In 2001, CSX Corporation (CSX) reorganized the structure of its merchandise commercial group from separate groups managing each commodity-based line of business to a more functionally structured organization. The move was intended to provide greater controls and expertise required to compete successfully in a new, post-merger environment. This paper details the former and redesigned organizational structure of CSX’s railroad business. It also describes the study and analytic techniques used to support the change. Organizational Portfolio Analysis is used to examine the interconnections among the external markets and the performance fluctuations of each line of business, in order to better comprehend management's challenges, as well as to examine the internal interconnections among the lines of businesses to distinguish between areas of autonomy and synergy.
