Mobility & Logistics

Context and Need 

Following operational issues identified in an internal employee survey, the Marketing Director of the Travel Division sought our support in conducting a diagnostic assessment of the department’s organization.

Over a six-week period, we carried out this assessment, which led to recommendations for organizational improvements. These proposals were discussed and validated by the Marketing Executive Committee, after which Onepoint supported the Marketing Department in the implementation phase.

Solution 

We conducted a diagnostic phase that included:

• Interviews with employees from across the Marketing Department,
• Quantitative analysis of skills and their distribution,
• Benchmarking on the typical positioning of digital factories,
• Development of recommendations, including guiding principles for the new organization and a macro-planning of the transformation.

We then provided operational support during the implementation phase of the transformation.

Result 

The initiative led to improved workflows and stronger synergies between the Marketing teams and the Project Factory staff. Additionally, the transformation resulted in the creation of a new Directorate for Routes and a Data Directorate.

Context and Need 

A leading railway operator engaged Onepoint to support the creation of a new Tram Train establishment for Paris Est. The main challenges involved building a multi-disciplinary organization integrating Traction, Command Post, Commercial Services, and later, Rolling Stock (Phase 2). The objective was to foster cross-functional collaboration and drive continuous improvement.
Following the establishment’s creation, the project continued with the integration of the Rolling Stock division, further enhancing collaboration across different operational teams within the T4 perimeter.

Solution 

Onepoint structured the project governance, onboarded lot managers (who were not hierarchically attached), formalized steering committees, and ensured risk monitoring, action tracking, and coordination.
We provided methodological support and facilitated workshops on:

• Organizational structure (identifying staff to be integrated, defining new roles, managing non-integrated personnel, and proposing solutions).
• Continuous improvement (reducing friction between departments, introducing pivotal roles for multi-service topics such as infrastructure works, and enhancing project management skills).

We also assisted in implementation, focusing on processes, procedures, role definitions, and collective intelligence seminars.

Result 

This initiative led to the creation of a new multi-disciplinary establishment, strengthening operational resilience for the railway line.
Key outcomes included:

• A shift in service priorities, emphasizing customer service over control.
• Upskilling of the support team in continuous improvement and lean management.
• Increased operational robustness by bringing teams closer together and improving cross-functional processes.
• Stronger managerial coherence in the governance and execution of projects.

Context and Need 

To identify opportunities for improving operational workflows, a major railway operator sought to conduct an audit of interactions between its central departments (Marketing and HR) and a territorial operational division within its Travel branch.

The objectives of this initiative were to:

• Propose improvements to streamline interactions and enhance the collective performance of territorial divisions and central departments.
• Define a more effective positioning for the central department in alignment with the strategic priorities of the Travel branch.

Solution 

We conducted around 40 in-depth interviews across the three relevant departments to map out interactions and assess their relevance and challenges.
Alongside this, we facilitated small-group discussions to identify inefficiencies objectively.
These analyses informed a series of workshops, leading to the development of a shared action plan for the three departments.
Additionally, we supported the evolution of Customer Relations, both in terms of its macro-level positioning and its micro-level activities.

Result 

The project delivered:

• A detailed roadmap and action plan to improve operational workflows between the Marketing, HR, and Territorial divisions.
• A comprehensive mapping of interactions between Central Departments and the Territorial Division.
• An objective assessment of inefficiencies and corresponding action plans to optimize processes.