From apprenticeships and qualifications to professional development and employability skills. Supporting learners, partners, and centres with tools to deliver, assess, and grow.
Join a professional community committed to excellence in management and leadership. Access exclusive resources, and recognition pathways including Chartered Manager.
Connect, celebrate, and lead with CMI’s vibrant community. From events and awards to networks and campaigns, get involved and help shape the future of management.
Stay informed with expert insights, thought leadership, and the latest in management. From in-depth features to practical guidance, explore the ideas shaping today’s workplace.
Learn about CMI’s mission, values, and impact. From our Royal Charter to governance, careers, and sustainability commitments, discover who we are and what drives us.
09 July 2015 -
Blayne Pereira
Managers across the capital have braced themselves for the effects of the worst London Underground strike since 2002. Whether it’s working from home or allowing staff greater flexibility with their working hours, the industrial action is set to cost the capital £300m. Transport for London (TfL) is running extra services on its bus and river networks throughout the disruption to try to cope with the surge in demand.
TfL head of analytics Lauren Sager Weinstein deals with a myriad of data sources on a daily basis – from Oyster Card journey histories to bus and tube timetabling and everything in between. Her mission: “How can we run our services better and serve our customers better using data?”
She recalls how TfL dealt with the closure of Putney Bridge in Summer 2014 for urgent maintenance. “We were able to work out that half of the journeys started or ended very close to Putney Bridge,” she said. “The bridge was still open to pedestrians and cyclists, so we knew those people would be able to cross and either reach their destination or continue their journey on the other side.”
As for the other half of the journeys, Weinstein said that in order to serve the needs of those passengers who used the bridge as the mid-point of their journey, TfL “increased bus services on alternate routes [and also sent customers] personalised messages about how their journey was likely to be affected.”
It is a perfect example of how Big Data is enhancing modern life.
TfL will be using similar methods – right now – to contend with the tube strike but, given that millions of people will be seeking an alternative mode of transport to commute, it is unlikely there will be enough buses to go round. Even with the old Routemasters forced into service.
Managers everywhere should take note of how TfL uses data to increase efficiency on its service and keep the capital moving. Clearly, investing in new infrastructure – such as Crossrail – is the obvious solution to increasing network capacity, but that’s both expensive and time-consuming. That is where data can provide a more immediate answer: low productivity has become an endemic problem in the UK – something that simply shouldn’t be the case when you consider the range of metrics available.
Lauren Sager Weinstein was talking at the recent MT Live event, hosted by Management Today in partnership with CMI
Image courtesy of William Perugini / Shutterstock.com (note: @InsightsCMI Twitter image courtesy of CristinaMuraca)
› The persistence of presenteeism and other nuanced nonsense
› A new age of vulnerability: why inclusive leadership matters more than ever
› Ask yourself: "How do I make my employees feel?"
› Finance and the Diversity Dividend
For more information or to request interviews, contact CMI's Press Team on 020 7421 2705 or email press.office@managers.org.uk
› The 5 Greatest Examples of Change Management in Business History
› Four companies that failed spectacularly, and the lessons of their premature demise
› 6 companies that get employee engagement – and what they do right
› 4 Signs That Racism May Be An Issue In Your Workplace
› How to build an Effective Team: focus on just 3 things