[Managing Change at Royal Mail]

by

Acknowledgement

I would take this opportunity to thank my research supervisor, family and friends for their support and guidance without which this research would not have been possible.

DECLARATION

I, [type your full first names and surname here], declare that the contents of this dissertation/thesis represent my own unaided work, and that the dissertation/thesis has not previously been submitted for academic examination towards any qualification. Furthermore, it represents my own opinions and not necessarily those of the University.

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Abstract

The need for a strategy to drive any change process. Points out that, following the lead of other major organizations, Royal Mail, the UK's major postal services organization, has adopted and adapted a business excellence model using the criteria from an established and tested quality award model. Discusses the approach taken at Royal Mail (North Wales/North West), the origins and evaluation of the model used, some early business performance improvement results, and a programme of key improvement initiatives which address the communication issues highlighted by self-assessments in the North Wales & West of England regional operating company.

Table of Contents

TABLE OF CONTENTS1

CHAPTER 1 4

Introduction4

The determinants of strategic change7

The New Competitive Landscape8

Royal Mail10

CHAPTER 212

History12

The method of strategic change22

Change management at Royal Mail23

The approach to HR strategy development25

Linking HR strategy to the business28

CHAPTER 330

The context within Royal Mail30

The approach to HR strategy development31

Benefits of the approach34

Why it worked35

Identification of the right metrics35

Engagement with and facilitation across stakeholders35

Robust, evidence-based approach35

Business rather than HR focus36

Developing the Customer First Strategy36

Training and Achieving Involvement37

Other Measures of Improvement38

Training over 100,000 Front-line Postmen and -women39

Directions Amended and Enhanced41

Current Initiatives41

Royal Mail Business Development43

Key Elements43

How Customers, Stakeholders and Employees See Our Achievements44

Business excellence review at Royal Mail (NW/NW)45

Business excellence review results46

Impacting initiatives47

1. Policy and Strategy47

2. Training48

3. Communication channels48

4. Information Systems Plan49

Evaluation of the EFQM Model49

The way forward54

CHAPTER 456

Discussion56

Implementation: Three Pillar Model of Commitment57

Corporate culture58

Change management, technology innovations and path to success59

Competitive advantages60

The hardest step of change62

The dissimilarities between organisational change and strategic change63

CHAPTER 566

Implications for practice66

Conclusion67

Recommendations70

REFERENCES71

APPENDIX - A75

LIST OF TABLES75

APPENDIX - B80

LIST OF FIGURES80

Chapter 1

Introduction

The oxford dictionary defines change simply as "make or become different". In essence change if the movement from one situation to another, whether deemed positive or not. The way in which this change is managed and implemented especially in the work place has become more important in recent times where change is needed at almost a constant rate because of the pace of the world around us. (Appelbaum et al 1998 289-301)

Culture is omnipresent in every organisation. However, employees and even management, rarely consider the powerful impact of culture in their decision-making process, as it is so well absorbed in its participants, that it is rarely noticed until new strategies or programs are to be implemented. (Chaharbaghi and Willis 1998 1017-27) Organisational culture can be pictured as an iceberg. The "tip of the iceberg", or the "surface" of culture are the visible artefacts and observable behaviours, for example the way people dress, acts and the symbols, language, ceremonies the members share. These elements however reflect only a ...