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CEO Personal Objectives - Paula Vennells 2013/14
1) Talent
Continue to build on the progress made to increase the capability and
effectiveness of the ExCo and SLT to give the PO the leadership it needs to
deliver the Strategic Plan over the period to 2020.
a) present the June Board Awayday and November NomCo with plans for
reshaping the ExCo to deliver the strategic focus needed to lead the
business through the transformation ahead (while also reducing operating
costs and increasing ‘bench strength’). Establish a clear timetable for
making the changes in light of the discussion, managing the process in a way
which maintains the morale and focus of the senior leadership team during
the transitional period.
b) continue to increase the effectiveness of the ExCo as a whole through
team-building, clear prioritisation, and the increased accountability of its
members, both individually and in partnership with colleagues: change ExCo
ways of working by end Q2 with a clear ‘ExCo job description’; review
individuals’ objectives quarterly, self-led to drive accountability. [add
something on further ExCo development priorities for H2]
c) following the presentation to the June Board Awayday and taking
account of inputs from this, ensure that by end Q2 there is an updated plan
in place for raising the capability of the SLT, including succession to the
ExCo. (This should continue to focus on improving diversity, on effective
performance & potential assessment and should complement the strengths
of current ExCo members.)
2) Culture
Lead the delivery of a redesigned organisation and the cultural change
necessary to deliver the Strategic Plan over the period to 2020, with three
particular emphases: firstly increasing its commercial capability, its pace
and its customer and cost focus; secondly, introducing changes to engage
mutual ways of working (as outlined in the Patrick Burns report); and
thirdly, in light of the Second Sight report and associated insights, ensuring
the culture and structure of our network intervention teams are re-
orientated around the needs of sub-postmasters and other agents.
Present the June Board Awayday with plans and milestones for making these
changes and lead their implementation in the light of the discussion.
Update plans by end July 2013. Provide two further updates to the Board
throughout the year.
Personally lead the ExCo’s drive to “connect to the edges” and to achieve
greater visibility across the business through regular (almost weekly) visits to
branches and other parts of the organisation beyond 148 Old Street.
3) External Relationships
Continue to develop relationships with key stakeholders to create a helpful
and supportive climate for implementing the Strategic Plan over the period
to 2020.
Focus this year especially on creating active and strategic discussions with
key commercial partners: -
a) the multiples - demonstrate a step change in the relationship to ensure
they are engaged at the right level and in the right way to maximise the
successful delivery of the NTP. Ensure all majors are visited at CEO or
Director level during this year.
b) Royal Mail - stay close to RM during and following the privatisation period,
and ensure that the Post Office is vigorous in its drive to create value with
RM in exploiting the growing parcels market. Click and Collect launch by
end of Q2; Drop & Go and discount offers by Q3; introduce CEO mails review
twice a year.
c) Bol - ensure that the Post Office manages its relationship with the Bank,
to include: regular meetings at CEO/Chair level; bolstering PO director level
support (end Q1); sponsoring mutual ways of working and joint team building
(two joint meetings a year); ensuring clear joint milestones are in place by
end Q2, in order to deliver the step-change planned in FS.
d) Public Purpose - continue the work to produce a public purpose for the
final meeting of the Stakeholder Forum (Q3) to recommend to the PO Board
and to Government. Work with the Board, Government and stakeholders to
plan the next phase - to include metrics, methodology and oversight (Q4).
Along with the wider Board, lead the shift to a new relationship with our
shareholder following the signing of the strategy and funding plan and the
change in personnel at Shex, creating the space the business needs to
deliver its commercial objectives while preserving the close and effective
day-to-day interactions which help support our strategy.
4) Delivering the numbers in the right way
Support and challenge others in the ExCo team who have lead
accountabilities to deliver the revenue growth and cost reductions that are
required to underpin our strategic plan.
In particular over the course of H2 ensure the organisation is relentlessly
focussed on driving the recovery of lost sales and the exploitation of new
income opportunities in order to ensure we hit our year-end profit target in
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the right way and with the momentum needed to achieve the bigger
financial challenges in 2014/15. (This priority should be reflected in the
approach to weekly and monthly ExCo meetings, the QPRs and 1:1 meetings
with the individual commercial directors.)
Stay closely involved in the work to reform the organisation’s operating
model, ensuring this is progressed at pace and with the right thought
leadership needed to drive our strategic cost reduction agenda and promote
innovative ways of working.
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