Case History
Post Office - Sales & Marketing
Client situation
Following the recent arrival of a new Chief Executive, and against the background of significant regulatory and sponsorship uncertainty, the organisation had begun a period of significant and all-encompassing change. The Board were grappling with the combined imperatives of growing revenues, while making a cultural shift from highly traditional and bureaucratic, to more innovative, responsive and forward thinking. Much of the pressure generated by this combination fell to the Sales & Marketing Director.
Following the recent arrival of a new Chief Executive, and against the background of significant regulatory and sponsorship uncertainty, the organisation had begun a period of significant and all-encompassing change. The Board were grappling with the combined imperatives of growing revenues, while making a cultural shift from highly traditional and bureaucratic, to more innovative, responsive and forward thinking. Much of the pressure generated by this combination fell to the Sales & Marketing Director.
Client problem
To raise sales and profit performance, while implementing fundamental changes within the S&M division, developing new working alliances, and preparing for significant reorganisation.
To raise sales and profit performance, while implementing fundamental changes within the S&M division, developing new working alliances, and preparing for significant reorganisation.
What we did
Supported the Sales & Marketing Director to:
Supported the Sales & Marketing Director to:
- Identify the core priorities for organisational change, and make these a primary focus
- Specify the required transition for the S&M top team, and enrol the team
- Make collective and individual development changes against a clear development plan
- Provide strategic and tactical support to the Board, particularly in relation to Sales & Marketing, and the development of strategic alliances
Results
The S&M division completed its transition and was handed over to the new S&M Director successfully; targets were exceeded by 25%.
The S&M division completed its transition and was handed over to the new S&M Director successfully; targets were exceeded by 25%.
"Although the rationale for what we were trying to do seemed sensible to everyone concerned, in practice I could see that there was great potential for both individual and organisational disruption and distress - my concern was that in our highly traditional organisation we might fail to act decisively and flexibly enough to make the changes we needed to make quickly enough.
Inspiring Change made the issue of enrolling and supporting people, and navigating difficult corporate politics, straightforward.
Not only did my team and I exceed our profit targets, we also delivered to the organisation a newly formed division, well equipped for the next phase of the organisation's development."
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