It's not. We have to undergo substantial change.
The business model, as I said earlier—I'll take a slightly different angle now—has outlived its useful life. I think it worked at the time when it was a lettermail monopoly. The price of letters covered the cost of delivery at that time. We were able to ride the early wave of e-commerce where we were the only game in town, and we had excess space at the time. In the early days of e-commerce we were able to incorporate those volumes.
Through COVID, things changed a lot. With new competition coming in, that business is under attack—every bit of it. It is a fight. I'm not being dramatic by saying that.
Our business model needs to be updated. It is done, finished, and it probably has been for 10 years. This is not rocket science in lots of ways. For us to be competitive—and I'm confident we can be—you have to have the flexibility to be able to do some of the things I talked about earlier to basically compete head on with these companies that are great strategists and have done lots of great things. We need that flexibility in how we deliver, price, make decisions, operate, invest, and how we support our people right down the line.