a proper change process can be carried out. The metagame technique is based on the analysis of different points of view adopted by competitors. Thanks to this, an appropriate course of action, suitable for the studied entity, is developed. In addition to the metagame technique, the PIMS method proves helpful, consisting of an in-depth assessment of the results of various companies, followed by their verification and adaptation in specific cases. The McKinsey 7S concept deals simultaneously with strategy, structure, systems, style, shared values, staff, and skills.