Österreichische Post AG (Austrian Post Service)

The Austrian Post Service is restructuring its branch network. The Rapid Result method delivers an important fitness program for cultural change.

10 branch- and area leaders have had 100 days’ time to prove that apparently impossible, extremely challenging results can actually be achieved. Examples are: doubling of sales figures for services, economic turnaround of branches, or massive revenue increase in philantely. The top management set the framework for this project, gave space for self-responsibility and promised immediate support for upcoming problems. The project leaders worked on the realization of objectives in their branches/regions together with their employees. New sales ideas evolved, new behavior was tried and every three weeks all project leaders met in workshop to exchange experiences and common training impulses. After four months an evaluation workshop with all branch network managers was held. The results were right, but even more important was the understanding about the realization of goals: which obstacles were there; where did it work to remove barriers, how was freedom used etc. Thereby excellent impulses were collected for the further development of the branch network. Instead of theoretical concepts there were practical experiences, fundamental changes in the structure, training programs and an interaction between central departments and in the branches.

Collection, sorting, transport and distribution of around 1 bn. letters and approximately 4.3 bn marketing materials has been the task of the business unit “Production and Logistics” in the division “Letters, Marketing Materials & Branches” of the Österreichischen Post AG in 2012.

The necessary Austrian-wide operative areas and organizations, like distribution centers and delivery points, are supported by the central units. The focus is on the ongoing development of quality and efficiency.

During the first half of 2013, these central areas were analyzed regarding their organizational structure, the division of tasks and interfaces to the operative areas, as well as their role definitions. Afterwards they were newly structured.

ICG consultants supported with a diagnosis and the development of options for the restructuring of central areas. The main steps in this focused and very outcome-oriented project, involving various contact persons of the Österreichische Post AG, were:

  • A compact definition of the current situation from an inner- and an outer view
  • The development of an effective and efficient task- and role definition between central and operative areas
  • The development of options for structures, interfaces
  • The support in the decision-making process
  • The implementation plan

The new organization was implemented immediately after the 2-month conception