The Client

AMCL has worked with Rail for London Crossrail (RfL Crossrail) to help them to develop and gain an understanding of the Business Landscape they will be operating and maintaining when they become Infrastructure Manager.

Crossrail, Europe’s largest infrastructure project, is a £15Bn railway linking existing mainline and new subterranean metro infrastructure to establish a new East-West route across London. The new railway will provide key links from Reading in the West to Heathrow, the City of London and Canary Wharf to Shenfield in the East.

From improving journey times across London, to easing congestion and offering better connections, Crossrail will change the way people travel around the capital. Crossrail will increase London’s rail capacity by 10%, with the route bringing 1.5million more people within a 45 minute commute of London’s major employment centres.

RfL Crossrail is the start-up organisation charged with operating and maintaining the route. RfL Crossrail is responsible for defining an organisation, necessary business processes and information strategies to become the Infrastructure Manager for the railway when it opens. This will include interaction with key stakeholders (Network Rail, Transport for London, London Underground, MTR and the travelling public). RfL Crossrail represents a complex business model, including:

• A diverse infrastructure asset base;
• Multiple physical and information interfaces across boundaries to Network Rail and London Underground;
• Multiple departments and functions; and
• Multiple organisational and asset management business drivers and KPIs.

Project Scope

To drive development of its emerging business model, RfL Crossrail commissioned the development of a ‘Rich Picture’ graphic, the objectives being to provide a visualisation that clearly describes the RfL Crossrail business landscape, its stakeholders, overall management system and its goals in managing Crossrail. The picture was targeted at engaging internal and external stakeholders to ensure there was clarity about the RfL Crossrail business model, it’s common business drivers, and to provide understanding of
the asset base and business structure.

RfL Crossrail wished to adopt good practice in the definition of its business landscape, with alignment to relevant global standards, such as ISO 55001, and good practice guidance from bodies such as the Institute of Asset Management.

The key perceived benefit of the Rich Picture’s development is the engagement, dialogue and consensus with both external stakeholders and RfL Crossrail employees across multiple functions and information channels.


Having won the commission based on its extensive experience and knowledge of the Crossrail project and other mainline and metro railway organisations worldwide, AMCL proposed a highly structured development process which ensured clear and effective stakeholder engagement and buy-in throughout to define and visualise the future business model.

AMCL established an initial ISO 55001 compliant baseline for the RfL Crossrail business model based on our extensive understanding of best practice globally, and a development process which included three distinct stakeholder engagement phases, each facilitated by AMCL with key inputs, methodologies and objectives for each phase defined and managed by AMCL:

1. Initiation and scoping workshop – Senior managers from Maintenance, Operations, IT and Engineering defined alignment with the RfL Crossrail business plans and objectives, set the goals of the project, and captured the high-level business activities, elements and information items to be included within the future business model visualisation.

2. Development workshop – The RfL Crossrail senior management team, plus subject matter experts in key business process areas reviewed an initial iteration of the visualisation, identified further content, and refined key detail points within the
initial iteration.

3. Engagement and refinement workshop – Having established the core business model and the look and feel of the visualisation, a larger scale workshop was held with all key RfL Crossrail stakeholders to review the latest iteration of the diagram, identify final edits to optimise the visualisation against initial objectives and the company’s developing understanding of its wider potential uses and application and approve the overall content and approach.



Rail for London Crossrail


United Kingdom


Transport / Rail

“The Business Landscape Diagram has been a resounding success at [RfL] Crossrail. We have buy in at Director level now and we envisage that this will be an extremely useful aide as the organisation matures and evolves over the next 3 years.”

Glen Garrard
Business Change Manager