The railway companies and the internationalisation
Undertaking projects in a familiar territory, with a well-understood culture, is one thing; but it’s a completely different situation when we venture into the world, take on new projects, parachute into unknown environments, and secure a contract.
The harsh reality of today’s market is that, in many cases, the cheapest bidder wins the contract. But what are the consequences of this? What does it mean for the newcomer?
There are many consequences. The first is learning, understanding, being taken aback, developing, improving processes, and creating new capabilities—many of which are not as limited as one might initially think.
The first challenge is cultural openness—recognising that “things are done differently here”. Whether for better or for worse, it’s a matter open to debate. We step out of our comfort zone, leaving behind familiar practices and ways of doing things. Yet, this process gradually—sometimes dramatically or conflictually—makes its way into the company. Over time, it becomes accepted, although there will always be those in the organisation who will never understand or support it.
To address this, however, the strategy should be that the company, as a whole, goes international—not just the international department. It must be embedded in the company’s DNA, from the warehouse to senior management.
The entire company structure must be aligned, with strategic objectives generating an action plan that affects every department involved: design, legal, manufacturing, R&D, finance, logistics, procurement, HR, and so on.
Success can be achieved sooner or later, depending on the genuine willingness to adapt and commit.
Original opinion column written by Joudia BOUJDAINI, CEO of IRB and Vice-president of the Association Española del Transporte.