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Schweizerische Post Four years of joint development and change

Services
Change & Transformation

Baseline

2019 Swiss Post’s reputation suffered because of the PostBus scandal. The approximately 200 employees of “K” are anxious after a reorganization and a lengthly phase of interim management.

It was important to quickly provide orientation both internally and externally. The aim was clear: to reorganize one of the largest communications departments in Switzerland and make it the most effective.

Task

Over a period of four years, Farner supported the Head of Communications and his management team in the transformation of the communications division “K”.

Some examples:

the reorganization of the entire communications team
the subsequent reorganization of a team within “K”
in the development of a “target image” for the “K” division
in the organization of participative processes incl. workshops and retreats

Solution

The reorganization was implemented quickly and went live after 7 months. Since then, structural and cultural changes have been introduced on an ongoing basis.

The targeted involvement of management and staff helped to drive the change process forward. The results of regular employee surveys and reputation measurements confirmed the success.

I believe that change needs to be supported as widely as possible. In a transformation like this, it is extremely helpful to have a consultant at your side who understands the context and the goal of our journey. This allowed me to quickly access effective support when needed, both professionally and methodically.

Alexander Fleischer

Head of Communications, Die Post