Transcript BT Group and Operate Strategy

BT MSL – How are we doing?
DNO Team Update
15th September 2011
Today’s Topics
• How are we doing?
• Scorecard results - where are we today?
• Current Issues
• Building a Better Business
• Performance Management
• Refocus on objectives - Refresh
• CARE - EEI result & OCI view
• Recognition
• MSL Talent pool
• Q&A’s
In Commercial Confidence
Current Issues
•2G TCH Network Availability
•Shared network KPI well below target
•Partly down to us not clearing TRX faults quickly enough
•Brought people back from MEAS
•Loaned people into London
•Showing on track to achieve end of month deadline
•KPIs generally poor
•Challenged on volumes
•NSN removed REH upgrades
•Once TCH performance is resolved need to bring other KPIs up quickly
•Back-log clearance affects results – need to flush through
•Need to recruit for long term
•Vacancies in North West, North East and London
•Applicants being short listed
•Temporary back-fill with contractors
•Finance challenges in current year
•All costs need to be managed
Recent Opportunities
•Vodafone RAN First Line Maintenance
•In progress in Reading area – extending to London
•Growth helps meet finance challenge
•Huawei 2G RAN Refresh for Everything Everywhere
•Cardiff trial close to completion
•Training plans being rolled out
•Northern Ireland next
•MEAS
•Set to continue through the next year
•Very good feedback for our Engineers and Riggers
•Olympics First Line Maintenance (FLM) with NSN
•New opportunity being evaluated
•Others subject to NDA (none disclosure agreements)
THANK YOU!
FOR ALL YOU HAVE DONE TO
IMPROVE OUR RESULTS
AND DEVELOP THESE NEW
OPPORTUNITIES
MSL Scorecard Status
• Reduce cost locally
Cost
Transformation
• Overtime costs (what does Overhead Value Analysis tell us) Expenses
• Share initiatives to save costs e.g. review of routines to reduce travel
• Business Growth – exploit the opportunities for business growth
• How can we improve on the number of SLAs we meet?
Customer
Experience
Behaviour
• Flag where you can see improvements to process which will enable us to be even more
successful
• Involve yourself with the BBB Program.
• We commit to
• Keep you informed
• Listen to your ideas
• Help you to develop through the 2 way performance deal
Building a Better Business - Program
timeline
Appointments made Phase 1:
Iain Hill – Head of NMO
Brian Stebbings – Head Of KCOM Service
Mark Wrightson – KCOM NMC Manager
Phase 4 (Q4)
Continue Training
Phase 3 (Q3)
Appoint Key Roles
Phase 2 (Q2)
Complete Detailed Org
Design
Exec Sign Off
Implement Access Solution
Phase 1 (Q1)
Access Solution Sign Off Begin Training
Detailed Org Design
NMO organisation
Org Value Analysis (OVA)
Training Plan
Demand Analysis
Cross Customer
Working
What does this mean for you?
•
•
As part of the MSL senior management team, I and my colleagues, are working
to integrate all the individual contracts into a cohesive business unit; this
initiative is called ‘Building a Better Business’.
BaBB’s high level objective is to change to meet needs of the customer and
encourage interworking between the contracts, this will be achieved in part by
bringing common activities such as Field Engineering under a single function
with common line management. The benefits for this will be:
– Synergies between contracts at a Geographical level reducing travel for
some skill groups such as Power.
– Standardisation of performance measures and implementation for a
common Field function.
– Continuity of communication and direction given by a specifically aligned
function.
In Commercial Confidence
Organisation Design - Sprints
Andy Wood, with the support of Tony Hodge, Steve Young and Su Morgan will
be leading the development of the detailed organisation design.
How we will work as a cross customer service organisation?
• Increased focus and engagement across BT MSL will take place during
Quarter 3. Resulting in a high level Organisation Design being prepared for
review by the end of September.
• Our Organisation Design plans will be created during a series of Sprint
workshops held in September, where we intend to capture input from
across the MSL team and give you the opportunity to influence our plans.
Getting involved
• Participants in the workshops will be communicated, so even if you are not
directly involved you will know who will be representing your team, and
can provide input through them.
• Team Leaders are encouraged to ensure that if any members of your team
are invited to contribute at the Sprint workshops, that every effort is made
to ensure they can participate.
• Further briefings will be circulated with specific details of how you can
register your input and get involved in the Organisation Design process
over the next few weeks.
Performance Management Timeline
Activity
By
People managers to have provided quarterly performance
feedback and rating to people in their team
19 August 2011
Employee self-reviews to be completed on e-performance
16 September 2011
Indicative performance ratings entered on e-performance
22 September 2011
Levelling takes place
26 September - 14
October 2011
Objectives and standards refresh
30 September 2011
People managers to have provided quarterly performance
feedback and rating to people in their team
18 November 2011
For more info about performance management at BT go to:http://humanresources.intra.bt.com/index/managing_performance.htm
Objectives Refresh
WHAT’S THIS ABOUT?
•Business expectation that all personal objectives will be reviewed, and refreshed where necessary at the half
year point
• This is a specific action on e-performance that needs to be done now
WHEN?
• During September 2011
WHY?
• Only 7 months of year left to deliver business requirements
• Check performance is tracking in right direction
• Take recovery action where necessary, or make changes
REVIEW WHAT?
• Achievement year to date – is it on track, ahead, falling behind?
• Are the measures still appropriate? Could more be achieved?
• Are the weightings still appropriate? Has an objective become more important?
• Have any new projects come along that are more important and should become an objective?
HOW?
• Top down
• Through 121’s in lead up to Q2 levelling
• Review progress at Q2 levelling
A Positive Work Environment - Today
Q2 Care Agile Survey – What did it tell us?
• Engagement falling – EEI = 3.53 (Q1 = 3.64)
VERBATIM THEMES:
From - I love my job and doing it well gives me a high sense of
achievement.
To - Little sense of achievement as the goal posts constantly shift and
there is always something else needing done.
Performance management process is a common issue
Top 3 Questions
Bottom 3 Questions
My manager values people who do the
right thing for the customer
I feel like my manager cares about me
as a person
Managers in my line behave with
integrity
Our Culture
4.17
4.05
4.05
Since I was last surveyed I have had
the opportunity to meet a senior leader
from my business unit.
Things are changing for the better in
my business unit
It is easy for me to work with colleagues
in other parts of BT to deliver what the
customer needs
2.65
2.85
3.00
Primary Style = Oppositional
•look for mistakes
•stay detached and perfectly objective
Secondary Style = Perfectionistic
•never make a mistake
•view work as more important than anything else
Security and task focus = keep your head under the radar and just get
things done
A Positive Work Environment - Future
Aiming for an environment where:• Plans are in place to achieve challenging goals which are pursued with enthusiasm
• People are able to enjoy their work and develop themselves
• Everyone is managed in a supportive and helpful way
• Co-operation and teamwork are expected and valued
• Interpersonal relationships matter as much as achieving the goal
• People are involved as far as possible in decisions that affect them
Actions so far:•CARE Action plans – need to be refreshed
•CARE volunteers wanted
•OCI management review in progress
•Next steps – focus on one thing to change - any suggestions?
Future Plans
• Improve Comms process
•Build training plans
•Refresh web sites and sharepoint etc.
•Utilise the talent pool and future leaders in identifying what could and
should be changed
•Link in with other initiatives (growth and BBB)
•Improve Performance management practices
Recognition and Rewards
• Rewards Home Page: https://www.rewardscentral.bt.com/
• Has someone made the difference in the team?
–
Send an e-card choosing one of the capabilities - Heart, Trustworthy, Helpful, Inspiring,
Straightforward.
– Remind the person that they have made the difference, are recognised and appreciated:
– 5 cards can lead to £25 to spend on what you want.
•
Instant financial recognition awards available when someone really went
out of their way to support the customer and team needs
• Some recent examples of thank-you’s
–
–
–
–
•
Covering sick member of the team with very little notice.
Taking on additional work when pressure on the team to achieve challenging targets.
Helping others to achieve within the team.
Giving up family time to help the business achieve its targets..
It doesn’t take 2 minutes to send an e card - brighten someone’s day and
send one soon ... 
MSL Talent Pool
Commitments from BT MSL to its talent pool members:
•A formal annual career development review
•Events and access to build individual knowledge, visibility and networks
•Developmental career moves and short term opportunities
•Creating and delivering a development plan which could include:
•Access to leadership development programmes
•Job-specific development
•Mentoring from a senior manager
•Coaching from a senior manager
Commitments expected from talent pool members:
•Continued exceptional performance
•achievement of objectives
•role model capabilities and behaviours
•evidence of commitment to BTMSL and our values
•demonstrated support of the expected culture and service delivery model
•Event/ Programme attendance
•Talent networking – development of relationships
•Contribute to acquisition and development of other talent
•Accountability for their own development and related action planning.
Well done for being accepted into the 2011 MSL Talent Pool
Kenny Fitzpatrick
Graham Slorach
Paul Coop
Paul Ellis
Neil Leahy
Steve Jones
Pete Richardson
Steve Hazon
Brendan Sturgeon
Media
Darren Clark
Ami Mandrekar
Richard Linstead
Chris Johnson
Sarah Carr
- Engineer - DNO
– Engineer - DNO
– Engineer - DNO
– Engineer - DNO
– Senior Engineer - DNO
– Team Manager - DNO
– Team Manager - DNO
– Lead Regional Voice & Data Engineer - Virgin Media
- Planning, Routeing & Numbering Team Leader - Virgin
– Development Team Manager - Harlequins
– Application Support Manager - Harlequins
– Manager of IT Design and Development - Harlequins
- Operations Performance Analyst - Infrastructure
– Team Administrator – Infrastructure
Any Questions?
Reward – Choices 2011 Selection
What
When
All impacted employees e-mailed to let them know
Choices selection coming up
17 August 2011
Choices brochure published
17 August 2011
Enrolment window opens
31 August 2011
Enrolment window closes at 5pm
16 September 2011
New benefits effective
1 October 2011
NB
If an employee is on leave during the enrolment window they can e-mail Group Reward to
register in a different way – details in 17 August comms
Linked BT Strategies
for information
•
Consumer – now over 200,000 BT Infinity
customers (around a third of them new to BT
Retail); over 600,000 BT Vision customers; over
3m wi-fi hotspots (new deal with Hilton
Worldwide)
•
Business – IT services and mobility revenue up 7%,
as small businesses move to a single supplier
•
BTGS – good opportunities in AsiaPac; largest ever
contract in LatAm region (Brazilian Post Office and
Telegraph Company - Correios)
•
BT Wholesale – growing CP customer base for IP
Exchange and fibre products; continued growth of
Ethernet circuits
•
Network – more than 5m premises passed by our
super-fast broadband network; almost treble the
number of customers using the service in last six
months
BT Operate’s strategy
We will…
C
be simpler
by having
fewer things to
run which are
simpler to
operate
What it means for us
A1 Information Driven Business
A2 Optimise financial planning
A 3 Production & operational planning
B1 Lean Service L2C
B2 Lean ServiceT2R
A
be smart
by knowing
our business
inside out…
and outside in
Delivering
BT’s growth
Operate’s vision is to be:
A trusted partner
delivering exceptional
and competitive
service to our
customers
B
be lean
with processes
that help and
don’t hinder
C1 C2M uplift
C2 Network & IT capacity managment
C3 Rationalise products
C4 Rationalise applications
C5 Rationalise networks
C6 Rationalise data centres & locations
C7 Purchasing excellence & optimise
suppliers
be clear
about what I
do and feel
supported and
able to do it
well
D
D1 Role clarity & accountability
D2 Leadership impact and employee
involvement
D3 Location strategy
KEY - Level of involvement
Directly Partially Not really
BT Wholesale Strategy
Service as a
differentiator
Improve margins
and cost
Wholesaler
of choice,
growing
revenue and
profit
Make this a great place
to work
24
Grow the business
BT Wholesale improve margins and reduce costs
1
Improve profitability of existing products
and contracts
We need to continue to attack all cost areas
Deliver underlying SG&A costs reduction
2
Drive down cost of sales for products
and contracts
Deliver Underlying TLC
Reduce 3rd party costs
3
Improve costs after gross margin
Reduce internal costs (BTO/BTID)
4
25
Create process efficiencies within BTW
and across Group
Reduce SLG payments
In managed services, continuing success will
require better and broader delivery skills
Extend the
proposition
Build the
pipeline
Deliver and
manage deals
Close more
deals
Develop our
people
Legacy
outsource
£3bn pipeline
Better contract
governance
Global deal
scope and
account
management
Raise standards
through people
development
and refresh
Deal closure
planning
Shared learning
Regional / BDUK
NGA
Mobile
Content
Customer
service
26
Sell more Managed
Services
Develop new growth
concepts
Evolve core products
and services
Pipeline healthy,
but mix has
changed
Fewer large
deals
Unified sales
and in-life
management
Great customer
experience