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Republic of the Philippines

CAVITE STATE UNIVERSITY


(CvSU)
DON SEVERINO DE LAS ALAS CAMPUS
Indang, Cavite
( 6346) 4150-010/ 4150-011 (6346) 4150-012
Email Address: cvsu@asia.com

Graduate School and Open Learning College

Restructuring: A Case
Which Could Have
Happened- Roger
Kaufman
(a reflection paper in EMGT 305 Advanced
Educational Planning Including Planning of
Physical Resources)

by:

FERMO G. RAMOS

ISAIAS A. BANAAG, Ed. D.


Professor

Fermo G. Ramos
EMGT 305 Advanced Educational Planning Including Planning of
Physical Resources

October 15, 2016


Dr. Isaias A. Banaag

Restructuring: A Case Which Could Have Happened- Roger Kaufman

INTRODUCTION
A strategic plan is not an overnight work to educational managers. This requires
ample time and resources that would yield the desired results. Lots of factors need to be
considered like examining the strengths, weaknesses, opportunities, and threats of the
institution, to considering new realities of the world. This paper attempts to reflect on the
story of Pony Express which created a restructuring a plant to improve its business, but in
the end only resulted to the companys demise.
SUMMARY
The Pony Express was a fast mail service which became the Wests most direct
means of east-west communication before the telegraph. It was founded by William H.
Russel, Alexander Majors, and William B. Waddel. This mail delivery company had
messages carried by horseback riders in staged relays to stations (with fresh horse and
riders) across the prairies, plains, deserts, and mountains of the western United States.
During its 18 months of operation, it reduced the time for messages to travel between the
Atlantic and Pacific coasts to about ten days.
However, in 1861 the company leaders had realized that their operation was under
threat of potential competitions. So they had had their strategic meeting to come up with a
plan to overcome the barriers to the company. They had brainstormed for ideas which
resulted to the creation of the vision statement Excellence in Delivering Mail. After which,
they had considered examining the strength, weaknesses, opportunities, and threats of the
company.
After examining the SWOT they were able to come up with a restructuring plan which
included (1) immediate adding of services, (2) attendance to quality seminars, (3) more
riders and staff, (4) improved whips, (5) more frequent departures, (6) more options to

clients, (7) incentive bonuses for higher productivity, and (8) an improved image by using a
new slogan.
The plan was put into operation but eventually failed. Only after four months of the
plans operation the Pony Express was closed due to the competition from the Pacific
Telegraph Company which had strung cables where horses once sweated and ran.
MY REFLECTION
Strategic planners must have the courage to imagine the world
they want their children to live in then find practical ways to achieve their
vision.- Kaufman and Herman
What was obvious from the story is that planners of the Pony Express had
insufficient time to have the plan to work out. Apparently, they had to do it urgently because
of possible a competition which was already existing during the time of the planning. It
should be noted that before their strategic plan the leaders of the company were already
aware of the existing competition, that in case the rumoured telegraph becomes functional,
their horses will be defeated by lined poles which can bring about easier communication
transfer.
Is it proper to say that the Pony Express restructuring plan failed? I believe I could
say yes. The companys board did strategic planning and came up with the solutions to
improve their service but it went wrong. The company planned, yes it is not debatable, but
they planned to improve their ancient ways and techniques of using horses in delivering
mails. What they did was strengthening their old existing ways. Their plan failed to account
for the changed realities of the world. Although they were already aware of the existing
competition, still they didnt consider new realities and opportunities. They did not create
fresh goals, objectives, and missions. They had failed to account for the emergence of
technology.
According to Kaufman and Herman, strategic planners must have the courage to
imagine the world they want their children to live in, then find practical ways to achieve their
vision. They stated two strategic planning models, the proactive and reactive. Proactive
planning is being resorted in order to build a missing future, while reactive planning is
interested only in repairing and fixing a current problem or crisis. Apparently, what Pony
express did was to create a reactive plan rather than a proactive one. The board responded
to after-the-fact pressures and stresses, rather than create a plan that seek to create an
improved reality, that involves modifying organizational objectives- before pressures, crises,
and problems surface.
The implication of the Pony Express story to me as a future educational leadermanager is to do restructuring using a proactive planning process. This means using a
holistic method like (1) scoping where strategic planning is created based on who the
primary client is and who benefits from what is planned and delivered, (2) data collection
where planners define the ideal vision before restricting the groups imagination with real

world data, set useful objectives for the short term, identify philosophies of life and
education, identify current missions and rewrite them in terms of results , and identify needs,
(3) planning, which entails identifying matches and mismatches among the vision, beliefs,
needs, and current mission, selecting long and short term mission, identifying SWOTs, and
developing strategic action plan based on SWOTs, then identify and select tactics and
approaches the plan will employ, and (3) implementation and evaluation which is done by
comparing goals and objectives with results.
As a future educational manager, it is also deemed vital for me to avoid mistakes in
planning like (1) planning at the micro or macro levels rather than mega-level, (2) preparing
plan objectives in terms of means not results, and (3) setting objectives that are based
solely upon the perceptions of the planning partners not anchored in performance realities.