The United States Postal Service (USPS) was facing a massive disruption due to various reasons, including significant fixed costs, rapidly varying regulatory environment, declining profits, sudden increase in demands, and an excessive employee unions.
To resolve the issues, the USPS appointed many consultants that virtually came from an entrepreneurial background. Most of their suggestions were clear that challenge the existing status, find out the extent of disruption that the company was facing, evaluate the opportunities that the company would embrace by targeting the new segments, and find the alternatives quickly.
Would this direction, characterized by an entrepreneurship, likely to be successful for USPS? Is this approach only targets niche ideas that could not impact significantly? As many of the other developed countries were encountering the same disruption, were there lessons to be learned from these other postal services? The executives with consultants set in an office and settled into a task that, at first blush, not seemed possible. The author, Allen H. Kupetz, has affiliation with Rollins College.
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