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  "documentTitle": "Rail industry cost and revenue sharing (2011)",
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  "authorName": "L.E.K.",
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      "text": "The bespoke line-of-sight deals approach could be combined with any other the options; it is not an alternative to other options.",
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      "text": "It should be noted that the bespoke line-of-sight deals approach could be combined with any other the options. It is not an alternative to other options",
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      "text": "At four workshops, stakeholders put forward the proposal that the cost / revenue sharing mechanism should instead be based on bespoke, “line-of-sight”, deals: \n“... You're more likely to get benefits through a willing buyer, willing seller approach. Start by identifying a tangible opportunity and if that works then move onto the next one. You'll build trust that way ...”\n“... Why not just focus on line-of-sight deals where you can see an opportunity? ...”",
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      "text": "The overwhelming reaction from TOC stakeholders to a full cost and revenue sharing mechanism (Option 4) was negative",
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      "text": "The key benefits of this type of approach are:\n- there would be a strong sense of purpose because the mechanism would be focussed on tangible opportunities\n- there would be a direct link from each party's actions to the rewards\n- deals could be structured to focus solely on the costs, revenues and risks that are directly relevant to the identified opportunity. Stakeholders would not be exposed to the much broader set of risks that are outside their control\n- it would be a consent based approach. Nobody would be forced to do anything against their will. L.E.K.’s alliancing best practice review highlighted the critical importance of senior management buy-in\n- it would allow trust and partnership behaviours to develop over time, thereby opening the door to more comprehensive joint working in due course",
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