IN THIS SUMMARY
The presence of UPS--both domestically and internationally--is unmistakable. After all, the package delivery and logistics corporation tracks over fifteen million packages daily. But UPS has not always been the industry giant they are now, leading to the questions: How did UPS get to be the success they currently are? Who were some of the major players? What are the features that distinguish UPS from its competitors? And what can be learned from UPS's success and applied in other corporations and industries? In Driving Change, Mike Brewster and Frederick Dalzell address these questions through a historical account of the major people, events, and ideals of UPS. Covering topics such as the company's inception, national and international expansion, unique culture, technology, and global influence, the book leaves no stone unturned. Brewster and Dalzell conclude by revealing what they term the "Secret Sauce" at UPS - three values perceived as key to the company's success. So, what is the "Secret Sauce?" According to the authors, there is no ultimate secret, but rather three values responsible for UPS's success. The first is the culture established at UPS. From its inception, the company has had a shared culture consisting of such components as a common dress and behavior, a promote-from-within philosophy, and employee ownership. Second, UPS's ability to execute on a large scale has contributed to their success. This includes being able to detect good and bad business ventures and act quickly and judiciously. Finally, UPS's ability to engage in transformation sets the company apart from its competitors. Throughout its history, UPS has learned to redefine itself and adapt to changing needs and environments. Perhaps the authors summed it up best by saying, "Simply put, transformation is in the company's DNA. And it keeps getting better at it." Although it is impossible to predict what the future will bring for UPS, it is likely the company will undergo further transformations to improve itself and remain viable in a world market.