Large transport organisations are experts in building and leveraging long term, large-scale infrastructure, whether road, rail, shipping or ports. The strategic task is to create organisational capability to manage both daily efficiency in operations and high consequence, ‘bet the business’ decisions about markets, technology and environment.
Investment decisions for capital intensive, long lead-time infrastructure components require effective collaboration between geographical business executives and their operations, finance and technology specialist colleagues. These strategic, collaborative decisions are even more challenging if set in new markets or new political, environmental or legislative environments. Private and public transport executives face increasing demands to also navigate and integrate new requirements for transparency, accountability, environmental and social impact into their strategic and operational planning.