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Union PacificThe Reconfiguration: America's Greatest Railroad from 1969 to the Present$
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Maury Klein

Print publication date: 2011

Print ISBN-13: 9780195369892

Published to Oxford Scholarship Online: March 2015

DOI: 10.1093/acprof:osobl/9780195369892.001.0001

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PRINTED FROM OXFORD SCHOLARSHIP ONLINE (oxford.universitypressscholarship.com). (c) Copyright Oxford University Press, 2021. All Rights Reserved. An individual user may print out a PDF of a single chapter of a monograph in OSO for personal use. date: 19 September 2021

The Problem

The Problem

Chapter:
(p.254) 19 The Problem
Source:
Union Pacific
Author(s):

Maury Klein

Publisher:
Oxford University Press
DOI:10.1093/acprof:osobl/9780195369892.003.0021

This chapter examines the changes implemented by Mike Walsh at Union Pacific Railroad as its new chairman. Walsh laid out an ambitious agenda for a company still struggling to absorb past changes. Some employees had been energized and rejuvenated by Walsh's exhortations and fresh approach, whereas others were worn down by the unrelenting pressure. He had launched a reorganization of the railroad, and had committed to improving its net income. Union Pacific also adopted a mission statement to be “the safest, most customer responsive, highest quality, lowest cost, most financially successful, and best managed” in the United States. Walsh put premium on the importance of customer service, quality performance, and communication within the ranks.

Keywords:   reorganization, net income, mission statement, customer service, quality performance, Mike Walsh, Union Pacific Railroad

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