India Post – Lost to Private Couriers: The Flexibility Lesson Every Professional Must Learn

    India Post had a branch in every taluka in the country — and still lost ground to Blue Dart, DTDC and FedEx. Here's what that says about Flexibility, the seventh trait on the EQ side of your Winning Kite, and how to make sure it never happens to you.

    India Post – Lost to Private Couriers: The Flexibility Lesson Every Professional Must Learn

    India Post – Lost to Private Couriers: The Flexibility Lesson Every Professional Must Learn

    India Post had something almost no company in the world has — a branch in nearly every district and taluka across India, a trusted brand, and a century-plus head start. And it still lost enormous ground to Blue Dart, DTDC and FedEx. Not because it lacked reach. Because it lacked Flexibility — the seventh trait on the EQ side of your Winning Kite.

    In short

    Where this sits on your Winning Kite

    Flexibility is the seventh trait on the EQ — the left side — of your Winning Kite (KITE Leadership Framework). Your Winning Kite rises on four sides — EQ, RQ, PQ and the Success you achieve at the top — and it only flies when all four are in balance. A professional can have brilliant technical skill (PQ) and great relationships (RQ), but if they lack the emotional flexibility to move with change, the kite stays grounded. India Post is a national-scale example of exactly that imbalance.

    The Institution That Had Everything — Except Flexibility

    Think about India Post. Once upon a time, it was the most important organisation in the country for sending parcels and letters. It had branches in every district and taluka — a physical footprint that no private company could match even today. For decades, if you wanted something delivered anywhere in India, India Post was the only serious option.

    Then private courier companies arrived — Blue Dart, DTDC, FedEx — with faster, more efficient services. And India Post failed to adapt quickly enough. It lost massive market share.

    Sit with that for a second. An organisation with a branch in nearly every taluka in the country, losing business to private companies simply because it didn't move fast enough on what customers actually wanted: speed, reliability, convenience. It wasn't a resource problem. It wasn't a reach problem. It was a Flexibility problem — the same problem that shows up, in miniature, in offices all over India every single day.

    What Flexibility Actually Is

    Flexibility, or adaptability, means accepting change and learning to flow with it — sometimes even swimming against the current when needed. It's the ability to deal with uncertainty, knowing that life, from birth to death, is full of changes.

    Think about it. Our bodies change. Our relationships change. Our companies change. Everything around us is constantly evolving. The professionals who understand this reality — who face change head-on and mould themselves according to the situation, the people, and the culture — are the ones who move ahead in life.

    At its core, Flexibility is an emotional quality. It's not just about learning new software or accepting new responsibilities. It's about how you feel about uncertainty. Do you fear it? Or do you embrace it as an opportunity to grow? Research on adaptability — echoed in Daniel Goleman's work on emotional intelligence — shows that people who lack this trait are ruled by fear, anxiety, and a deep personal discomfort with change. Stars, by contrast, relish change and find exhilaration in new challenges. They're open to new information, can let go of old assumptions, and are comfortable with the anxiety that the unknown often brings.

    When Flexibility Gets Tested at Work

    Flexibility is tested every time change walks through your office door. In today's workplace, that's constant. Here's where it shows up most:

    1. Role Changes

    Imagine you're a software trainer teaching civil engineering software. Suddenly, your manager tells you, "From tomorrow, you'll be training people on management software instead." If your first reaction is, "No, that's not what I was hired for. I don't know management software" — you lack flexibility. But if you think, "Okay, new challenge! Let me explore management software too" — you're flexible.

    2. Shifting Priorities

    Your team is given a goal in January. Everyone works toward it for three months. Then in April, leadership changes the goal entirely because of market conditions. Most people complain: "Why do they keep changing things? They should stick to one plan!" Flexible professionals think differently: "Alright, the situation has changed. Let me understand the new priority and adjust my approach."

    3. Multiple Demands

    Your boss assigns you three projects. Midway through, a client emergency comes up and your priorities shift completely. Flexible professionals smoothly handle these fluid circumstances. They shift gears without losing focus.

    4. Working Location Changes

    Your company decides to relocate to a different city, or asks you to work remotely, or moves you from one branch to another. Rigid professionals resist. Flexible ones see it as a chance to grow and experience something new.

    5. New Technology

    AI tools are replacing manual processes. Cloud systems are replacing local servers. New software is replacing old methods. If you're someone who says, "I'm comfortable with the old way. Why should I learn this?" — you're setting yourself up to become irrelevant.

    Think about driving a car. You constantly check the road, adapt to traffic, shift gears based on conditions. That's flexibility in action. The same principle applies at work. When goals, environments, or methods change, adaptable professionals adjust without hesitation.

    The Three Types of Professionals When Change Arrives

    In every organisation, you'll find three types of people when it comes to change.

    Type C: Those Who Refuse to Change

    These are the professionals who resist change completely. Their bosses explain. Their colleagues encourage. Management warns. But they refuse to budge. "I've always done it this way." "This new system is complicated." "I don't like uncertainty." Over time, these people become part of history. They get sidelined from the mainstream — like Kodak, Nokia, Blockbuster, Yahoo — companies that refused to adapt and eventually became obsolete.

    Remember Kodak? They invented the digital camera in 1975. But they were so comfortable with film photography that they refused to embrace their own innovation. By the time they tried to catch up, Canon and Sony had already taken over the market. Nokia once dominated the mobile phone industry. But when smartphones arrived, they hesitated, stuck to their old models, and eventually lost their position to Apple and Samsung. Videocon was a household name in India. But it failed to adapt to changing consumer preferences and technology. Today, it's a cautionary tale — much like India Post's slow response to the courier disruption.

    Type B: Those Who Change Under Pressure

    These professionals change, but only when forced to. When the boss threatens their job. When competitors launch a new product. When company policy changes and there's no choice left. They survive, but they don't thrive. They're always reactive, never proactive. "Office introduced a fine for coming late? Now I'll come on time." "Boss said I'll lose my job if I don't learn the new software? Fine, I'll learn it." These people keep their jobs. But they never become stars.

    Type A: Those Who Embrace Change Proactively

    These are the professionals who change because they want to grow. Change is part of their process. They evolve naturally, not because someone forced them, but because they understand that evolution is essential for success. They see change as an opportunity, not a threat.

    Think about Netflix. They started as a DVD rental service. When streaming became the future, they didn't resist — they led the change. Today, they're a global entertainment giant. Apple reinvented itself from a computer company into a lifestyle brand with iPods, iPhones and services. Amazon started as an online bookstore; today it sells everything and dominates cloud computing. Amul adapted to changing consumer tastes by continuously introducing new products. Byju's transformed education in India by embracing technology. These organisations — and the people inside them — proactively embrace change. That's why they succeed.

    The MS Dhoni Example: Evolution in Action

    If you want to see Flexibility in action at the individual level, look at MS Dhoni's career. In the early phase (2004–2011), Dhoni was a hard-hitting middle-order batsman who scored runs mostly through boundaries — sixes and fours. His strike rate was 86.26, with 16 hundreds and 51 fifties in 248 innings. His style was aggressive, explosive, fearless.

    But as Dhoni took on more responsibility — becoming captain, becoming the anchor of the team — his game evolved completely. In the second half of his career (2012–2019), he focused more on the anchor role, scoring through singles and doubles rather than big hits. His strike rate actually increased to 89.84, and though he scored fewer hundreds (8), he became one of the best finishers in limited-overs cricket history.

    That's Flexibility. That's evolution. Dhoni didn't just stick to what worked before — he understood the team's needs, his own changing role, and adapted accordingly. This ability made him one of the most successful captains in Indian cricket history, leading India to the 2007 T20 World Cup, the 2011 Cricket World Cup, and the 2013 Champions Trophy. Stars evolve. Losers resist. It's that simple.

    The IT Professionals Who Got Left Behind

    This quality is especially critical for IT professionals. I've met many software developers who were excellent in C, C++, and Java. They built successful careers on these languages. But when the industry shifted toward Python, AI, machine learning, big data, ethical hacking, and cloud computing, they refused to adapt.

    "I'm comfortable with Java," they said. "Why should I learn Python now? I've been using C++ for years."

    They stayed in their comfort zones. And slowly, they started getting sidelined. Younger professionals who embraced the new technologies got the best projects, the promotions, the recognition. Today, those who didn't adapt struggle to find good opportunities. Meanwhile, those who evolved are thriving. In an industry where something new emerges every day, facing these day-to-day changes isn't optional — it's necessary for survival. This is the same pattern, at individual scale, as what happened to India Post at institutional scale: comfort with the old way, outpaced by someone who moved faster.

    The Story of Mr. Rajesh: A True Star

    Let me share a real example. Mr. Rajesh is a business development officer at a reputed company. He started his journey as an intern and steadily climbed the ladder through hard work and a strong ability to adapt.

    Over the years, Mr. Rajesh has been transferred multiple times — first from Latur to Chhatrapati Sambhajinagar (Aurangabad), then to another office in the same city, then to Pune, and finally to Jalgaon. Most professionals would resist. "Why are they moving me around so much?" they'd complain. "I just settled in this city. My family is comfortable here."

    But not Mr. Rajesh. He never resisted. He adapted to each new environment with ease — new colleagues, new culture, new city, new challenges. His colleagues admire him for this quality. They say it's rare to find someone so willing to embrace change. Today, Mr. Rajesh is a true star in his workplace. In an ever-evolving work environment — where companies face market fluctuations, changing customer needs, and constant disruption — the ability to adapt quickly is what sets a star performer apart from the rest. His example shows that being adaptable isn't just about managing physical moves. It's a mindset that welcomes change and uses it as an opportunity for growth.

    Why Some Professionals Struggle With Flexibility

    This is where it gets interesting. Flexibility — or the lack of it — is deeply connected to our emotional needs. In my book The Winning Edge and in my video series, I talk about the six emotional needs that drive human behaviour. One of them is the need for certainty.

    People with a strong need for certainty crave stability. They want predictable routines. They don't like risks. They feel safe in their comfort zone. There's nothing wrong with wanting certainty. But when that need becomes so strong that it prevents you from accepting change, it becomes a problem.

    Here's what happens: when a new rule is introduced, or a new strategy is launched, or the working location changes, professionals with a high need for certainty feel uncertainty — and uncertainty feels like pain to them. To avoid that pain, they resist the change. They become adamant. They complain. They dig their heels in. But resisting change doesn't make it go away. It only makes you irrelevant. Change will happen whether you like it or not. The only choice you have is whether you'll adapt and grow with it, or resist and get left behind — the way India Post did, until it had no choice left.

    The Key: Change Your Perception, Not the Situation

    Here's something important I've observed: many professionals try to change the situation instead of changing themselves. When change arrives, they resist. They complain. They try to convince management to keep things the way they were. That approach never works.

    The truth is simple: you cannot stop change. But you can change your perception of it. When your role changes, when your profile changes, when your job description changes, when goals shift — instead of resisting, ask yourself: How can I adapt to this? What can I learn from this? How can this help me grow? The moment you change your perception, everything changes. Adaptation becomes easier. Growth becomes natural.

    Seven Practical Steps to Develop Flexibility

    Developing Flexibility isn't an overnight process. It requires a mindset shift and a willingness to embrace discomfort. But with practice, it becomes a habit — and eventually, a strength.

    StepWhat to do
    1. Recognise your need for certaintyAsk yourself honestly: Do I fear uncertainty? Do I resist change because it makes me uncomfortable? Acknowledging it is the first step.
    2. Challenge yourself to embrace uncertaintyLean in instead of running away. Ask: what's the worst that can happen — and what's the best? Often the fear is bigger than the reality.
    3. Start smallTake on a task outside your usual role, learn a new tool, volunteer in a different department, try a new approach to an old problem.
    4. Stay updated with industry trendsRead industry news, attend webinars, take online courses. The more you know about where your field is heading, the easier change becomes.
    5. Be open to feedbackListen without defensiveness. If a manager or client suggests a different way, consider it, try it, learn from it.
    6. Build self-confidenceDaniel Goleman points out that self-confidence is essential for adaptability. Remind yourself: I've learned new things before, I can do it again.
    7. Change your perception of changeSee it as a chance to learn, to grow your skills, to stand out, to become more valuable — not as a disruption.

    With Flexibility vs Without Flexibility

    Let me paint two pictures. Without Flexibility: Ramesh, the fifteen-year manufacturing professional from the start of this chapter, resists the new ERP system. He complains. He avoids training. He prints documents unnecessarily. Six months later, his performance review is poor. He feels frustrated, undervalued, isolated. His colleagues move ahead while he stays stuck. Eventually, he's overlooked for promotions and sidelined from important projects.

    With Flexibility: Now imagine if Ramesh had responded differently. When the ERP system was announced, he felt uncomfortable — but he acknowledged the discomfort and decided to embrace the challenge. He attended training sessions attentively. He practised using the system. He asked questions. He helped his teammates learn too. Six months later, his manager says, "Ramesh, your willingness to adapt has been impressive. You've not only learned the new system but helped the entire team transition smoothly. We're promoting you to lead the digital transformation initiative."

    Same situation. Two completely different outcomes. That's the power of Flexibility — the same power that separated Netflix from Blockbuster, Dhoni's evolving game from a one-dimensional batsman, and Blue Dart's rise from India Post's decline.

    Bringing It Back to Your Winning Kite

    Change is not your enemy. Resistance is. Are you a Type C professional, refusing to change until it's too late — like India Post was, before it was forced to modernise? Are you a Type B professional, changing only under pressure? Or are you a Type A professional, embracing change as a natural part of growth, the way Dhoni reinvented his game and Mr. Rajesh embraced every transfer?

    The world is moving forward. Technology is advancing. Customer expectations are rising. Competition is intensifying. The only way to stay relevant — to become a star at your workplace — is to evolve continuously. Flexibility is one trait among twenty-five across the five EQ clusters on your Winning Kite, and it works alongside RQ and PQ to lift you toward Success. Build it deliberately, the way you'd build any other skill, and you'll never have to relearn the India Post lesson the hard way.

    If you want your team to build this trait systematically rather than by accident, explore our Signature Corporate Training Programs or browse the full list of Corporate Training Topics we run across India — including sessions built specifically around Flexibility and change management. You can also read the companion piece on how the ADKAR model plays out during a software rollout for a practical framework on managing change in real teams.

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    Avinash Chate

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    Avinash has trained the Indian Army, BRO, RBI, BARC, JSW Steel and 1000+ corporate leaders across India. His work focuses on leadership, emotional intelligence and behavioural training rooted in Indian values and modern business needs.

    Frequently Asked Questions

    Why did India Post lose market share to private courier companies?

    India Post had the biggest network in the country — a branch in nearly every district and taluka. But when private couriers like Blue Dart, DTDC and FedEx arrived offering faster delivery, better tracking and more reliable service, India Post was slow to match what customers actually wanted: speed, reliability and convenience. That gap in adapting to changing customer expectations is what cost them market share.

    What is Flexibility as a leadership and EQ trait?

    Flexibility, or adaptability, is the emotional ability to accept change and flow with it rather than resist it. It sits on the EQ (left) side of the Winning Kite framework. It's not about learning a new tool or accepting a new role on the surface — it's about how you feel about uncertainty, and whether you can let go of old assumptions when circumstances change.

    What are the three types of professionals when it comes to change?

    Type C professionals refuse to change and eventually get sidelined, like Kodak, Nokia and Blockbuster. Type B professionals change only under pressure — they survive but never become stars. Type A professionals embrace change proactively, the way Netflix, Apple and Amazon reinvented themselves, and they're the ones who thrive.

    How can I develop more flexibility at work?

    Start by recognising your emotional need for certainty, then deliberately challenge yourself to sit with uncertainty instead of avoiding it. Start small — take on one unfamiliar task, learn one new tool. Stay updated on industry trends, stay open to feedback, build self-confidence, and consciously reframe change as an opportunity rather than a threat.

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