I've worked in a "Can Do Culture", I even voluntary gave up my Saturdays off because it worked well. The reason it worked well, and conversely why it won't work in Royal Mail until there is a real culture change, is that there was respect and trust at all levels in the Business, and that everyone was trained properly and felt that their job was important, and that their own opinions and suggestions were taken seriously.
Sometimes I think its Royal Mail Policy to suppress initiative, or progression.
Royal Mail micro manage too much for a can do culture - they don't trust each other to get the job done so they ride each other shoulders every day.
Royal Mail in operations are flexible only when it benefits the business - if they aren't flexible when colleagues need/want it then those colleagues are less likely to pull out all the stops when the business needs it. There are posties who used to never claim when they went over because they accepted that they finished earlier on other days and it balanced out. Now because of the "Work all Paid Hours" people no longer will work over without being paid - so the effect is less flexibility.
Royal mail don't do real training and development at any level in Operations. From the newest postie starting on his first day there is zero formal training, or rather the formal training is not the same across the business. To managers going on 1 day seminars which in no way whatsoever helps them become better managers and leaders. You need a minimum amount of classroom time to do the groundwork and 1 day every couple of months is not sufficient.
Even something as basic as WTL and the courier so how far Royal Mail are from having a can do culture. If you want people to worker harder for you then don't use platitudes and buzz words, and don't patronise them. Treat them as the adults they are and tell them as much as you can warts and all, and you'll be surprised how quick you gain their respect.
I look to your pseudonym and wonder if it is perhaps akin to Ai or I robot 
