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Network SouthEast, like each other sector, was given primary responsibility for various assets (rolling stock, tracks, stations), and control resided with the primary user. Other sectors could negotiate access rights and rent facilities, using their own resources. NSE was able to exert much greater control and accountability over both its operating budget and service quality than BR could under its Regions. Relations were generally good between NSE and other sectors, although operating pressures sometimes forced staff to use equipment and assets belonging to other sectors to meet immediate needs.

On 1 April 1994, Network SouthEast was disbanded with its operations transferred to train operating units ready for privatisation.

Although NSE did not originally own or maintain infrastructure, it exercised control over almost all carrier core functions. NSE set its own goals and service standards in consultation with BR, and created its own management structure and oversight. BR allowed NSE to decide about scheduling, marketing, infrastructure enhancements, and rolling stock specifications on NSE-assigned lines and services.

In April 1990, British Rail Chairman Bob Reid announced that sectorisation would be made complete, with regions disbanded by 1991/92 and the individual sectors becoming directly responsible for all operations other than a few core long-term planning and standards functions. Network SouthEast thus went from a business unit of around 300 staff to a major business operation with 38,000 staff and a £4.7bn asset value – large enough to be ranked as the 15th-biggest business in the UK.[3]

Upon sectorisation, the London & South Eastern sector took over responsibility for passenger services in the south-east of England,[2] working with the existing BR business units of Regions and Functions to deliver the overall service. Day-to-day operation, staffing and timetabling continued to be delivered by the Regions – and the sector came into existence with barely thirty staff based at Waterloo.[3]

On 10 June 1986, L&SE was relaunched as Network SouthEast, along with a new red, white and blue livery.[2][4][5] The relaunch was intended to be more than a superficial rebranding and was underpinned by considerable investment in the presentation of stations and trains, as well as efforts to improve service standards.[3] This approach was largely brought about by a new director, Chris Green, who had presided over similar transformation and rebranding of ScotRail.