This paper explores the implementation of a centralised system of train control on the London Midland and Scottish Railway (LMS) to collect, collate and analyse information required for monitoring the conveyance of traffic and use of assets. The paper provides evidence for the emergence of dynamic capabilities and cautions how these concepts are used in practice. The articulation and codification of experience that defines Zollo and Winter (2002) organisational learning is used to detail the emergence of a more systematic approach to the management of a rail network. The purpose of the paper is to inform the history of management techniques as a set of routines and to offer caution in too rigorous interpretation of what constitutes specific operating routines as opposed to a separate dynamic capability.
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