INTRODUCTION
International expansion is rarely a linear process for railway companies.
Operating in a familiar regulatory, cultural and operational environment is one thing; entering new international markets is something entirely different.
This article reflects on the realities of internationalisation in the railway sector and draws on professional experience gained through cross-border projects and international cooperation initiatives. The reflections presented here were originally published as an opinion piece in The Officer and remain highly relevant for companies considering or consolidating their international growth strategies.
Internationalisation Is More Than Winning a Contract
One of the most common misconceptions in international railway projects is that organisations define success by securing a contract — often at the lowest price.
In reality, international expansion exposes organisations to a wide range of operational, regulatory and organisational challenges:
- unfamiliar regulatory frameworks,
- new technical standards,
- different decision-making cultures,
- and increased operational complexity.
For newcomers, however, these challenges can be overwhelming at first. Yet they also represent a powerful catalyst for organisational learning, process improvement and capability development.
Cultural Openness as a Strategic Capability
In practice, international projects inevitably require cultural openness.
The moment a company accepts that “things are done differently here”, it steps outside its comfort zone. This transition can be gradual, sometimes difficult, and occasionally conflictive. Not everyone within an organisation will immediately embrace it.
However, over time, international exposure reshapes internal mindsets, strengthens adaptability and fosters more resilient teams — provided that leadership actively supports the transformation.
International Strategy Must Belong to the Entire Organisation
A critical success factor is where internationalisation sits within the company.
International expansion should not sit within a single “international department”. Instead, it must become part of the company’s DNA — from warehouse operations to top management.
This implies alignment across all functions, including:
- engineering and design,
- legal and compliance,
- manufacturing and R&D,
- finance and procurement,
- logistics and human resources.
Only when strategic objectives are translated into concrete, organisation-wide action plans, can internationalisation become sustainable.
From Experience to Advisory Insight
Over time, the lessons outlined here stem from hands-on involvement in international railway projects and institutional cooperation initiatives. While these experiences were developed in previous professional roles, they continue to inform the strategic advisory approach now applied at JBS International Advisory.
Understanding how international expansion affects governance, operations and people is essential for designing realistic, resilient and value-driven international strategies.