Managing the California High-Speed Rail Authority's Vision Compared to the Japanese "Shinkansen" Business Model and Vision

1. Managing the California High Speed Rail Authority CHSRA Management’s Vision and Project Concept to Implementation Compared to the ” Shinkansen” Business Model and Vision Roger Bazeley – MTI –High speed Rail Management – MTM296F/

14. JR-East: The 2020 “Shinkansen” Business Vision

15. JR-East: The “Shinkansen” Customer Businesses To developing life-style businesses to increase non-transportation operating revenues by 40% of TOR by 2018; and to establish “Suica” electronic debit/money card system

33. Shinkansen + TOD: Public Private Partnership to Develop Business and Revenue Opportunity: Business Strategy /Community Benefits

34. CHSRA + TOD: Public Private Partnership to Develop Business and Revenue Opportunity: Business Strategy /Community Benefits CHSRA “Station Area Plans” are opportunities to define vibrant mixed-use, accessible transit villages and quality transit-oriented development (TOD)-place where people want to live, work, shop, socialize/entertainment and spend time. These plans at CHSR station sites should incorporate mixed-use developments, commercial /businesses services, educational facilities, child care centers, pocket parks, bike facilities, car share facilities, and other amenities to serve CHSR customers and the local community. Illustration: San Francisco Downtown Train bay Terminal Project; CHSRA/SFCTA

35. Motivating CHSRA Creativity and Business Innovation through Leadership: Learning from the U.S. Private Sector Business Model Design strategy and innovation plays a key role in product and service differentiation, decision-making and understanding the customer’s experience. Effective leadership and managers embracing a vision of improvement of existing transportation systems need to grasp the importance of the roles of innovation and creativity in the process of developing leading edge transportation systems and solutions that fully benefit society. This requires integrating design and creative strategies within the traditional roles of managing the organization’s operations and its mission through discipline, focus, and leadership. APPLE Steve Jobs & Design Team

36. Motivating CHSRA Creativity and Business Innovation through Leadership: Learning from the U.S. Private Sector Business Model The private sector leadership models for driving creativity and innovation should be viewed as fluid and evolving examples for how private and public transportation organizations could move innovation to the front for creating a CHSR Project that is more responsive to the customer’s needs and demands. APPLE CEO S. Jobs and Design Team “ Tolerating mediocrity in the quality of a new product, service, or project like the California High-speed Rail should not be accepted or tolerated by the CHSRA. “ RMB Leadership must take the ultimate responsibility for its actions, vision, and business ethics by virtue of the authority bestowed by the principals of “public trust”. Encompassing the role of leadership in an increasingly complicated, regulated, and political/policy driven environment are unpredictable risks that challenge and can compromise and diminish the effectiveness of leadership. To be a truly great leader one must have etched in the soul the principals of “doing the right thing”, the belief of integrity and service for the benefit of the public.

38. Business Owners: People