bt group transformation practice

© British Telecommunications plc 2016

TransformingBT

“Transforming from the inside out - Continuous Improvement helps us understand what our customers really value and gets our

people engaged in making positive change happen everyday.”


CI Brochure Contents

Group Transformation Managing Director’s Intro 3

Our Transformation Approach 4

What is Continuous Improvement (CI)? 5

CI and Driving Successful Change 6

CI case study 7

About the Transformation Practice 8

Our Practice Learning & Development model 9

One Size Doesn’t Fit all 10

Did You Know… 11

CI in The Press 12

GT Practice introductions 13

2


Group Transformation Managing Director

Shahzad Saleem

“We want to empower people to make change happen in their own

space. Creating a bottom-up approach that runs from team based

continuous improvement up through business unit change to major

transformational activity.

Continuous Improvement has three main aims: it helps us understand

what our customers really want and value, it gives our people the

power to make changes and it helps us work better to achieve our

financial goals”.

3


GovernanceOwnership

Our Transformation Approach

There are different methods to drive cost transformation, varying in scale and reach. The GT team has the ability to combine all programme types.

Change Initiatives

Governance mechanisms atdifferent levels will ensurealignment of change acrossthe business

Line organisation supported by Continuous Improvement

coaches

Line of Business transformation teams with involvement of the

line organisation

Teams at different levels of theorganisation will focus onchange initiatives of differentscale and complexity

Change inititatives will be driven atall levels of the organisationdepending on the scale of change

Continuous Improvement

Multi-Line of Business end to end transformation

Functional change initiatives

Operationally-led Continuous Improvement

Group Transformation team with involvement of the line

organisation

End

-to

-en

d p

roce

ss g

ove

rnan

ce

Unit/team Leaders

Business Unit Transformation Boards

(or equivalent)

Board or Executive Level Steering Committees

Why the GT Approach?

In any organisation it is essential that change at all levels of the business is conducted in a coherent mannerand happens for the right reasons. BT’s Group Transformation approach ensures that change initiatives – fromstrategic, top-down transformation, to local, bottom-up improvements – are fundamentally aligned in theoutcomes they deliver, in order to support the growth and cost transformation journey of BT.

By working closely with BT’s Business Units and transformation teams, GT has the ability to combine allprogramme types in coherent delivery, underpinned by strong end-to-end governance.

4


Recognition & Accreditation

Financial Goals Delivered

Happy Customer!

Reinforcement & Capabilities

Meeting Customer & Business Challenges

Customer-focused Dialogue

Team-based Problem Solving

What is Continuous Improvement?

A pan-BT mind-set shift to create a customer-centric and operationally-led continuous improvement culture aligned to end-to-end transformation

CU

LTU

RE

CH

AN

GE C

ULTU

RE C

HA

NG

E

Analytical Rigour

Leadership Direction

Empowered People

Improved processes

CI Vision: What did we set out to achieve?

The vision for Continuous Improvement is to drive a pan-BT mind-set shift to create a customer centric and operationally led continuous improvement culture, aligned to end-to-end (E2E) transformation.

This represents a new way of working across BT and EE, equipping all 102,500 colleagues with the skills and authority to improve the way they work on a daily basis, and in doing so improving our customers’ experience and achieving our financial goals.

This culture change is delivered through four core building blocks:

1. Customer-focused dialogue: Connecting teams to their customers through direct understanding of their needs and priorities, translated to tangible metrics and reviewed regularly in the team environment

2. Team-based problem solving: Using a systematic, data-driven approach to identify, prioritise and solve the issues that are causing our customers pain, shifting the responsibility for problem solving from management to the experts who deliver the service

3. Meeting customer & business challenges: Setting the direction of bottom-up improvement to focus on the big customer and business challenges that BT faces

4. Reinforcement & Capabilities: Investing in the Lean, Six Sigma, Change Management and soft skills & capabilities of our people at all levels of the organisation through training and coaching, to enable them to deliver our CI outcomes.

5


How can Continuous Improvement help your business drive successful change?

559 team accreditations and 108 individual BQF

certifications

CI-enabled teams recognised through our

‘Challenge Cup’ for putting their customers first

CI waves deployed across the Globe from Exeter to

Thurso…Dallas to Singapore

As well as…

6

Improved employee engagement

As a culture change initiative, Continuous Improvement is allabout BT’s people, empowering and engaging them to makepositive change happen in the business. This becomes the newway of working.

Better Customer Experience

Delivering a better experience for our customers byunderstanding what they value through Voice of theCustomer. This focuses improvements in customerexperience.

Customer 36%av. improvement in

Customer KPI

People9%

av. uplift in Care EEI

Financials £200mAnnualised benefits to

date

Our financial goals delivered

By improving the way we deliver for our customers throughsystematic removal of waste from our processes, CI drivesboth top-line and bottom-line financial performance.


Continuous Improvement case study

Continuous ImprovementContact Centre

The contact centre provides technical support to all of our Consumer customers; this covers all products and services with the main focuses being TV, Sport, Broadband, Telephone Services and Wi-Fi. The work involves offering help and advice on how to set up and use BT products as well as fixing faults.

Stage 1

Stage 2

Stage 3

• Voice of the Customer workshops and coaching of frontline staff to develop an understanding of what our customers truly value, and setting team performance metrics accordingly

• Facilitating Performance Dialogue ‘huddles’ to identify where customer expectations are not being met and the things that are stopping teams from doing so

• Coaching teams to systematically prioritise and Solve the Problems they face, using a data-driven approach

• Value Stream & Process Mapping workshops helped teams to identify areas of improvement and opportunities to remove non value added activity within a process and streamline it

• Working with managers to set time-bound Target Conditions (TCs) for the team to achieve in the immediate future, and putting in-place enablers to allow them to do so

• The final phase of the implementation was about sustaining Continuous Improvement. CI empowers employees in order to create sustainable change from the bottom upwards, and this was achieved across the contact centre. The teams were left with all the tools and resources they needed and successfully embedded the new CI way of working into their day to day practices.

7


About the Transformation Practice

8

An in-house academy focused on equipping BT people with the skills and capability,qualifications and accreditations, to transform from the inside out. A rich portfolio ofmethods and tools. Founded on best practice and world renowned tools from;

This capability development underpins BT’s growth strategy by significantly transformingcosts and providing a better experience for our customers whilst also engaging and involvingeveryone through continuous improvement. We have so far accredited 559 teams insuccessfully sustaining CI.

We have formed a collaboration with Alliance Manchester Business

School to share our learning and will launch a programme of applied

learning executive education in the autumn 2016

“The BT way empowers people to improve things.”

Lean Six Sigma

Change Management Programme & Project Management

Continuous Improvement


Our Practice Learning & Development Model

9

Theory Practice in gamification

Operational application Real life examples

We’ve developed a unique approach to capability development, which allows people to operationalise their learning quickly. We recognise and cater for all different individual styles of learning in a highly interactive, practical and energy-fuelled way.

We start with the basis of theory, we facilitate hands-on practice using gamification anddemonstrate the benefit that can be gained with real-life examples and case studies.Finally we allow self-reflection time for everyone to consider and plan how they willoperationally apply it back in the workplace.


Six SigmaEliminating defects and reducing variation using a structured, data driven,

sustainable approach to give great results to the customer

Programme and Project ManagementA pragmatic approach to delivering benefits, mitigating risk and maximising

opportunities

Change ManagementUnderstanding how people react to change and helping them move from

A to B

Engaging

everyone in your

business to make

change happen

every day

LeanImproving the way processes flow to deliver customer value better

Continuous

Improvement

Perhaps you just want training in Lean, Six Sigma, Change Managementand/or Programme and Project Management?

Maybe going onto certification?

Or perhaps you want to roll out Continuous Improvement across yourwhole organisation but don’t know where to start?

We can help with both scenarios and plenty more in between.

Training… coaching… certification… method development. We can do it foryou or help you to do it for yourselves.

We’ll tailor our approach to meet your requirements

One Size Doesn’t Fit All

In addition to Continuous Improvement we have a rich portfolio of 14 different transformation training programmes.

10


Did You Know…

11

Karen Leftley LinkedIn Blog Post 2016

BQF Excellence Awards – Winner BT, 2014


CI in The Press

12

BT Annual Report 2016

BQF Article 2014


GT Practice Introductions

Karen Leftley Head of GT Practice, leads the development of our

transformation capability pan BT and is responsible for the design and

development of our transformation method, tools and techniques which

includes our CI methodology. As part of this, Karen also works with

other organisations who are looking to initiate their transformation

capability development and CI journey.

13

Paul Stokoe is a Senior Consultant. A transformation professional, Paul has

experience spanning 15 years; leading across Lean, Six Sigma and Change

projects as well as CI deployments for multiple service industries. He is

responsible for the core BT CI method being deployed enterprise wide across BT

Group. Paul is a Six Sigma Master Black Belt, a Lean Master and holds a BEng

Hons in Manufacturing Engineering.

Adele Cihlar is a Senior Consultant, a highly skilled coach with operational

experience of applying Lean, Six Sigma and Change Management to deliver

business change and return on investment. Adele is responsible for assuring the

standards of certification for Six Sigma within BT. Adele is a certified Master Black

Belt, Lean Master and Change Management Master Practitioner, she also holds a

BEng (hons) in Material Engineering.

Mandy Urwin is a Senior Consultant responsible for designing, developing and

teaching the approach to Change Management as well as Programme & Project

Management (PPM) that’s practiced across BT Group. A transformation

professional, Mandy has 25+ years experience of deploying all levels of Change.

Mandy is certified as a Change Management Master Practitioner and leads

Change Management certification in .


Continuous Improvement Case Study

© British Telecommunications plc 2016All rights reserved. You may not reproduce, copy, sell or otherwise circulate this publication without BT’s prior written consent.

Published in Great Britain by British Telecommunications plc81 Newgate StreetLondonECIA 7 AJ

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bt group transformation practice

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