SwitchPoints is the inspiring story of how Canadian National Railway (CN) advanced from good to great in a few short years–becoming North America's top-performing railroad and a favorite with of corporate customers and investors. In it, the authors reveal how company-wide culture change propelled this aging transportation giant to become the profitable powerhouse it is today. Rich with insights and anecdotes, SwitchPoints offers lessons that can be applied to any organization seeking to improve the bottom line by improving their culture.
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Introduction: A Broken Culture. |
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Part I. Building North America's Top Railroad. |
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Chapter
1. The Road to Best-in-Class. |
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Chapter
2. Culture Change on the Fast Track. |
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Part II. Clarifying the Vision. |
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Chapter
3. CN's Five Guiding Principles. |
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Chapter
4. The Culture of Precision Railroading. |
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Part III. Choosing the Right Switchpoints. |
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Chapter
5. How to Change CN's Culture? |
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Chapter
6. Creating A Culture of Discretionary Performance~SM. |
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Chapter
7. Creating Q4 Leaders to Drive Change. |
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Part IV. Selecting the Tools for Change |
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Chapter
8. The Science of the ABC's. |
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Chapter
9. The Commanding Power of Consequences. |
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Chapter
10. The ABC Toolkit. |
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Part V. Aligning the Switches. |
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Chapter
11. Finding a Champion. |
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Chapter
12. Testing the Business Case. |
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Chapter
13. Gaining Visible Sponsorship—The CEO's Essential Role. |
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Chapter
14. Learning from a Strike. |
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Chapter
15. Planning the Trip. |
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Chapter
16. Making the Case for Change. |
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Chapter
17. Expanding Sponsorship. |
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Part VI. Assessing Switchpoints Impact. |
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Chapter
18. Applying the ABC's: “Dressed & Ready”. |
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Chapter
19. Early Wins With the ABC's. |
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Chapter
20. Demonstrating Q4 Leadership~SM Through the ABC's. |
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Chapter
21. Life or Death Leadership. |
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Chapter
22. Sawing Our Way to Improvement. |
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Part VII. Spiking the Switches. |
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Chapter
23. Leadership Competencies to Support the Change. |
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Chapter
24. Performance Scorecards for Unionized Employees. |
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Chapter
25. Learning Through the Railroad MBA. |
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Chapter
26. “Hunter Camps” Develop Leaders. |
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Chapter
27. The Power of Consistency (17 Out of 17). |
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Chapter
28. Developing Internal Consultants. |
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Chapter
29. Sustaining Culture Change. |
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Chapter
30. Sharing Our Story. |
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Chapter
31. Improving Relations with Our Unions. |
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Part VIII. Learning from Our Journey. |
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Chapter
32. Top Ten Tips for Leaders Using the ABC Methodology. |
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Chapter
33. The Culture Change We Achieved. |
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Chapter
34. The Final Word. |
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JUDY JOHNSON, PhD, a Partner with the Continuous Learning Group (CLG), applies behavioral science to help leaders create environments that dramatically improve organizational performance and profitability. Johnson coaches executives on personal leadership and executing strategies through pinpointing key behaviors that lead to success.
LES DAKENS, retired Senior Vice President of People for CN, was responsible for strategic direction of CN's Human Resources and Labour Relations in North America and worldwide. Prior to joining CN, Dakens was Vice President of Human Resources for the North American division of the H.J. Heinz Company.
PETER EDWARDS, Vice President of Human Resources for CN, is responsible for human resources, culture change, implementation, leadership, and organizational development. He assisted CN's CEO in writing two landmark books for employees.
EDWARD (NED) MORSE, a Senior Partner with CLG, offers three decades of experience helping Fortune 500 executives develop and implement business-critical strategies. Morse has worked with clients in transportation, petrochemicals, food service, healthcare, engineering, telecommunications, insurance, pharmaceuticals, and retail.
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