Create a new performance-driven Public Transport Operator (PTO) for one of the biggest European network

Divert all of the business and support functions of the existing company by responding to legal constraints
Valuing the performance of a former monopoly
Empower future teams vs actual corporate teams and switch to subsidiaries
Design the target view in 4 months
Optimize the organization in an issue of performance and competitiveness to deal the tenders

Building a target organizational model:
- 130 workshops with nearly 100 business contributors to understand the current organization and processes and co-construct the target vision
- Iterations with decision-makers from impacted business departments and the RATP Group in order to collect their vision and create consensus
- Competitive benchmarks to compare the level of performance and competitiveness
- A Lean approach for the design of the target organization
- A sizing of the central structure and the Transport subsidiaries according to different hypotheses of scope of activity and the allotment on the part of the AOM
Defining a transformation trajectory:
- Synchronization and scheduling of the action plan in a retroplanning logic
- Preparation of an experimentation phase in order to validate the hypotheses retained and test the target organizational model

The target organization and its sizing based on the assumptions made
A modeling of the performance to be carried out at ISO markets and by hypotheses of the first gains/losses of market shares
A transformation plan to secure implementation
Shedding light on the future context and the need for transformation
A collective dynamic at the level of the whole Group