Organisational Change Management – Hire Academic Expert

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Unit: HRMT20028 – Organisational Change Management
Term 2, 2018
Assessment 3: Individual Case Study Report
Individual case study report: 40%
Word limit: 2000 words (excluding title page, reference list and any supplementary material)
Due date: on Monday, 1 October 2018, 11:45 pm (Week 12)
Referencing: APA style
Assessment submission: all assessment must be submitted through Moodle
Assessment Task
The assessment requires you to examine an organisational case study. The chosen organisation is
Australia Post. The case study is selected due to various changes and reforms implemented in the
company. Students are required to undertake the following before undertaking this assessment:
1. read and analyse the most recent
annual report of the company. The annual report outlines
the organisations performance in various areas, challenges, organisational strategy, and
governance arrangements
2. read and review internal news releases of the company related to its performance, leadership
and changes (see attachment 1 which has examples of 3 selected news). Other Australia Post
news can be accessed on
news releases. Students are welcome to review other documents
available on company website to understand their performance and contributing factors
3. read about and analyse Australia Post and other organisations on changes and reforms from
external media sources (e.g. Newspaper/magazine), and academic journals
Once you have read and analysed the above, then you are required to prepare a report which
analyses the following questions/topics.
a) Outline key changes and reforms implemented by Australian Post
b) Discuss driving factors that contributed to the reforms
c) Identify people development strategies implemented by Australian Post to overcome any
resistance to change
d) How Australia Post has aligned its future strategies to manage change and innovation to lead
in global business environment?
e) What lessons have you learnt after analysing the Australia Post case study?
Students are welcome to outline their views, ideas or perception, however it needs to be supported
by academic literature.
Your essay should be structured as follows:

Introduction Clearly outlines what the essay is about. The introduction provides a brief
synopsis of the essay.
Analysis of the
discussion
questions/topics
You will address the five discussion questions below. Students are asked to
have separate headings on each of the discussion questions. The use of 15
academic papers will be cited in this section of the essay. Please do not
plagiarise the text from the organisations website. Use of any material must
be properly acknowledged
a) Outline key changes and reforms implemented by Australian Post
b) Driving factors that contributed to the reforms

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c) People development strategies implemented by Australian Post to
overcome any resistance to change
d) How Australia Post has aligned its future strategies to manage
change and innovation to lead in global business environment?
e) What lessons have you learnt after analysing the Australia Post case
study?
Conclusion Outline a brief conclusion. The conclusion will provide a summary of your
findings.

A minimum of 15 academic papers should be part of your literature review. Reference to the
corporate or strategic plan and other corporate documents is in addition to the 15 academic papers.

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Attachment 1: Media News
Australia Post delivers strong full year profit before tax of $126.1m despite record letter
volume decline
25th August 2017
Revenue up 3.7 per cent year-on-year to $6.8 billion
Strong performance in Parcels business with PBT up 4.8 per cent to $299.7 million
Letters business continues to face significant challenges in the face of record letter volume
decline of 11.8 per cent contributing to $180.2 million loss before tax
Capital expenditure of $296 million on network investments across parcels and letter
facilities
Increased support to our crucial licensee network, including $29 million in additional
payments, bringing total payments to $450 million this year
All community obligations, including service performance standards, exceeded for the 17th
consecutive year
Australia Post today announced a full-year profit before tax of $126.1 million, up from $41 million
(or 307 per cent) in FY16, as continued strong growth in the parcels business allowed for
reinvestment in customer service initiatives.
Parcels profit before tax increased by 4.8 per cent to $299.7 million, a strong result in a very
competitive market. Addressed letter volumes, down 11.8 per cent, contributed to a $180 million
loss before tax in the postal business.
Australia Post Acting Managing Director and Group CEO Christine Corbett said this result
demonstrated the shift to becoming a major eCommerce player is paying dividends.
“Our parcels business has experienced a strong year with 4.8 per cent revenue growth and an
increase in volume delivered across the domestic and international network. Last Christmas we had
our largest ever parcel delivery day, with more than two million parcels delivered in a single day, and
we’ve continued to experience strong growth throughout what is traditionally a quieter second
half,” Ms Corbett said.
“With new entrants to the market contributing to overall growth in eCommerce volumes, we expect
our parcels business to continue to grow, allowing for reinvestment in customer initiatives like
MyPost, parcel lockers and digital trusted services.
“A pleasing highlight this year was an increased Net Promoter Score for customer engagement and
we recently signed a new three-year Enterprise Agreement strongly supported by our large award
workforce.
“The letters business still presents a significant challenge, with our largest ever 12 month volume
decline experienced this year. We need to continue to ensure this business is sustainable, while
managing the declining foot traffic in post offices, and we are speaking with the community on how
they may use the letters service in the future.”
Australia Post has advised strong parcels growth is expected to continue however the structural
decline in letters will put pressure on the profit outlook for FY18.
Australia Post also today released the 2017 Remuneration Report for key management personnel.
This report is available at auspost.com.au/about-us/news-media/publications

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The Annual Report will be tabled in Federal Parliament later this year.
-Ends
Figure 1: Commercial and Community Service Results for FY17
Figure 2: Cumulative volume loss in addressed letters (FY08 – FY17)

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Ahmed Fahour resigns as Managing Director & Group CEO
23rd February 2017
Australia Post today announced that Ahmed Fahour has resigned as Managing Director & Group CEO
and will step down from the role in July 2017.
Mr Fahour tendered his resignation at yesterday’s Board meeting, having served as MD and CEO of
Australia Post since February 2010.
Mr John Stanhope, Chairman of the Australia Post Board, said that Mr Fahour’s legacy as CEO will be
felt for many years to come.
“By any measure, Ahmed has done an astounding job in transforming the business,” said Mr
Stanhope. “When he started, he was set the challenge to ‘write the next chapter in the history of
Australia Post’ – and he certainly rose to that challenge.”
“Now, with the business entering the next phase of its transformation, Ahmed’s decision to resign
provides opportunity for a new leader to continue the development of Australia Post into a leading
international eCommerce player.
“Ahmed was appointed at a time when Post was still highly dependent on revenue from the letters
service, but the community’s use of letters had already peaked and was in the early stages of
decline.
“He led the team that developed an entirely new strategy focused on investing in the parcels and
eCommerce business.
“It was the right strategy. It has put Australia Post on a pathway to a sustainable future and avoiding
a taxpayer bailout.
Under the guidance of Mr Fahour, Australia Post invested in its Parcels & eCommerce business. The
investment included:
Acquiring the remaining half of StarTrack from its JV-partner Qantas;
Doubling the capacity of its Melbourne and Sydney parcels centres;
Installing 24/7 Parcel Lockers at 264 sites, and partnering with Woolworths to install a
further 500 sites, to make parcel collection more convenient for Australians;
Building the innovative MyPost platform to enable Australians to register their delivery
preferences online.
Investing in and forming an international eCommerce alliance with Aramex.
As a result of these investments, Australia Post’s revenue and profits from the Parcels business has
more than doubled during Mr Fahour’s tenure.
Mr Fahour’s other achievements included the successful reform of the letters service.
Since peaking in 2008, the amount of letters delivered, per letterbox in Australia, has halved.
In response to growing losses, Mr Fahour developed and implemented a letters reform package that
included introducing a new two-speed service. The package allowed Australia Post to invest in its
Post Office network, including supporting its many licensees, as well as maintaining daily delivery
and a discount 60c postage stamp for concession holders.

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“Without those reforms, the losses from the letters service would have overwhelmed the business –
and, ultimately, it would have crippled our ability to maintain services in communities across
Australia,” said Mr Stanhope.
“By remaining a self-funded business, the taxpayer avoided a potential $6.7 billion bailout over the
next decade. Instead, Australia Post has received no taxpayer money but delivered to government
over $4 billon in dividends, taxes and CSO funding in the past seven years.
“As well, we have been able to support our people through dramatic change. Almost 10,000 staff
have now been retrained and redeployed into new roles through our Post People First Program.”
Australia Post today also announced a $197 million half year profit before tax which follows the
organisation returning to profit in 2016. This result included the Postal business breaking even and
the Parcels business increasing market share and lifting profits by 16%.
Mr Stanhope said the Board would begin the search for a new CEO immediately. The Board will
consider both internal and external candidates – and are expecting to announce Mr Fahour’s
successor in the coming months.

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Fact Sheet
What are the changes?
The Federal Government’s decision allows Australia Post to introduce an additional speed of service
for senders of mail.
A new Regular service will provide the cheapest option for consumers to send non-urgent mail
and will be delivered two days slower than the current timetable. The regulated performance
standards for letter delivery will now be aligned to this timetable.
Customers wanting to send mail at the current schedule will pay more for a Priority service.
This brings regular mail in line with service changes introduced last year for business mail and widely
embraced by customers. About 70 per cent of business mail is already sent via the slower
Regular
service.
Express Post will continue to be available as a guaranteed next day delivery service, when
sending and delivery is within the Express Post network.
Australia Post is not seeking, or expecting, to make profits from these changes to the letters service.
What is driving the changes?
The rise of digital communications has resulted in the number of letters delivered per household to
fall by one third since volumes peaked in 2008. That means our posties are delivering 1.2 billion
fewer letters than they did seven years ago.
The decline in letter volumes reached 8.2% in the first half of this financial year.
Australia Post’s current forecast for FY2015 is for a company-wide loss – driven by a loss of about
$350m in the mail service. It will be Australia Post’s first full-year lost in over 30 years.
Cumulatively, losses in Australia Post’s letters business are approaching $1 billion. It is currently
forecasting an enterprise-wide loss in FY 2015, the first in more than 30 years, as the losses in the
mail service overwhelm the profit from parcels.
An independent report commissioned by the government found that, without reform, the losses in
the letters business would soon grow to $1 billion a year and lead to overall losses at Australia Post
of $6.5b over a decade.
Australia Post is a fully self-funded business and receives no taxpayer funding.
The decision will allow Australia Post to better manage the losses and sustain Australia’s mail
service while it grows the services the community wants, such as in parcels and trusted services.