I have to start this piece by stating my “fight” with Metrorail has
never been personal, nor have I ever criticized an individual. If you carry the
portfolio, then you have to deliver to expectations and the unexpected.
I don’t need anyone to tell me, I am well aware many within Metrorail
feel offended when I say certain portfolios are incompetent. Someone once said
only someone who is guilty will feel offended.
When criticizing Metrorail I have always done so with facts and yes I
have been proven wrong on an occasion or two.
Metrorail’s problem is that every department works like an island. Many
within the state owned enterprise are also so focused on their own thrones;
they forget the company operate with infrastructure older than six decades
causing many of our frequent delays.
Since the parastatal declared itself in the ICU in March 2014 it made
a good recovery with a few relapses inbetween. Metrorail however slipped back
into a critical condition in March 2016 – without them even knowing this.
It is two years since I wrote Metrorail now Metrofail and despite
undertakings from the company, nothing was implemented to address their lack of
effective communication.
In April 2014 I proposed some more solutions to this disaster waiting
to happen and despite some of it being implemented; it seems many staff are
still on a delayed train, when it comes to implementation.
I’ve had the privilege of visiting Metrorail’s heartbeat and my first
observation was that there is an I in their team work. Apart from a few staff
changes, nothing in that Operational Centre has changed.
The decision-makers at Metrorail are well aware of what should happen.
Flip they even had a presentation on effective pro-active communication being
done for them and two documents on the status; challenges and solutions of our
Railway service to their disposal.
So why are commuters still in the dark?
See besides many not knowing how to get off that island, there are
also those who don’t want to be the odd one out and criticize what is wrong.
Many are also caught in the culture of apologizing for the
inconvenience and look or make up an excuse – instead of taking my 2014 advice
and just speak the truth.
Customer Communication is not a priority for Metrorail, was it a
priority they would have:
- Revised the invisible Customer Service Communication Policy
- Implemented a more proactive strategy approach
- Be honest with commuters and not apologise for what they cannot control
- Make up excuses why key departments cannot address challenges head on
- Made so many errors in announcements and SMSe
Customer Communication is not a priority, because meeting financial
targets – for the organisation to keep its head above the water – is.
Despite the above Metrorail is not all bad. There are many talented
and competent individuals at the company. There is also nothing no one can do
or say that will do any more harm to Metrorail, than the critical state it is
in already.
Metrorail should thus apart from learning the word team, also learn to
communicate the truth and tell a thing as it is.
