Service Intelligence

ReactiveWe fix what we’re told to

ControlWe fix things efficiently & consistently

ProactiveWe fix things

before the customer tells us

Pre-emptiveWe fix things before

they fails or the customer knows

CWU Briefing

Objectives of the session To provide an update on the Service Intelligence Journey

Discuss our plans for the journey

How we’ll engage our people through this

Managing change…together

2

Update from our last meeting

What we said we would do Make sure we engage our people

and bring them along on the journey

Conduct Skills & Capability Census to identify our current skills and capabilities

Implement the journey in a systematic way

What we have done Launched Service Intelligence

across SA – webcasts, SMT briefings Green Rooms, created Pioneer Network

Surveyed 87% organisation and currently conducting the analysis

Identified future skills

Defined a methodology to implement Control

3

Operate’s mental wellbeing campaign “Give an assist” video

3 characters played by actors– An engineer; A manager; A controller/help desk role

See typical work and home scenarios where they demonstrate symptoms of stress Hear how they were feeling at the time

– Based on typical examples from BT Hear how they overcame their issues – using different routes to suit themselves

Tools available to help managers help their team:– STREAM http://humanresources.intra.bt.com/stream

– EAP http://humanresources.intra.bt.com/index/health/ea/aasupport-link or 0800 917 6767 – Communicating during change – pages 46 – 49 of course workbook

4

Insights from the Green Rooms

5

Recap on the Service Intelligence Journey

6

A virtually impossible leap

Service Intelligence

We don’t expect to reach the pre-emptive world in one giant leap. That would be unrealistic.

So we are taking it in stages and we call this our Journey

ReactiveWe fix what we’re told to

ControlWe fix things efficiently & consistently

ProactiveWe fix things

before the customer tells

us

Pre-emptive

We fix things before they fail or the customer

knows

Today Service Delivery

TomorrowService Intelligence

Stage 1

Current Stage 2

Future

Achievement in each stage allows us to progress to the next. Right now we’re focussed on gaining Control of our current operations; becoming

better at fixing things efficiently and consistently. Once we’ve gained Control we’ll be better equipped to becoming Proactive; fixing

things before the customer tells us. 7

• Things get done in a standard way and I have data about all aspects of my operations• My scorecard has shown step change

improvements from a service and cost perspective already• I understand what I and my team need to do to

drive business value• Historical trends are tracked and analyzed• I am now equipped to drive performance in my

team and in other areas I am dependent on

Most of my day is spent answering the following questions:

• Where should I focus my attention this week? Where are the greatest improvement opportunities? • What issues are blocking better performance in my

team? • How do I address individual TM performance to

drive overall team performance• What are the 3 problems that I want to solve this

month – and that will have the greatest impact on my team’s performance?• What is the plan to address this?• What resources or help will I need?

• I know what I’m expected to do• I know what I should expect of others and have

developed relationships were we hold each other account for our joint success• I understand cause and effect between what I do

daily and how that drives business performance• I have the ability and am equipped to perform at

the levels expected• I know how well I am doing daily and how this is

driving business performance• Processes and tools have been improved ,

eliminating common problems we had and simplifying the way work• My line manager spends time working with me

and the team helping me improve my contribution to the business through coaching and other development activities.• I have been trained to work across a greater range

of products and my capabilities have been enhanced to enable me to actively undertake continual service improvement• My manager has worked with me to prioritise my

time so I can work on improvements as well deliver day to day service.• I spend more time serving our customers and less

time “battling/working the system” to get things done.

Team Leader

Director / GM

Team Member

People perspective of Control

8

Development and Deployment Approach

Delivering the Control PhaseOUCs

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As-Is Capability Assessment

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Forecast capability delivery from existing

projects and programmes

Ref Capability / Requirement

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BO1 TLR Performance in line with Business Plans A / R S / R S / R S / R S / R S / R S / R S / R S / R S / R S / R S / RBO2 E2E RFT Performance Improved A / R S / R S / R S / R S / R S / R S / R S / R S / R S / R S / R S / RBO3 BTO RFT Performance Improved A / R S / R S / R S / R S / R S / R S / R S / R S / R S / R S / R S / RBO4 Actions arising from Service Reviews reduced and resolved quicker A / R S / R S / R S / R S / R S / R S / R S / R S / R S / R S / R S / RBO5 No. of Service Complaints reduced and resolved quicker A / R S / R S / R S / R S / R S / R S / R S / R S / R S / R S / R S / RCP1 Process Standardisation & Maturity A RCP2 ISO20k Compliance A RCP3 Value Driver Trees in Place A RCP4 Policies and Business Rules In Control A RCP5 Workflow in place A RCP6 Tool Consolidated A S R SCP7 Activity Shifted Left or Right as appropriate A RCP8 Waste Removed A R SCP9 Steps Removed A R SCP10 Queues Aligned and Consolidated A S RCP11 Critical Data Items in Control A R SCP12 Processes with measures, KPIs, std reports operational A S RCP13 Steps with measures operational A S RCP14 Understand current utilisation and efficiency of workforce as well as drivers A R SCP15 Interfaces with SLAs and OLAs in place A R SCP16 Proactive systems and relationships in place to prevent failure demand A R SCM1 Teams with Effective Operational Resource Mgt in Place - 0 to 24wks A

CM2 % of Teams with Effective Strategic Resource Mgt in Place - 24wks to 12+mths A

CM3 Collection and maintenance of skills and competency data for all of our people ACM4 Processes with task planning synthetics in place ACM5 Skills database to support effective workflow AMGR1 Business Scorecards revised and operational A R SMGR2 Mgrs with CSI skills A RMGR3 Mgrs with Performance Leaderships skills A RMGR4 Coverage of effective onboarding packs/processes A S RMGR5 BPM roles established to sustain performance and improvements A S RMGR6 Fact based performance mgt of teams A S RMGR7 Fact based performance mgt of teams A S RMGR8 SI Principles embedded into behaviours A S RMGR9 Understanding cause-effect between behaviour and performance A S RWF1 Staff with CSI skills A S RWF2 Staff trained to correct level competency A S RWF3 Staff aligned to ITIL Roles / Rationalised A S R

WF4 Staff with new role based performance measures and objectives in place A S R

WF5 Staff confirmed as equipped to execute their roles to the required stds A S R

WF6 Staff confirmed with appropriate feedback mechanisms and reinforcement plans in place A S R

WF7 SI Principles embedded into behaviours A S RWF8 Understanding cause-effect between behaviour and performance A S R

WF9CSI Behaviours embedded with teams more involved in identifying improvements to systems and processes A S R

WF10 Teams are able to resolve more issues at the front end. A S RWF11 Understand Skills and Capabilities required for optimum performance A S RWF12 Behaviours that support process compliance and data capture compliance, accuracy and quality A S RWF13 Training and information in place with a standard approach to on boarding new employees A S RWF14 Visual Mgt in the workplace A S R

Enablers to be delivered by the ProcessProgramme

Capabilities to be delivered by

Business Intelligence Programme

Capabilities to be delivered by People

Programme

Capabilities to be delivered by Workflow

Programme

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S1 S2 S3 S4 S5Pilot

Practice

Accelerate

Accelerate

Accelerate

Accelerate

Blueprint

Detailed Capability Op Definitions &

Measures

Integrated Delivery & Resource Plan

Operational Unit Capabilities Baseline

and Gap Analysis

Capability Delivery Sequencing

Prioritised List of Units

OUCs

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As-Is Capability Assessment

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Forecast capability delivery from existing

projects and programmes

As-Is Programme Delivery Plans Heat

Map

1

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3

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Operational Performance Standards

2

IN CONFIDENCE

11/12 Business

Plan

9

Overall Delivery Approach

10

PilotSprint 1

Understand & Redesign

Rollout Sprint 1

Rollout Sprint 2

Rollout Sprint 3 etc

Rollout Sprint 1

Rollout Sprint 2

Rollout Sprint 3 etc

Rollout Sprint 1

Rollout Sprint 2

Rollout Sprint 3 etc

Rollout Sprint 1

Rollout Sprint 2

Rollout Sprint 3 etc

Pilot Development , Deployment & Realise Increments

Pilot Sprint 2

Pilot Sprint 3

Pilot Sprint 4 etc

Pilot•Prove out analysis•Prove out solution•Prove out deployment•Prove out engagement•Owned by Horizontal•Optimise Deployment•Prove out Verticals/Operations can undertake sprints successfully with reduced support centrally•Provide and effective learning environment for people involved in accelerated rollout sprints

Accelerated Rollout•Rapid deployment across the business in parallel•Owned by Verticals/Operations

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S1 S2 S3 S4 S5Pilot

Accelerate

Accelerate

Accelerate

Accelerate

+

IN CONFIDENCE

The change curvePeople when faced with change go through a whole range of emotions/reactions – these are reflected in the change curve

Principles of Engagement with our PeopleOur written and verbal communications in parallel with our direct engagement and reinforcing

behaviour will be underpinned by the following principles:

1. Communications on our journey will ‘live and breathe’ the five Service Intelligence principles2. The Service Intelligence journey will be the common, unifying purpose and ‘rallying cry’ for SA3. Communications will recognise we’re on the same journey but accelerating our approach4. We will build momentum around moving from ‘good’ now to ‘great’ in future5. We will be explicit on what is truly transformational6. Strong sponsorship and communication by our leaders is critical – especially face-to-face opportunities7. All comms will understand the WIFM factor and people’s frame of reference 8. We will use familiar channels but in a more engaging, and where possible radical, way9. People managers will play a big role the comms strategy by helping their teams understand what it means

to them10. We will constantly reinforce achievements and provide clear evidence of progress11. Feedback channels will be promoted with all comms; all questions will be logged, replied to, acted up and

shared openly.12. Formal and informal networks will be fully utilised13. There will be clear messages about the consequences of ‘transforming versus not transforming’14. Role model, reinforce, recognise – recognition will play a major part in our comms15. There will be clear measures and expected outcomes of our communications

Service Intelligence 12

What you can expect from me and my team

– Working in collaboration with Union

– Be honest and tell you as it is

– Continue to develop further our detailed plans

– Keep you informed - regular updates

Managing change…together

13

QUESTIONS