I have a few questions for you: 1. How will you increase the corporation’s revenues (i.e. what innovations ill you bring on-board to revive the sleeping giant), in the backdrop of its main products such as snail mail in sharp decline over the years as a result of modern IC technologies? - To increase revenue I will develop the parcel service mainly for local delivery an area that will receive a lot of resistance from the new entrants in the industry who I believe are working in the background to keep PCK asleep. I would like to give you a detailed reply on the ICT innovations I would want to implement but the current board and management could just pick on it and run thus loosing my strategic advantage. 2. Do you see any conflict of interest in your role at Posta as a result of your past, current or future engagements with the corporation/elsewhere? I see no conflict of interest 3. What are your specific qualifications and experience that make you the best candidate for the role of PMG? This question was answered before, this question if what has kept PCK where it is today as there is yet to be an institution which can train you on how to revive the organisation. Dr. James Mwangi would never have seen the light of day during the recruitment of the MD of KCB yet he runs a more profitable organisation despite the lack of "specific qualifications". 4. With a bloated/redundant workforce at Posta; how will you transform the organization to a lean and productive enterprise without causing “political” and sometimes ethnic uproar that comes with down/right sizing such an organization? PCK is understaffed for the direction I plan to take the organisation, a workforce is only deemed to be bloated when the organisation is unable to profitably utilise them. Orange has reduced the staff count from 21,000 to 1,500 finally yet there is no corresponding change in the bottom line. The total wage bill for PCKs 4,500 employees is less than that of some organisations with less than 150 employees, if anything I will be looking at increasing the wage bill not reducing it especially at the bottom of the organisation as a way to increase moral and reduce the anxiety of lay-offs We need to be weary of the culture of reducing staff count as a fad and look at making productive use of the staff. Regards Best Regards, Edwin M Onchari 0773711600 0720755951 eonchari@lynxbits.com From:kictanet-bounces+eonchari=lynxbits.com@lists.kictanet.or.ke [mailto:kictanet-bounces+eonchari=lynxbits.com@lists.kictanet.or.ke] On Behalf Of Odhiambo Washington Sent: Thursday, June 30, 2011 10:54 AM To: Edwin Cc: KICTAnet ICT Policy Discussions Subject: Re: [kictanet] Yawe for Post Master General - Aluta Continua On Wed, Jun 29, 2011 at 09:00, Joseph Mucheru <mucheru@google.com> wrote: Hi Robert, Thanks for sharing your ambitions. Am curious and if you don't mind (since you have made your intentions public) I would like to start preparing public interview questions before your appointment. 1: Why do you think you are more qualified than the existing management? 2: Other than existing infrastructure that Posta has, have you also looked at the debts of the corporation to see the worthiness of the business? 3: Why don't you create a new Posta? Raise capital and use a network of existing businesses in the country. Am sure others can add more questions these are to start? Hello Mucheru, I am sure Yawe is well prepared to answer these, but what you have done is to turn the wheel back some months:) Yawe already pitched his reasons to support his quest some months back and those reasons are in the archives of this list. I am still very convinced that he can pull it off, given his pitch, which is perhaps what you need to start by reading. What we (and him) want is a PCK that works, is profitable and is the pride of Kenyans, much like the UK Postal system, or any other "functional" one you can refer to elsewhere. Don't we all know why Posta is the way it is? We just want the Posta Posta with Robert Yawe at the help, to turn it round. There is no point creating a new one. Just changing the business model, the employee mindset, coupled with sound management practices should be enough, or so I think. PS: Robert, on a positive note, I recently decided to bite the bullet and sent my 1.7kg parcel to Australia using EMS Kenya. It cost me KES 6,300 (as opposed to KES 14,000 which DHL wanted to charge) and guess what? It arrived in Oz in a record 4-working days!! While they still don't have the Bumba boxes, it would appear that they are capable of delivering - cheaply than the likes of DHL. -- Best regards, Odhiambo WASHINGTON, Nairobi,KE +254733744121/+254722743223 _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ I can't hear you -- I'm using the scrambler. Please consider the environment before printing this email.
