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Achieving High Performance in A Competitive Postal Environment
As the forces of liberalization, competition, and technological substitution continue their inevitable march across the landscape of the postal marketplace, postal organizations around the world have found themselves under enormous pressure to change the way they do business.
Sylvain Bacon, Accenture, Michael S. Coughlin, Accenture
The Postal Project Volume 1, May 15, 2004
An Integrated Approach To Business Transformation
Strong leadership and a performance-based culture have transformed Australia Post into one of the world’s top-performing posts.
David H. Barker, Australia Post
The Postal Project Volume 1, May 15, 2004
Competitive Challenges: The New Postal World
A decade or so ago, few worried about the future of the post offices. Today, the changes that began in the 1970s and 1980s have mushroomed into a frenzy of privatization, partnerships, alliances, mergers, and acquisitions.
Georges Clermont, International Post Corp.
The Postal Project Volume 1, May 15, 2004
Driving Without Brakes Is Dangerous
Posts can achieve significant savings in erratic economic times by using hedging strategies that are common business practices in similar industries.
Wolfgang J. Koester, RimTec, Inc.
The Postal Project Volume 1, May 15, 2004
Electronic Notifications Delivery
Electronic notifications delivery defines a new set of value-added services for senders and recipients alike, creating potential for improved customer service and reduced costs for mail organizations.
Joaquin F. Bas Monerris, Accenture, Jeronimo Reguera, Accenture
The Postal Project Volume 1, May 15, 2004
Evolutionary Revolution
Creating high performance capabilities and long-term value in the postal industry depends on optimizing the efficiency and performance of its human capital assets.
Kathy L. Battistoni, Accenture, Karen Braeckmans, Accenture
The Postal Project Volume 1, May 15, 2004
Finance and Infrastructure: Competitive Advantage Or Performance Drag?
Posts must transform their finance and back-office operations from transactional-focused cost centers to organizations that drive performance.
Thomas Holtmann, Accenture, Paul Duff, Accenture
The Postal Project Volume 1, May 15, 2004
Governance and Board Structures
In this interview, Elmar Toime, executive deputy chairman of Royal Mail, tells of the critical element in initiating and leading change at the UK’s postal organization.
Elmar Toime, Royal Mail
The Postal Project Volume 1, May 15, 2004
High Performance Posts And Supply Chain
Effective management of processes and networks, essentially applying supply chain best practices, is critical to achieving high performance.
Brian Moran, Accenture, Jaume Ferrer, Accenture
The Postal Project Volume 1, May 15, 2004
High Performance Supply Chains Through E-Learning
Companies with well-trained, knowledgeable employees operate more efficiently, seize market opportunities more readily, and weather economic downturns more effectively.
Michael G. Mikurak , Accenture, David Y. Smith, Accenture
The Postal Project Volume 1, May 15, 2004
Improving Customer Relationships
Today, posts are looking to improve their customer relationships in the face of decreasing mail volumes and increased competition.
Craig Cornelius, Accenture, Paul Crook, Accenture
The Postal Project Volume 1, May 15, 2004
Innovation in Products and Services
Innovation in postal products and services is necessary to address volume decline, margin pressures, and competition resulting from deregulation.
Elina Piispanen, Accenture, Jerome Vercaemer, Accenture
The Postal Project Volume 1, May 15, 2004
Insight-Driven Marketing
Marketing leaders must reinvigorate their field with science and discipline in order to drive greater customer value and bottom-line results.
Shep Parke, Accenture, Neil Miller, Accenture, Kevin Messer, Accenture
The Postal Project Volume 1, May 15, 2004
Leadership and Cultural Change
Effective leadership is required to overcome cultural hurdles, effectively communicate the need for change, and create a better, stronger organization for the future.
Dr. Lynn Connors LaFiandra, Accenture, Dr. Ghislaine Degive, Accenture
The Postal Project Volume 1, May 15, 2004
Managing Union Relations
To achieve the degree of transformation necessary for future success, postal management and unions will have to embrace change and find new ways to work together.
Dr. Lynn Connors LaFiandra, Accenture, Antonia Bloembergen, Accenture
The Postal Project Volume 1, May 15, 2004
Maximizing Fleet Effectiveness
Maximizing fleet effectiveness is a rigorous and holistic process for re-engineering the management of large and diverse vehicle fleets in achieving the goal of lowest total cost of ownership.
Brooks Bentz, Accenture, Kris Timmermans, Accenture
The Postal Project Volume 1, May 15, 2004
Measuring Value Creation
Accenture developed the Public Sector Value Model for Posts as a tool to measure value creation and evaluate tradeoffs between public outcomes and economic value creation – often competing agendas.
Mark Younger, Accenture, Michael S. Coughlin, Accenture
The Postal Project Volume 1, May 15, 2004
Postal Services: A Reform Momentum
The future for the post industry promises to be more challenging than ever before. Postal administrations will soon have to deal with market requirements, competition, and most importantly, customer satisfaction.
Prof. Luis Nazare, Instituto Superior de Economia de Gestao
The Postal Project Volume 1, May 15, 2004
Procurement Reform Using Strategic Sourcing
Posts should consider strategic sourcing, a tool to make the process less cumbersome and more effective, in order to streamline procurement processes and achieve real savings.
David P. Gragan, Accenture, William Kilmartin, Accenture
The Postal Project Volume 1, May 15, 2004
RFID Applications for Postal Operations
Data-capture technologies are making choices and managing resources easier. These technologies are being employed to transform posts around the world.
Robert E. Mann, Accenture, Cyrille Bataller, Accenture, Kevin M. Mitchell, Accenture
The Postal Project Volume 1, May 15, 2004
Seeing Activity-Based Costs
In addition to supporting dimensional profitability, emerging techniques such as activity-based costing can play a greater role in overall business performance management.
David Southiere, Accenture, Hiroshi Goto, Accenture
The Postal Project Volume 1, May 15, 2004
The Address as an Asset
Addresses are a key asset that provide competitive advantage and are critical to the success of keeping the mail relevant.
Leigh-Anne Stanton, Canada Post Corp., Robert Leighton, Canada Post Corp., Mark Lambert, Accenture
The Postal Project Volume 1, May 15, 2004
The Customer Care Workforce: Driving Profitable Interactions
To realize significant bottom-line improvements, organizations must focus on developing those workforce segments that add the most value to the enterprise.
Patrick Mosher, Accenture, Eric P. Gist, Accenture
The Postal Project Volume 1, May 15, 2004
The Power of Mail
Posts can help their business customers see the value of using the mail channel as a key component of their own customer relationship management strategy.
John R. Wargo, United States Postal Service, Ken Ceglowski, United States Postal Service
The Postal Project Volume 1, May 15, 2004
Transforming Budgeting In Posts
Posts that re-engineer their budgeting processes away from a time-consuming process to a continuous planning and monitoring paradigm can unlock the power of budgets to improve responsiveness and strategic decision-making.
Mark Howard, Accenture
The Postal Project Volume 1, May 15, 2004
Transforming Customer Contact
Posts must realign customer treatment in accordance with customer profitability by undertaking major changes in customer relationship management strategies.
Robert E. Wollan, Accenture, Paul F. Nunes, Accenture
The Postal Project Volume 1, May 15, 2004
Transforming Japan Post
At the World Postal Business Forum in Brussels in October 2003, Masaharu Ikuta, the president of Japan Post, spoke about the biggest reform in Japanese postal services in 132 years. Until 2000, the postal operation was a part of Ministry of Posts and Telecommunications (MPT). Due to the reform in central government, the postal services agency was established as a separate agency under the Ministry of Public Management, Home Affairs, Post and Telecommunication in January 2001. On April 1, 2003, Japan Post was established as a public corporation wholly owned by the government.Pushing the Envelope has followed up Mr. Ikuta's presentation by interviewing Yoshiaki Honpo, a senior vice president of Japan Post, who shared with us more specifics on the strategies the post has employed to transform the way it does business.
Yoshiaki Honpo, Japan Post
The Postal Project Volume 1, May 15, 2004
Transforming the HR Function in an Era of Change
New research from Accenture offers insights into how economic and competitive factors are reshaping the role and influence of the human resource function.
Edward W. Jensen, Accenture, Jakob H. Kraglund, Accenture
The Postal Project Volume 1, May 15, 2004
Universal Service Facilitates Access to Information
The sustainable development of efficient and accessible postal services is an important part of the solution necessary to bridge the worldwide digital and information divides that currently exist.
Thomas E. Leavey, Universal Postal Union
The Postal Project Volume 1, May 15, 2004
Worksharing: The Essence of Liberalization
Posts around the world are hearing a wake-up call. The dynamics that drive postal businesses are changing big-time, and the days of a post’s statutory monopoly over mail are rapidly passing.
Dr. Gene Del Polito, Association for Postal Commerce
The Postal Project Volume 1, May 15, 2004
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