Service Management Business

Agenda

Welcome and Introductions

Business Update • Introducing the team •Our key areas of focus for 11/12• Our current performance at Q1

Our People – a view of the new Service Management organisation• Key people trends 10/11 and Q1 view for Service Management

MIS – Case Study• 6 week sprint in Edinburgh, key objectives and outcomes

Questions

Service Management

Our priorities for 11/12Q1 review

Service Management in 11/12Our team

Reduce complexityReduce complexity•Revamp Group C2M process for product/platform development

•Build effective process for network and IT capacity invest/build/management

•Rationalise products

•Rationalise applications

•Rationalise networks

•Rationalise data centres and locations

•Drive purchasing excellence and supplier rationalisation

Establish controlled agility

Establish controlled agility

Execution edgeExecution edge

•Conduct a lean transformation of T2R process

•Create role clarity and accountability

•Business driven information

•Build the future hydraulics model & optimise the financial planning process

•Strengthen production and operational planning

Deliver a trademark, lean, quality service

Deliver a trademark, lean, quality service

We will…

•Conduct a lean transformation of L2C process

•Improving leadership impact & employee involvement

•Location optimisation

BT Operate’s strategy

Moving to standardised production managementWhy data is important and what we are looking to measure

Service Management

People trends and view of People Plan for 11/12

PCIEEI

Bullying & Harassment - Y Bullying & Harassment – Y and PNTS

Our people trendsEngagement, change index and bullying and harassment at 10/11 for SI and SM combined

Care Agile Q1The first view of Service Management in Q1

First report for Service Management as a new group – 65% response rate

• EEI 3.65 (+0.04 from Service Assurance)• PCI 3.78 (-0.01 from Service Assurance)

•B&H (Yes 9% and PNTS 11%)

Where we are ahead of BT (what we have been told is working well)• Straightforward – we make things simple and clear• Senior leaders are visible•People are committed to doing quality work

What we have been told we need to work on (where we are behind BT)• Building an effective and engaging story for change

Sickness / StressIncreased productivity must not come at the expense of spoiling our sickness trends

Resourcing – 10/11 delivery and challenge for 11/12

BTO 10/11 delivery – 8%

BTO successfully resolved 78% of our re-deployees 10/11

BTO 11/12 challenge

Service Management

Case studyEdinburgh MIS roll out

Sept 2009 baseline (SA) Service Management Q1

Primary Style is Competitive

People are expected to:be a “winner”out-perform their peersbe seen and noticed

Secondary Style is PerfectionisticPeople are expected to:

keep on top of everythingwork long, hard hoursappear competent and independent

Organisation Culture IndexThe first view of Service Management in Q1