Changing Tracks

by V. Nilakant, S. Ramnarayan

the world s second largest railway network under a single management was nearly bankrupt. Over the next eight years, however, there was a dramatic improvement in its performance. From a cash surplus before dividend of Rs 1,071 crores in 2000, it achieved an estimated Rs 25,000 crores (or around Rs 13,000 crores after accounting for all expenditures, receipts and depreciation) in 2008. Alongside came a dynamic and differential tariff policy, and technical changes that led to an enhanced carrying capacity. How all this was accomplished is the focus of this riveting study of change and innovation in the Indian Railways.

213 pages, Hardcover

First published January 1, 2009

Reviews

[Ekkirala Vikramaditya]

Insightful and research based independent account of how a behemoth and gigantic public sector organization like Indian Railways changed its tracks and became effective and agile.

[Vinay Dabholkar · Rating 4 out of 5]

Indian Railways and innovation sounds like contradiction in terms. And indeed, in early 2000s Indian Railways was hurtling towards bankruptcy, very fast. During 2004-2008 a number of reforms were undertaken by the partner-duo Lalu Prasad and Sudhir Kumar. It resulted in a number of innovations such as increasing the axle load limit, starting Garib Rath (air-conditioned train for poor) and reducing the turnaround time for a long distance train. The book narrates the story from multiple angles and brings out how difficult it is to bring about a change in an established organization. The authors also point out where the reforms didn't make much progress. As a student of organizational innovation and change management, I found the book extremely useful. It has an academic bent and hence I won't classify it as a fast read. In May 2011, I wrote following blog on a particular story in the book that I liked. Innovation in Railways: story of how Jaruhar enabled wagons to become heavier

[Sundar · Rating 4 out of 5]

For someone interested in Indian Railways, it's very interesting. Captures the essence of the turnaround of this mammoth organisation between 2000 and 2008. This brings out the unique challenges and methods employed by a committed team lead by Laloo Prasad Yadav and Sudhir Kumar. Questions the standard prescriptions for change management that focus too much on costs and weaknesses. Well organised into chapters that covered important changes and milestones, the text is also interspersed with anecdotes involving the key people of the story. A must read for anyone interested in Indian Railways or about effecting change in large organisations of similar kind.