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After two years in the public sector, I started my consulting career at PwC in 2010. Throughout my time there I developed a broad set of consulting skills designing and implementing large scale change...
Richard Holmes, Consultant
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Home > Sectors > Transport Consulting
The combination of aged assets, budget constraints, a multi-faceted supply chain and overstretched internal capability hinders strategic thinking and creates a culture based on “crisis management as the norm”.
The Transport Authorities face their own challenges in regulating a sector with variations of devolved power and competing objectives between Operating Companies and Infrastructure Operators. The task of developing schemes future proofed to ensure that they are still relevant 10 – 20 years later, upon actual implementation, is not easy either.
Common sources of change in Transport are: regulatory reforms, strategic infrastructure programmes, tactical approaches to address capacity constraints, and organisational changes such as Franchise renewals. External Agencies and the travelling public are all scrutinising every move made by Transport Providers.
The environment in which change is being delivered is presents its own challenges.
Change Initiatives that are aligned with Organisational Strategy and as such fully endorsed by an informed and engaged Executive typically bring success. It is important to identify strong senior Sponsorship to advocate the change and make it happen. With a focus on short and medium terms goals, due to operational pressures, finding the right availability and energy to focus on long term goals can be challenging for Sponsors.
The pressures of keeping passengers moving can often result in a prioritisation of short term goals. The early stages are the most critical in delivering change although they can often appear least urgent and this can be reflected in time and resource allocation. Laying strong foundations can benefit Sponsors where operational pressures can result in a returning focus to short and medium term goals.
Investment in key skills for managing change often takes lower priority than developing operational skills. Franchising can compound these issues due to the prioritisation of near term goals over medium to long term benefit. Internal Change and Programme Management teams are often over stretched in terms of capability and capacity. This creates a reliance on finding the right external providers and establishing commercial relationships to drive the right behaviours. A short term focus can lead to under investment in supplier relationships that deliver the required capability and the right behaviours.
Berkeley provided End to End support in shaping and delivering the Cathay Pacific Passenger Service Support (PSS) programme. Bringing expertise in Change Management and Programme Delivery, Berkeley was appointed in key roles critical to delivery acting as Interim Programme Director, Change Manager and Testing and Cut-Over. The Programme represented a major transformation of business processes and technology platforms and was a key enabler in achieving the carrier's strategic goals.
One of the recent rail acquisitions, Govia Thameslink Railway (GTR) , is the biggest train operator in the UK covering 26% of passenger journeys in the country.
Berkeley have undertaken a number of advisory and delivery roles for Go-Ahead Group and GTR: Working with the Group Executive and leadership from individual operating companies we have identified opportunities for collaboration between group companies.We led a review into the IT organisation and estate issues and gained endorsement for a set of organisational and estate interventions which would be delivered over three years.We led a programme to migrate the heritage a to the new integrated operating model.
We have a strong track record of delivering complex change in regulated environments (e.g. Health, Financial Regulation, Transportation) with constraints on funding and capability.
We have seen first-hand, that Portfolio Management and effective Business Planning greatly improve the ability of transport providers to identify and deliver critical change initiatives whilst protecting operational performance.
We bring a ‘client-side’ approach where we will support the leaders of your organisation to provide the ‘Right Business Sponsorship’, establish the ‘Right Requirements’ and build the ‘Right Capability’.
We are often asked to:
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Most organisations face a balancing act in delivering change whilst maintaining operational delivery. In the mass transportation sector, this particularly acute due to the immediate and personal impact of disruption on the travelling public.
We have a track record in working with client teams to deliver complex change in a manner that helps them balance the urgent and the important.
We explore how taking a more strategic approach to portfolio management can maximise the long term value of change.
A blend of programme delivery, governance and change management expertise filled a critical gap in the internal programme team’s capability.
Berkeley were asked by the Managing Director of Rail Development to provide strategic advice to facilitate cross-collaboration across its...
To quickly get a flavour of the sorts of questions that you should consider when looking at the effectiveness of your operating model, try our...
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