Podcast highlights: Season 2, Episode 14
The rail industry stands at a fascinating crossroad. It’s brimming with technological possibilities yet faces a unique set of hurdles in their adoption. In this episode, we speak with Vaibhav Puri. He’s RSSB’s Director of Sector Strategy and Transformation. Together, we look at the challenges of implementing new technologies and outline how we’re helping.
Rail faces several complexities when it comes to adopting new tech. This can make the process feel overwhelming. In particular, Vaibhav points to the ‘short-term cost of change and the associated risk of successful implementation’ as primary obstacles.
Another point he raises is the potential for a technology-centric approach among innovators. This, he says, can sometimes overshadow the broader context of change management. After all, building confidence through change is key. Creating an environment where adoption can occur gradually will be vital. This will allow for learning and adaptation during implementation.
Looking ahead with RSSB’s Futures Lab
Enter RSSB’s Futures Lab. This is a dedicated capability designed to prepare the rail sector for emerging technologies.
Vaibhav notes that Futures Lab’s focus isn’t on distant, irrelevant concepts. Instead, it looks at near-to-mid-term advancements. It acts as a forward-looking arm of RSSB, identifying incoming technologies and determining the necessary adaptations to risk management and standards.
A prime example of its work is its AI programme. Recognising the hype around AI, RSSB’s Futures Lab has taken a practical approach, developing a common language and toolkit for AI-powered solutions. This work, says Vaibhav, aims to create a shared understanding and help evaluate what works and what doesn’t.
Our commitments to you
Next, we looked back at RSSB’s 2024/25 Annual Business Plan. To start, Vaibhav highlights the progress made within the AI programme.
For example, the toolkit he previously mentioned aligns AI implementation with existing railway change management processes. One of these is the Common Safety Methods and Risk Evaluation and Assessment. The toolkit is now being trialled and refined with industry partners.
Another key output is forthcoming guidance on human factors in AI design. This draws on best practices from other sectors to ensure that people are at the heart of technological integration.
RSSB is also working with the BSI to map the evolving standards landscape for AI. This will provide crucial navigation for the industry.
For the 2025/26 Annual Business Plan, the focus is on building upon this AI work through practical case studies and exploring the convergence of AI with robotics and smart machines. This includes looking at the use of AI models in specific rail applications, like traffic and crew management.
Foresight and horizon scanning will also be critical. This will enable rail to spot emerging challenges and understand how technology can offer solutions to them.
At this point, Vaibhav emphasises that often, the technology exists, but the key is finding the right problem it can solve.
Staying grounded
When asked about promising future technologies, Vaibhav promotes a grounded approach. He says rail should be focusing on applying advancements to current challenges.
While acknowledging the potential of areas like quantum computing and its use in signalling, he stresses the need to address existing issues first. In this context, traction power advancements—like battery and hydrogen technologies—seem to hold significant promise.
From here, the discussion leads to the crucial aspect of testing and validation. Vaibhav highlights the need for efficient processes to enable the adoption of new technologies.
He highlights the concept of ‘sandboxes’. These are testing environments that can aid trialling and concept proving. However, he cautions that these must reduce the overall effort required for implementation and ensure a degree of cross-acceptance. This will be key to avoid redundant testing.
‘Think about the change’
In his final advice to rail firms, Vaibhav calls for a shift in perspective. ‘Think about the change,’ he says. ‘It’s not about the technology.’
Of course, technology is a key enabler. But its successful adoption hinges on understanding and managing the broader change process. Innovators need to think about the impact on people and the pace of implementation.
Finally, he encourages listeners to seek support from RSSB. We can help our members navigate this complex area.
Key takeaways
Focus on the ‘why’ before the ‘what’: Understand the specific problem you’re trying to solve before focusing on the technology.
Embrace a holistic view of change: Technology implementation is not just about the technology itself. It requires careful management of the wider organisational and human factors.
Build confidence through gradual adoption: Create an environment that allows for learning and adaptation during the implementation process. • Leverage resources like RSSB’s Futures Lab: Use available support to navigate the adoption of new technology.
Prioritise efficient testing and validation: Advocate for testing environments that reduce future effort and promote cross-acceptance of proven technologies.
