What we learned…

Trust takes generations to build. At over 500 years old, trust is our calling card.

When it comes to building trust, Credibility and Intimacy are where we differentiate ourselves from our competitors.

But we mustn’t take this for granted, and from now on we can all monitor how we’re performing in these vital areas through the live dashboard in Qlik Sense.

Our call to action…

Access this data. Use the dashboards. Share them with your teams. Use data to drive your team’s performance and to improve the relationship between your team and your customers.

What we learned…

Also critical to building trust, is having low self-orientation: focusing on other people’s needs, interests, concerns more than on ourselves.

We can demonstrate this by being a leader in environmental sustainability, by lowering our carbon emissions even more than we already have done.

Our call to action…

Think about one small behaviour that you can change to help us build trust by caring for the environment.

What we learned….

Reliability comes from consistently keeping our promises to our customers—both to the individuals at their doorstep and the companies we deliver for.

. We need to aspire to nothing less than 100% quality. There are three simple steps to delivering this: 

1. Scan it

2. Clear it

3. Deliver it

Our call to action…

Every day we need to ask ourselves:

"Did we keep our promises today"?

“How did we serve our communities today?”

“Did we build trust today, or weaken it?”

What we learned…

The three core ingredients to that form the basis of all quality deliveries are:

• Trust at the doorstep
• Serving communities
• An extensive network

We are adding a new product line to our services: medicines and healthcare. The three core ingredients give us the ingredients we need to deliver this new service, Royal Mail Health.

Our call to action…

Share your ideas of where else in our communities we are trusted; to help us to explore what might be possible two years, five years, 20 years from now.

What we learned…

The 1% factor – the principle of small marginal improvements For this to happen, we all must play a part in testing, trying and getting it wrong – until we get it right.

Our call to action…

Volunteer, get involved, help us trial out new ideas. Exploring what works and what doesn’t, can help us apply the 1% Factor and make what seems impossible, become inevitable.

What we learned…

Digital Twin will allow us to see where every parcel is, where every van is, where every postie is. We’ll be able to send parcels on the most efficient route, diverting in the moment. Our posties will be able to deliver packages where our customers are at any given time, be it their home, a coffee shop, or a library.

And it will give us an abundance of real-time data like we’ve never had before and allow us to rival our competitors on parcel tracking.

Our call to action…

Help us get the very most out of Digital Twin by telling us: What data would help you improve your day-to-day? What information do you need, that you currently don’t have? How would this data impact you?

What we learned…

There is no skill we can take for granted. We are in a transformative age, in which we often have to unlearn old ways of doing things and learn new skills.

Our competitive edge depends on us all being lifelong learners. Being more adaptable, more experimental in our outlook, and willing to learn new skills and ways of working.

The Royal Mail Academy is fundamental to us developing the right skills and capabilities, through: leadership development, digital content, technical and job-specific training content.

Our call to action…

Own your development and apply the training you undertake in your role and with your teams.

Reflect on one thing you can do to ‘own’ your development. Talk to your Line Manager and the team at the Academy to identify where you can develop.

What we learned…

Rules, laws and principles are tailored for the day and age in which they’re developed. Our current USO – “A six-day a week, one price goes anywhere postal service to 31 million UK addresses” – is designed for letters in a pre-internet age.

We need to equip ourselves to be 100% focused on our customers and invest in what they want: More parcels, more frequently, in the greenest way, at the best price.

It’s time to refresh the USO in line with this – and organise our operations around it.

Our call to action…

Don’t be cautious and sceptical. This is the time for us to try, fail fast, learn and try again. This is the time for us to adopt an experimental mindset, to be open to change and even champion it.

What’s one thing you can do in your role to champion a refreshed Royal Mail USO? Can you even talk about it with your family and your friends as well as your colleagues?

What we learned…

The path to innovation is not linear; it’s riddled with hurdles. But each failure is valuable. In fact, it is critical for innovation.

To take this path requires courage, because the innovation journey is an uncomfortable one that requires us to embrace novelty and overcome our biases.

But our future rests on us taking this journey.

Our call to action…

Each of us has to adopt this experimental mindset. We need to be okay with failing; with getting it wrong and learning on the path to getting it right. And to be courageous enough to change.

In our roles, this could be as simple as improving a process by trying something new.