Abstract
Strategic drift of Indian Railways is due to its stagnant track
capacity, declining freight transport, project overrun, poor operating
ratio, and, lack of autonomy. This paper proposes two constructs for IR
to mitigate sectoral competition and augment investor credibility for
the next decade. The first construct is a meta-competency framework to
regain its core-competency out of its constituent skills. The second
construct is the top-down approach by the Government in creating a
radical unitary public sector organization amalgamating railways,
highways and inland waterways under Surface Transport Ministry. Further,
this paper is a guidance to create an ecosystem for foreign direct
investment and corporate restructuring of select IR subsidiaries in the
Ministry of Railways. Strategic architecture discourse is on
prioritizing economic value over
passenger business.