resilience as an imperative in public transport (pto and / or pta)

1

Resilience Resilience as as

an Imperativean Imperativein in

Public Transport Public Transport (PTO and / or PTA)(PTO and / or PTA)

Jan Willem Proper

Prague, May 25, 2012

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Resilience as an Imperative in OrganizationsResilience as an Imperative in OrganizationsOrientationOrientation

Resilience. Resilience.

ContextContext

» 9 / 11

» Eyjafjallajökull: 2010 http://www.youtube.com/watch?v=SRnf5oljjQM&feature=related

» Fukushima: : 20112011 http://www.youtube.com/watch?v=Sp2DP1cLXKM&feature=related

http://www.youtube.com/watch?v=SRnf5oljjQM&feature=related



http://www.youtube.com/watch?v=Sp2DP1cLXKM&feature=related



• Subject to austerity measures decided by Passos Coelho new government after the 78 billion euros loan granted by the "troika" in May 2011, Portugal tightens its belt. Public transport fares rocketed by 15%, civil servants gave up their 13th and 14th months salary, Lisbon and Porto subway, trams, bus and ferries will probably will be privatized by the end of 2012. Trade unions are fiercy opposed causing repeated strikes.

Coehlo government proposes to merger Carris and Metro Lisboa, Soflusa and Transtejo

(the two ferry companies), Metro Porto and the bus company STCP. The new Portuguese

government seems determined to ignore the past and intends to deregulate public

transport by the end of 2012 : "The State has clearly announced its intention to subcontract

the operation of public transport, "said Alain Descamps.

• The Prague Public Transit Company Inc. has been in financial difficulty since early 2009. The company and trade unions blame Prague City Hall for this, as it provided the company with less funds for common operations than in 2008. In June 2009, the trade unions issued a joint statement threatening strike action if Prague City Hall did not address the company’s troubled financial situation. Although this ultimatum ended in August, the strike alert continues.

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Resilience as an Imperative in Organizations Resilience as an Imperative in Organizations OrientationOrientation

• The relevance of Public / Passenger Transport:

– Traditional and contemporary perspectives focus on interactions with spatial, economic, social and external related elements:

– Degree of specialization (working-, leisure-, sports- and cultural city),– Political objectives: sustainable flows and networks, – Economical objectives: globalization, geographical differences, – Social relationships and cultural opportunities,– Smarter (urban) transport (less energy, technology and IT),– A customer-focused (public) transport (users at the heart of policy),

» Safe and secure transportSafe and secure transport

» Disturbances do not affect the users onlyDisturbances do not affect the users only. .

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Resilience as an Imperative in Public Transport OrganizationsResilience as an Imperative in Public Transport OrganizationsOrientationOrientation

• Focus 1: Public transport organizations as object of experience:

– Open systems: • Client (tendering) and customer (charters) processes;

• Context of environments to input and output processes.– Balance between external and internal accomplishments:

• Decision-making processes are result driven.

Focus 2: Scope of research:• Public transport in European context;• Land-based public transport organizations;• Urban environment (agglomeration).

Focus 3: Object of science: Systematic organizational approach:Extensive disruptions demand effective and efficient organizational approaches.

Transport is big business

Company DHL Veolia GVB DPP CZ HTM KLM

Revenues 51.841Milj.

34,787 Milj.

453Milj.

201Milj.

8,650Milj.

Employees 421000 317000 4046 2300 33000

Focus Global

IFRS

77 Countries

IFRSIFRS

Amsterdam

IFRSIFRS

Den Haag

IFRSIFRS

Global

IFRS

Goal Operational excellence

Operationalexcellence

Operational excellence

OE +Risk

cxontrol

Operational excellence

7


• Resilience:Resilience: Capacity Capacity of an organization to survive, adapt and grow in of an organization to survive, adapt and grow in

the face of turbulent changethe face of turbulent change

– Resilience as common part

of social or business corporate

governance of organizations;

– Interdependency within and

between organizations increases;

Examples of turbulent change:

• Nature related (Eyjafjallajökull: 2010, Fukushima: 2011);

• Market related (Mergers: CEVA, Veolia–Transdev / DB–Arriva: 2011);

• Geopolitical (Egypt, Bahrain, Damascus: 2011, 2012);

• Resources related (Commodity prices: 2012);

• Deliberate attacks (London 2005, Minsk: 2011);

• IT and external relations dependency (Codz: 2008, Vienna 2011).

Time to recover(TTR)

Productivity

Productivity level before disruption at a

certain moment

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• Resilience in PT organizations Acknowledging the properties of resilience:

• International Accounting Standards Board: IFRS standards;• EU Council Directive (78/660/EU);• Sarbanes-Ocley Act (USA).

Scope : Dutch and Belgian PTO, 3PL, 4PL• No specific reference to the concept of resilience;• Acknowledgement of possible events/ disturbances;• Diversified and fragmented accountability;• Lack of comprehensive research to enable them to become (more) resilient:

– There is no framework in the public transport sector to structure this phenomenon;

– No set of definitions;

– Introduction of resilient organization management includes a capability structure.

Awareness is a precondition to identification, assessment and response.

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Resilience as an Imperative in Public Transport OrganizationsResilience as an Imperative in Public Transport OrganizationsOrientationOrientation

Objective:

Designing a framework to embed resilience

in public transport organizations.

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Resilience as an Imperative in Public Transport OrganizationsResilience as an Imperative in Public Transport OrganizationsOrientation: Orientation: Objectives and structure

First objective:

“To establish the starting points and limitations regarding the (re-)design of a resilient transport organization”.

Second objective:

“To structure and design a comprehensible and comprehensive resilience framework”.

Third objective :

“To identify the main elements that create knowledge about the resilience design”.

Fourth objective:

“To ensure that public transport organizations are able to make linkages between vulnerabilities and capabilities”.

Conclusions to overall research objective:

“ to design and embed a structured resilience approach”.

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Resilience as an Imperative in Public Transport Organizations Resilience as an Imperative in Public Transport Organizations Objective 1

“To establish the starting points and limitations regarding the (re-)design of a resilient public transport organization”.“To establish the starting points and limitations regarding the (re-)design of a resilient public transport organization”.

Structure:

1) Analysis of strategy statements to acknowledge (elements of) the property of resilience;

2) Structuring the environmental focus of PTO;

3) Finding: Contextual Resilience.

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Resilience as an Imperative in Public Transport Organizations Resilience as an Imperative in Public Transport Organizations Objective 1Objective 1


ref. 2: Structuring the environmental focus:

Scope: Questa scenario project for public transport system:

2 A) Public Transport System:2 A) Public Transport System:- analyze and define transport supply conditions and identify events that might occur,

- analyze and define transport market conditions and identify events that might occur,

- analyze and define system conditions and identify events that might occur,

Travel Demand

Travel Supply

Transport Demand

Transport Supply

Traffic Demand

Traffic Supply

Travel Market

Transport Market

Public Transport

Supply

Traffic Market

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Resilience as an Imperative in Organizations Resilience as an Imperative in Organizations Objective 1Objective 1


Structuring the environmental focus (2)

2 B) Context of the system:2 B) Context of the system:

• Scope: DEPEST structure

(Demographic, Economic, Political, Environmental, Social, Technological)

- analyze and define context conditions and identify events that might occur.

Contextual Resilience>>Contextual Resilience>>- Property that ensures that an organization has

the capacity to identify its role and function

in the context of possible disturbances.

Market Conditions and connected

Events

Supply Conditions and connected

Events

System Conditions and connected

Events

Context Conditions and connected

Events

Environmental Focus

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Resilience as an Imperative in Organizations Resilience as an Imperative in Organizations Objective 2 Objective 2

‘’To structure and design a comprehensible and comprehensive framework”‘’To structure and design a comprehensible and comprehensive framework”

• Structure:

– 1) Guiding principles based on risk approaches;

– 2) Resilience approaches in different disciplines;– Resilience strategies and frameworks in development;

– 3) Structure of a conceptual conceptual strategic resilience frameworkstrategic resilience framework;

– 4) Case study with PTO and PTA: Generation of new information and verification of definitions, guiding principles and framework structure;

– Finding: Finding: Cognitive resilienceCognitive resilience

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““To structure and design a comprehensible and comprehensive framework”To structure and design a comprehensible and comprehensive framework”

11) Guiding Principles based on risk approaches:) Guiding Principles based on risk approaches:

(literature and discussions).

A) Perspectives: as generic conditions, - Environmentally based (exposure); - Discipline-based (awareness, identification, assessment, response); - Model-based (technical, economic, cultural, psychometric); - Inside and outside events.

B) General conditions from existing methods and approaches (COSO, FMEA). - Proactive; - Objective and competence based; - Structured; - Relevant information; - Communication based; - Continuous process based.

C) Conditions derived from institutional bodies of knowledge (ISO, IRM). - Disruption management is part of broader management approaches;

- External and internal disruptive events create forces of change; - Events can be assessed and classified (strategic, operational, financial, compliance,

knowledge).

Resilience as an Imperative in Organizations Objective 2

“To structure and design a comprehensible and comprehensive framework”“To structure and design a comprehensible and comprehensive framework”

2) Risk interpretations with boundaries:Risk interpretations with boundaries:

• Risk meanings:

• Risk as an unwanted event;

• Risk as the probability of an unwanted event (the magnitude);

• Risk as the statistical expectation value of unwanted eventSS (organization related);

• Risk as the cause of an unwanted event.

• Risks are categorized based on the probability of an event and its consequences or impact.

• Knowledge about risk is limited (knowledge about the unknownknowledge about the unknown) >> Low-probability/high-impact events

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Resilience as an Imperative in Organizations Resilience as an Imperative in Organizations

Objective 2Objective 2“To structure and design a comprehensible and comprehensive framework”“To structure and design a comprehensible and comprehensive framework”

Boundaries to risk approaches:

Unknown probabilities; Unforeseen dangers;

Unknown reactions; Unknown total overview (organization level); Unintended consequences.

Catastrophic Strategic

Daily SurprisePeriodic Incidents

Unknown Consequences

Unknown Dangers

Low

Mod

erat

e

Hig

h

Im

pac

t

Low Moderate HighLikelihood

?

?

?

?

?

?

Unknown Probabilities

Unknown

Susceptibilities

?

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Resilience as an Imperative Organizations Resilience as an Imperative Organizations Objective 2Objective 2


3) The concept of risk defined:3) The concept of risk defined:

• RISKRISK: The negative deviation from the expected value of a certain performance objective, resulting in undesirable consequences for the focal firm.

• DISRUPTION:DISRUPTION: Unintended exceptional triggering event and a consequential situation which significantly threatens the normal course of business operations of the affected organization.

» Areas of concern: Unforeseen disruptions;Unforeseen disruptions;

• SUSCEPTIBILITY:SUSCEPTIBILITY: Sensitivity of existing organizational or functional conditions to disruption» Area of concern: Unknown susceptibilities.Unknown susceptibilities.

Susceptibility to Disruption

RISK

Disruption

Triggering event

ConsequentialSituation

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4) Resilience approaches in different disciplines (literature search)

- engineering;

- ecological;

- organizational;

- psychological;

- logistics.

Resilience as a concept based on common elements from different disciplines;

- complex systems are dynamic and can change abruptly in a state of instability;

- focus on actions to deal with unexpected disruptions and/or turbulent change;

- contribution to adaptive process by developing (organizational) capabilities;

- collaboration among functions and network members to overcome vulnerabilities.

DefinitionDefinition: The capacity of an organization to survive, adapt and grow in the face of turbulent change: The capacity of an organization to survive, adapt and grow in the face of turbulent change

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5)5) Resilience strategies and frameworks in development:: (Cranfield, MIT,Ohio State, IBM, Council of Competiveness and others)(Cranfield, MIT,Ohio State, IBM, Council of Competiveness and others)

First-order approaches:First-order approaches:• Vulnerability: fundamental factors that makes an organization sensitive to disruptions;• Capabilities: attributes required for performance or accomplishment.

Guiding Principles of the framework:Guiding Principles of the framework:• Resilience will provide competitive advantage and is performance based;• Resilience is based on a holistic view and part of the broader management processes;• Strategic imperatives call for a more adaptive and structured approach to change;• Resilience is based on the concept of system development;• Resilience structures must have the ability to integrate with system partners.

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6) Structure of a conceptual strategic resilience framework is based on:

1) Awareness of the concept of resilience (contextual resilience: RP:1 to 4 (incl. P-1);2) Disruption analysis and vulnerability identification (RP: 5 and 6);3) Internal control analysis and capability identification (RP: 7 and 8);4) Effects of vulnerabilities and capabilities on resilience performance level (RP: 9) +

Relation between resilience performance and business performance (RP: 10 and 11).

Conceptual resilience framework (including in total: 11 research propositions)

Clear and consistent direction statements

Clear contextual focus

Clear responsibilities

Reliable information

Awareness of resilience

Disruption analysis >>

forces of change

Internal control

Vulnerabilities

Capabilities

Resilience Improved performance

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Resilience as an Imperative in Public Transport Organizations Resilience as an Imperative in Public Transport Organizations Objective 2Objective 2


7) Generation of new information and verification of framework structure and guiding principles

• Case study 1: connected to research question 1 and 2.

– Search for confirmatory evidence and for exceptions deserves equal care; – Structured approach (Preparation / Conducting interviews / Analysis / Empirical

findings);

– Structured interviews in PTO and Risk/Resilience sector;– Ongoing inclusion.

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Resilience as an Imperative in Public Transport OrganizationsResilience as an Imperative in Public Transport Organizations Objective 2


8) Findings on progress in developing a resilience approach: Case study approach with PTO and PTA• Awareness of advantages and complications of introduction of a resilience approach..

Advantages Complications

Structured improvement of monitoring events. Priority on the strategic level: - lower awareness of resilience.

Introducing of scripts with less dependence on expertise of individual persons.

Cost-benefit ratio difficult to determine: - visibility of core business.

Better alignment to tender contracts and external and internal compliances: efficiency and effectiveness.

Responsibilities and available information:- no communication structure for risk and resilience;- fear of bureaucracy.

Coordination within the public transport sector to enhance the level of knowledge.

Human resources:- lack of content expertise;- lack of understanding of the concept of a structured approach.

Consistency and completeness and less redundancy: efficiency.

Approach must not look academic: - no structured best practices available.

Shorter time to act: learning organization. Low level of cooperation between public transport organizations.

Balanced structure of capabilities to vulnerabilities todeal with over- and under-reactions.

No structuring from legal or contracts (tenders) requested.

Better prepared for the unforeseeable. Connection to existing security and risk structures.

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Resilience as an Imperative in Public Transport Organizations Resilience as an Imperative in Public Transport Organizations Result: 2Result: 2


The conceptual orientation that enables an organization to identify, assess and respond

in order to become a resilient organization by:

– Acknowledgement of the verified definitions and guiding principles,– Acknowledgement of the verified framework structure,– Acknowledgement of the verified framework interrelations and loops,– Acknowledgement of advantages and complications of a resilience approach.

is referred to as

Cognitive resilience:Cognitive resilience:

Orientation that enables an

organization to identify, assess

and respond to disturbances

in order to become

a resilient organization.

Clear and consistent direction statements

Clear contextual focus

Clear responsibilities

Accurate information structure

Awareness of resilience

Disruption analysis >>

forces of change

Management and internal control

Vulnerabilities

Capabilities

Resilience Improved performance

+

+

+

+

+

+

-

+

+

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Resilience as an Imperative in Public Transport OrganizationsResilience as an Imperative in Public Transport Organizations Objective 3:

“To identify the main elements that create knowledge about the resilience design:“To identify the main elements that create knowledge about the resilience design:Design of vulnerability and capability factors”Design of vulnerability and capability factors”

• Structure:

1) Identification of vulnerability factors (deductive approach);2) Identification of capability factors (deductive approach);

3) Vulnerability factors after verification:4) Capability factors after verification;

5) Progress in developing a resilience approach;

Finding: Behavioral ResilienceBehavioral Resilience

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Resilience as an Imperative in Organizations Resilience as an Imperative in Organizations Objective 3:Objective 3:

“To identify the main elements that create knowledge about the resilience design;“To identify the main elements that create knowledge about the resilience design;Design of vulnerability and capability factors”Design of vulnerability and capability factors”

3)3) Identification of vulnerability factors (deductive approach):Identification of vulnerability factors (deductive approach):

Vulnerability factor based on structure of Center for Resilience and the study by Pettit (2008)

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Resilience Engineering: Concepts and Precepts by Hollnagel (2005)

Resilient Enterprise: Overcoming Vulnerability for Competitive Advantage by Sheffi(2007)

Risico management en logistiek by Lammers et al. (2009)

Interview findings : first interviews verification in public transport and risk/resilience sector (2009)

Turbulence XX XX XX XX

Deliberate threats XX XX XX XX

External pressures XX XX XX XX

Resource limits XX XX XX XX

Sensitivity XX XX XX XX

ConnectivityConnectivity XX XX XX XX

Supplier/Customer Supplier/Customer disruptiondisruption

XX XX XX XX

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Resilience as an Imperative in OrganizationsResilience as an Imperative in Organizations Objective 3:Objective 3:

““To identify the main elements that create knowledge about the resilience design;To identify the main elements that create knowledge about the resilience design;Design of vulnerability and capability factors”Design of vulnerability and capability factors”

Example: Vulnerability factors with description and sub-factors;Example: Vulnerability factors with description and sub-factors;

VulnerabilityVulnerability (exposure oforganizationto factor)

Description Description Sub-factorsSub-factors

Turbulence Accidental

Environment characterized by: changes in external factors beyond internal control.

Natural disasters (floods, earthquakes);Health disasters, pandemics;Geopolitical disruptions;Unpredictability of markets ;Unforeseen technology and IT failures;Fluctation in financial issues.

ThreatsIntentional

Deliberate attacks aimed at disrupting operations or causing human or financial harm.

Terrorism and sabotage (internal, external) incl. cyber disruption, piracy and theft and espionage;Media pressures, offensive advertising, brand attacks;Labour disruptions, union activities, strikes;Special interest groups.

Pressures,External

Influences not specifically targeted at the public transport organization that create business constraints or barriers.

Competitive innovation;Social/cultural changes; Political/regulatory change; Price pressures (competitive);Environmental, health, safety concerns;Corporate responsibility concerns

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Resilience as an Imperative in OrganizationsResilience as an Imperative in Organizations Objective 3:

“To identify the main elements that create knowledge about the resilience design;”To identify the main elements that create knowledge about the resilience design;”Design of vulnerability and capability factorsDesign of vulnerability and capability factors

4)4) Identification of capability factors (deductive approach);Identification of capability factors (deductive approach);

Capability factorbased on structure of Center for Resilience and the study by Pettit (2008) (13)

Resilience Engineering: Concepts and Precepts by E Hollhagel et al.

Resilient Enterprise: Overcoming Vulnerability for Competitive Advantage by Y Sheffi

Risico management en logistiek by B. Lammers et al.

Findings first interviews .Case study 1

Flexibility XX XX XX XX

Flexibility in sourcing XX XX

Flexibility in order fulfilment ---- XX XX XX

Capacity XX XX XX XX

Efficiency XX XX XX XX

Visibility XX XX XX XX

Adaptability XX XX XX XX

Anticipation XX XX XX XX

Recovery XX XX XX ----

Dispersion ---- XX ---- ----

Collaboration XX XX XX ----

Organization XX XX XX XX

Market position XX XX XX XX

Security XX XX XX XX

Financial strength ---- XX XXX XX

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Resilience as an Imperative in Organizations Objective 3:

To identify the main elements that create knowledge about the resilience design;Design of vulnerability and capability factors

Example: Capability factors with description and sub-factors:Example: Capability factors with description and sub-factors:

Capability factorsCapability factors Description Description Sub-factorsSub-factors

Flexibility Ability to change quickly

Flexibility in sourcing Ability to quickly change inputs or the mode of receiving inputs

Modular product design;Standardization and commonality of parts;Multiple sources;Contract flexibility with suppliers.

Flexibility in order fulfilment

Ability to quickly change outputs or the mode of delivering outputs

Alternative transport and distribution offering;Multiple service centers;Update of information; Postponement.

Capacity Availability of assets to enable sustained production or service levels

Utilities back-up sources;Asset reserve capacity beyond normal deviations;Labour capacity flexibility;Communication and IT back-up systems.

Efficiency Capability to produce outputs with minimum resource requirements

Waste elimination;Labour productivity;Asset utilization;Quality management/ service variability reduction;Failure prevention;Process standardization;Preventive maintenance.

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Resilience as an Imperative in Public Transport Organizations Resilience as an Imperative in Public Transport Organizations Objective 3:Objective 3:


5) Verification of deductive approaches and generation of new information:

Case study 2; Empirical research PTO related cohort.

6) Interview findings:

6.1 General findings6.1 General findings:

– Confirmation on definitions, framework guidelines, structure and interrelations;

– The lists of vulnerability and capability factors are described as comprehensible and comprehensive to the PTO sector;

– The PTO sector can define the effects of improved resilience on performance indicators: Performances are classified, based on the Framework of the World Economic Forum 2008.

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Performance indicators

Generic performance indicators (based on the ‘5i’ Framework of the World Economic Forum 2008.)

Mentioned performance element from interviews

Insight(improvement in managerial decisions through a more sophisticated understanding of the drivers and impacts of disruptions and the capabilities to use.)

- Shorter time lag to detection; Shorter time lag to reaction;- Better understanding of managerial opportunities;- More targeted strategic approach to capabilities;- Better focus on core processes.

Information (improvement of knowledge and reporting to improve the quality and flow of information – which should encouragetransparency in the resilience framework.)

- Better understanding of fundamental disruption factors;- Better systematic reporting;- Better of knowledge of resilience.

Incentives (improvement, external and internal, as an incentive for ex-ante mitigation measures and even, where appropriate, disruption avoidance.)

- Positive effects on image and reputation;- Quicker creation of a resilient culture.

Investment (improvement of financial judgements to indentify the consequences of disruptions.)

- More efficient reaction with cost awareness; - Better total cost of ownership; - Better relation with other topics such as quality management or sustainability.

Institutions (improved collaboration with partners and government is a prerequisite for expanded use, and to help improve resilience.)

- Better insight in collaboration and knowledge sharing- Better understanding for governmental cooperation;- Structured understanding of environment (including partners).

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Resilience as an Imperative in Public Transport Organizations Resilience as an Imperative in Public Transport Organizations ResultResult 3 (1): 3 (1):

“To identify the main elements that create knowledge about the resilience design;“To identify the main elements that create knowledge about the resilience design;Design of vulnerability and capability factors”Design of vulnerability and capability factors”

7)7) Vulnerability factors after verification:Vulnerability factors after verification:

Vulnerability Vulnerability factors (6)factors (6)

(exposure of organization to

factor)

Description Description

Turbulence Accidental

Environment characterized by: changes in external factors beyond internal control.

Threats,Intentional

Deliberate attacks aimed at disrupting operations or causing human or financial harm.

Pressures,External

Influences, not specifically targeted at the public transport organization that create business constraints or barriers.

Resource limits Constraints on output and productivity based on availability of connected factors of production

Sensitivity Relevance of carefully controlled conditions for product, service and process integrity and liability

Connectivity Degree of reliance and interdependencies on outside entities

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Resilience as an Imperative in Public Transport OrganizationsResilience as an Imperative in Public Transport Organizations Result: 3 (2)Result: 3 (2)


8)8) Capability factors after verification:Capability factors after verification:

Capability factorsCapability factors (14) (14) Description Description

Flexibility in Sourcing Ability to quickly change inputs or the mode of receiving inputs

Flexibility in Order and Demand Fulfilment Ability to quickly change outputs or the mode of delivering outputs

Capacity Availability of assets to enable sustained production or service levels

Efficiency Capability to produce outputs with minimum resource requirements

Visibility Knowledge of the status of operating assets and the environment

Adaptability Ability to modify operations in response to challenges and opportunities

Anticipation Ability to discern potential future events or situations

Recovery Ability to return to normal operations state rapidly

Dispersion Broad distribution of assets

Collaboration Ability to work effectively with other entities for mutual benefit

Organization Human resources structures, policies, skills and culture

Market position Status of organization or its product/services in specific markets

Security Defence against deliberate intrusion or attack

Financial strength Capacity to absorb fluctuations in cash flow

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Resilience as an Imperative in Public Transport OrganizationsResilience as an Imperative in Public Transport Organizations Result: 3Result: 3


9. Findings on progress in developing a resilience approach:

– Addressing resilience explicitly by TfL:• Based on compliance arguments;• Following the guiding principles;• No structured holistic approach;• No complete lists of vulnerabilities and capabilities.

10. The ability to use diagnostics proactively in the identification of potential vulnerability and capability factors that enable the organization to respond systematically when something unexpected occurs is referred to as:

Behavioural ResilienceBehavioural Resilience

Considered as a component of a resilience approach

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Resilience as an Imperative in Organizations Resilience as an Imperative in Organizations Objective 4:Objective 4:

“To ensure that public transport organizations are able to make linkages between vulnerabilities and capabilities”“To ensure that public transport organizations are able to make linkages between vulnerabilities and capabilities”

• Structure

1) Ability to measure and rank vulnerabilities and capabilities;

2) Ability to identify critical linkages between vulnerabilities and capabilities;

(potential of 84);

Finding: Balanced Resilience;Finding: Balanced Resilience;

Incr

easi

ngca

pabi

litie

s

Increasing vulnerabilities

Erosion of

profitability

Exposure to

disruptions

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““To ensure that public transport organizations are able to make linkages between vulnerabilities and capabilities”To ensure that public transport organizations are able to make linkages between vulnerabilities and capabilities”

3) Methodology to analyse linkages (potential of 84):

Triangulation:

• Existing literature and interview results;

• Experiment with all possible linkages:

– Design of questions from experiment to use in interviews

– Classification of effects in classes (Strong, Moderate, Low/No effect)

• Interview with PTO with selected linkages;

• Expert meeting

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““To ensure that public transport organizations are able to make linkages between vulnerabilities and capabilities””To ensure that public transport organizations are able to make linkages between vulnerabilities and capabilities””

5) Expert meeting:

To ensure managerial capabilities for applying resilience in public transport organizations within context of:

• Ability to measure, rank and linking vulnerabilities to capabilities;• Relationships between resilience and business performance.

Challenges:- Complexity increases: organizations are challenged more frequently externally;- Limited visibility: priority of day-to-day business interruptions rather than of - vulnerabilities;- Accountability is not clear: who is problem owner and what are responsibilities

of the respective stakeholders?- Willingness to engage is limited: what are the benefits internally and externally?- Justification: absence of metrics in cost and revenue indicators;

- Relevance in relation to other strategic issues: relevant but not urgent.

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Resilience as an Imperative in Public Transport OrganizationsResilience as an Imperative in Public Transport Organizations CONCLUSIONSCONCLUSIONS

“To ensure that public transport organizations are able to make linkages between vulnerabilities and capabilities”“To ensure that public transport organizations are able to make linkages between vulnerabilities and capabilities”

• The concept of contextual resilience is considered important and public transport organizations are able to develop this.

• The concept of cognitive resilience is accepted and public transport organizations are able to use the framework.

• The concept of behavioural resilience is accepted and public transport organizations are able to analyze the vulnerabilities and capabilities presented,

• Public Transport Organizations are able to work towards a balanced resilience approach.

Resilience as an Imperative in OrganizationsResilience as an Imperative in Organizations “To ensure that public transport organizations are able to make linkages between “To ensure that public transport organizations are able to make linkages between

vulnerabilities and capabilities”vulnerabilities and capabilities”

• Who takes the initiative?Public transport organizations need to introduce the management process of resilience systematically as an innovative action from a strategic point of view:

– Because both risk and resilience management will become competitive elements in the future, knowledge of the resilience management process of public transport organizations needs to be improved.

– Introduction of the resilience approach needs to be enforced from the outside because introducing a resilient approach is possible, but its urgency is not evident

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Resilience as an Imperative in Public Transport Organizations Resilience as an Imperative in Public Transport Organizations Conclusions and future directionsConclusions and future directions

Overall research objective: Overall research objective: Designing a framework to embed resilience in public transport organizationsDesigning a framework to embed resilience in public transport organizations

• With society demanding that the role of public transport shall be sustainable and public transport PTO/PTA be accountable;

• With public transport facing new disruptions that demands new approaches;• With an approach to embed and manage resilience in public transport

organizations.

Resilience is an Imperative in Public Transport OrganizationsResilience is an Imperative in Public Transport Organizations

Thank youThank you

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resilience as an imperative in public transport (pto and / or pta)

Documents

operation of public

public transport fares

smarter urban transport

secure transport disturbances

prague public transit

trade unions

prague city hall

cultural city