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Keeping Royal Mail moving

Government | Building a Customer-Focused Organisational Culture

Growth Needs Assessment

Romec, a joint venture company between Royal Mail and Balfour Beatty, provided the engineering and facilities management services to all Royal Mail’s depots, sorting offices and staff offices in England and Wales, employing 4,300 staff. As part of the re-negotiation of a long-term contract, The Royal Mail were seeking improvements to the customer experience and transformational change above and beyond the existing contract.

Journey4 were initially asked to advise the Romec Exec team on how to improve service to its main customer, Royal Mail, in a way that could become embedded in the future culture of the organisation. Following a period of engagement with the Exec team, Royal Mail’s contract negotiation team and selected end users, it was recommended that an organisation-wide cultural change process be developed as opposed to focusing on specific areas or initiatives. 

“Journey worked with me and the Exec Team helping us to understand the customer experience and how it could be improved, working with our key client to agree this change as part of a major contract renegotiation. A stand-out strength of Journey’s approach was enabling us to engage our employees in designing and implementing the service transformation required.” 

Managing Director, Romec.

Our Approach

As our introduction to Romec coincided with the negotiation of a new 10-year contract for the Royal Mail services, we worked as part of the renegotiation team to ensure that the customers’ expectations were at the heart of the new contract, and with the Romec leadership team to start to implement the changes, particularly in culture, that would be required to effectively respond to the customers’ needs.

We worked with the Executive Team and a Working Group of selected senior managers to update the Vision, Values and Strategy which were subsequently launched under the ‘One Team, One Vision’ brand. The 4E’s framework was introduced at the start to identify the sort of areas that would have to change to develop a more customer-focused service and culture and the Organisational Alignment model was used for Vision, Values and Strategy development.

We established a Cultural Change Steering Group of senior leaders from across the business, in parallel to define the most appropriate change process. This approach included a range of customer interviews and discussion groups with front-line staff to ensure that perceptions of customer-focus and service were clearly understood at all levels.

Impact of our work

The insights drawn from this engagement process were used to shape a revised vision and strategy for the business, along with a values and behaviours framework that could be used to shape “the way we do things around here”.

This evolved into a significant business transformation programme, on the back of which Romec secured a £1bn contract. Journey4 was credited with playing a significant role in the re-negotiation and in demonstrating the organisation could become more customer focused.