Strategic management of organizational turnarounds in the transit industry

The traditional wisdom that there are increasing returns to scale among bus transit systems has been shaken with recent research findings. The implication from the literature is that unless many transit systems restructure along new organizational lines the financial and service provision difficulties will continue. Very few public transit systems have attempted to strategically manage change and turnaround organizationally.The objectives of this research were to identify the salient factors in organizational turnarounds and to determine whether these factors were evident within transit organizations that have attempted to manage change strategically. The author reviewed the corporate turnaround literature and conducted four case studies of strategic planning/management within the transit industry.All four cases exhibited organizational declines or perceived declines as imminent. They initiated turnarounds through reorganizations and efforts at strategic management. The reorganizations that occurred at all four cases were relatively minor, involving some changes in function. Only minor changes in management occurred and commitment to strategic management varied. Strategic objectives were not quantifiable. All of the cases could have improved their communication below the middle-management levels. The measures of performance in general did not relate a specific strategy and program to a particular turnaround effect. Through management commitment and some minor organizational restructuring two cases achieved some degree of turnaround. Total commitment to strategic management, organizational change, adequate communication, and accurate performance measures are keys to definitive turnarounds.