An FTS Group Company

Metro Trains Case Study

Building Operational People Change Capability


  • Operator of Melbourne’s rail service  
  • Enterprise-wide improvement program 
  • Executive-level engagement 
  • Design and develop change toolkit, resource centre and learning program 

The Client

Metro Trains is the Victorian-based franchise operator of Mebourne’s suburban rail network, transporting over 400,000 customers every day. Along with supporting the delivery of this essential service, Metro is partnering with the Victorian Government to deliver city-shaping rail infrastructure projects as part of the Victoria’s $70b Big Build.

The Opportunity

In coming years, Metro will need to implement and realise the benefits of a significant number of major projects. While experienced in the domain of technical change implementation, Metro lacks maturity in managing the accompanying people change. The Operational People Change Management (OPCM) Project was an important first step in developing Metro’s practitioner capability and organisational maturity.

An initial assessment of the current state provided the Executive with the evidence they needed to endorse and support the development of a People Change Maturity Roadmap. This process established important relationships and provided credibility to both the project and its outputs.

The Solution

Areas identified for improvement included a consistent model and associated tools; educating Project Managers and Leaders to support and promote effective change management practice and better collaboration between practitioners to enable problem solving and peer learning.

A key focus was to engage extensively with subject matter experts, key stakeholders and change sponsors. Not only did this build awareness of the OPCM project, it also contributed to people’s desire to engage with and contribute to the process. This had a positive impact on their willingness to work with the methodology and apply the OPCM toolkit.

Metro train passing crossing

Outcomes:

This project has provided a sound foundation for Metro to build its people change maturity, both at the practitioner and organisational level, including:

  • A common understanding of and increased support for people change management by executives and senior leaders within Projects, Operations and Corporate functions. 
  • An integrated, accessible toolkit tailored to support People Change projects of any size or complexity, including Organisational Design and Agile initiatives 
  • Improved knowledge of people change management practice by People Business Partners and Change Practitioners 

Learnings:

Early and continuous engagement across key functions is an important contributor to driving behavioural change

Partnering with the People team provides organisation-wide exposure and enables embedding of change management as a key capability

Building and leveraging relationships with key supporters and organizational influencers increases advocacy and creates momentum for action

Rebecca Cattran - Principal Consultant

Through extensive engagement, practical tools and development of key capabilities, we established a foundation for Metro to build its people change maturity

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