SR Breaks Away from Public Institution Hierarchical Culture... Half of Executives Are Innovative Leaders

"Diversity of Talent Is Competitiveness"
SR Accelerates Transition to a Role-Centered Organizational Culture

Suseo High-Speed Rail (SRT) operator SR is accelerating its transition from the hierarchical organizational culture typical of public institutions to a role-centered organization.

SR recently announced on the 2nd that the results of an organizational culture diagnosis commissioned to an external professional agency showed a prominent shift from traditional 'hierarchy-oriented' to 'relationship-oriented' tendencies. While hierarchical leadership is common in 'railroads' and 'public institutions,' SR was different. It was found to be transforming into an organizational structure centered on collaboration and flexibility among members.

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Organizational leadership tendencies are also changing. According to the diagnosis, 50% of executives were classified as 'innovative leaders,' while only 9% were 'performance-oriented.' Among recommended leadership types, 'relationship-oriented leaders' accounted for the highest at 31%. The 'hierarchy-oriented leaders' common in public enterprises accounted for only 10%.

The composition of talent was also notably balanced. Various types such as immersive, facilitative, cautious, and ownership-oriented were evenly distributed, showing organizational diversity similar to global IT companies. The research team diagnosed, "A culture that reveals individual personalities and respects mutual differences is formed, providing a favorable foundation for change and innovation."

SR judged that the hierarchy-centered culture prevalent in existing public institutions limits leading innovation in railroad services and is actively promoting a transition to a role-centered organizational culture where diverse talent types coexist.

Based on the diagnosis results, SR is preparing ▲ a new talent system ▲ type-based workshops ▲ communication enhancement programs. In the future, the succession planning will also reflect customized development methods according to talent types. Succession planning refers to the talent management process that cultivates a prepared talent pool to fill roles when key personnel retire.

Lee Jong-guk, CEO of SR, said, "By implementing the value that 'diversity is competitiveness' into SR's organizational culture, we will revitalize the supplier-centered railroad industry and take a step ahead in the future railroad service competition."