In its former high-flying days, GE’s business model was praised in most MBA programs for its skills in planned, self-destructive obsolescence to cannibalize its operations; to reinvent itself to always stay ahead of the competition by pushing competitors back on their heels. Today, Sir Richard Branson evidences that business acumen quality sorely lacking at Amtrak between the political appointees indifferent to stewardship on the Board of Directors and the ranks of “cardboard senior and executive management” dutifully towing the party line.
Virgin Trains USA
Everybody has been watching Brightline, the bold upstart operator of private-sector passenger trains in a nation where every other scheduled train is operated in the public sector, either by Amtrak or by a local transit authority. There has been a lot of news about Brightline lately, and this writer originally intended to focus on the customer experience and the railroad’s plans for the future.
Florida’s Brightline private higher-speed passenger rail service has a new investor, Virgin Group, headed by British billionaire Sir Richard Branson. Virgin Group will make a minority investment in Brightline, which will be managed and operated by Brightline’s executive team and affiliates of Brightline parent Fortress Investment Group. Brightline will rename itself Virgin Trains USA in November and transition to Virgin Trains USA branding in 2019, “leveraging the Virgin brand and marketing expertise for existing and future developments.”