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Service as a source of differentiation and value for BTWService as a source of differentiation and value for BTW

Service support functions organisational change call

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Agenda

• What is the organisational change all about?

• What’s the reason for change?

• Who, how many and when?

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From Product-focused

•Product focused functional teams •Silo’d organisational structure•Limited channel choice•Poor self service functionality•Significant manual intervention and

processing•Limited integration of strategy and targets•Underdeveloped customer analytics and

insight

To Customer-focused

•Customer-centric:− Customer-focused solutions− Customer treatment based on lifetime value

to BTW•Single view of customer• Integrated business units•Multi-channel approach• Insight-based decision making

Todays model Tomorrows model

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A service organisation that supports growth in our market place

“As is” Federated service accountability

“As is” Federated service accountability

“To Be” E2E service accountability

“To Be” E2E service accountability

Support functions need to support all products and all marketsSupport functions need to support all products and all markets

All products served to all wholesale

customers

All products served to all wholesale

customers

BT OperateBT Operate

WholesaleWholesale

OpenreachOpenreach

Broadband and Calls

Broadband and Calls

Data services

Data services

Global ServicesGlobal Services

OpenreachOpenreachRetailRetail

CM

CC

MC

Pro

du

cts

Pro

du

cts

Su

pp

lie

rS

up

pli

er

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A service organisation that supports all products in all markets

• Service set in a market context

• Ability to grow our capabilities

• Improve our supplier management

• Maintain our volume channels

• Align our support functions for all products and all markets

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Customer Experience PrinciplesThe customer experience principles below will underpin the BTW Service blueprint and vision for a customer centric business

“Everything we do will be simple and easy for our Customers and Employees”

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What we have done so far

ISPCo has been highly successful and is still expanding

Trial of the CSPG help desk, a new “one stop shop” for all products

Established the Wholesale service partners unit to drive our suppliers

One contact resolution

ISPCo has been highly successful and is still expanding

Trial of the CSPG help desk, a new “one stop shop” for all products

Established the Wholesale service partners unit to drive our suppliers

One contact resolution

Alignment of the support functions

We will create a Centre of Excellence for all reporting

We want to streamline service experience and transformation

We must have better management of service level’s

Alignment of the support functions

We will create a Centre of Excellence for all reporting

We want to streamline service experience and transformation

We must have better management of service level’s

What‘s next……

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So who is affected?

Overall•Service Support functions today @188 people

Out of scope•BB/Voice operations team members. •People working in ISPCo on a KY OUC are not in scope of this organisational design review, however those central resources that ISPCo rely on (such as workflow, service introduction, transformation) have been included in the review.

In Scope•All support functions, managers, team members including Service Introduction (SEC) and workflow•The training and reporting functions in ISPCo

Headcount Reduction•24 people

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The new organisation