Change Leader Mr. Lalu Prasad YadavRailways Minister (2004-2009)

By:Amanpreet Singh Arora - 11BM60004Sumit Pal Singh - 11BM60048Krishna Mohan - 11BM60066Raghuram – 11BM60080Akhil Sood - 11BM60114

Changes brought by Mr. Lalu Prasad

• Refused to hike fares.

• Increased the load carried by a goods wagon from 81 tonnes to 90 tonnes. This gave an additional earning of Rs 7,200 crore.

• Upgraded tickets if seats were going vacant in the upper class. So, waitlisted passengers could be allotted seats.

• Maintained passenger profile so that bogies could be taken off or added to trains according to seasonal demand.

Strategies for communicating change

Tell & Sell Strategy

To turn-around the Indian Railways into a bigger profit making unit by introducing various reforms and communicating them to the lower management and employees.

Leadership Style

He had a commanding and logical type of leadership style, directing people towards various tasks.

He employed strategic actions by discovering a range of alternatives available to him through analysis and reasoning.

Non Interference - Encourage voluntary acts of initiatives

This had given him a position of strength to build organizational alignment to see through fundamental initiatives.

Skills in communicating change & CONSOLIDATING CHANGE

• Direct Approach: Communication to GMs - Act consistently with advocated actions– Sharp actionable statements in areas of freight, passenger, and

parcel and catering.

• Caring Attitude: Staff and Unions - Redesign reward system– Doubling of the contribution to the staff welfare fund. – Gang men in stone ballast were given footwear for safety– Outsourced food for all running rooms

• Image Building: Media – To highlight an initiative or an achievement, advertisements were

released. – Second best minister in the cabinet in 2006.

• Identifying Right People: Reorganisation– A nodal person had been appointed, Mr. Sudhir Kumar-link

between the MR and the Railway Board – Initiatives taken-increase axle load, market oriented tariffs,

reducing wagon turnaround, innumerable freight incentive schemes etc.

• The Railway Board & the launching stage of change – Block rake movement (which eliminated the need for yard based

sorting and marshalling),– Segregating the wagon stock with different speed and safety

CONCLUSIONThe focus was shifted from just the

ongoing strategic initiatives to the process of continuing such initiatives.

Strategies and processes were made customer centric ◦ Introducing rail food (Aahar), ◦ Tea in kullads, ◦ Reduction in fares ◦ Auto class upgradation system

The ‘turnaround’ during Mr. Lalu Prasad Yadav’s tenure in Indian Railways has demonstrated that IR is

indeed a sunrise sector.

THANK YOU