The Postal Service has adopted a structured management process, Delivering Results, Innovation, Value and Efficiency (DRIVE), to improve business strategy development and execution against our major goals. It’s sponsored by the Postmaster General with direct oversight from the Executive Leadership Team.
This process is based on a well-established methodology used by many corporations to apply strategic and financial rigor to decision-making, and to navigate through significant organizational changes. This structured approach to organizing operational and management activities facilitates cross-functional dialogue and collaboration, provides streamlined reporting and accountability and incorporates measurement, analysis and evaluation of a portfolio of strategic initiatives.
In FY2016, progress was tracked through a detailed reporting system and is reviewed every month by the Executive Leadership Team for the Postal Service. We continue to make improvements to our governance processes using industry best practice approaches to ensure successful outcomes. The DRIVE portfolio of initiatives is dynamic and changes as priorities and resources require, and as programs are completed or adjusted based on external events. These initiatives support Postal Service corporate-wide goals as shown in the FY2016 DRIVE Portfolio Initiatives table.
In FY2016, the Postal Service focused on the implementation of a portfolio of 15 strategic initiatives to meet its ambitious performance and financial goals. To date, the DRIVE portfolio has been able to drive significant revenue and cost- savings measures through our initiatives to make a positive impact on the Postal Service financial outlook in FY2016 and beyond. The strategic initiatives identified for FY2016 were designed to respond to the changing environment of the Postal Service moving from a solely economic model to a model focusing on change, improvement and increasing our competitiveness to increase revenue generation.
On an annual basis, the portfolio of initiatives are evaluated by the Executive Leadership Team to determine the appropriate mix of initiatives to continue into the next year, including initiatives that 1) remain a priority and will continue, 2) should be closed or refined based on organizational priorities or 3) based on business needs to add new initiatives.
