1. Service Management Business

2. 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

3. Service Management
Our priorities for 11/12
Q1 review

4. Service Management in 11/12 Our team
Nick Clark
AUD
Dana Crandall AU
Dougie Anderson
AUA
Joe Barry
AUB
Marc De Wit
AUC
Bill Chesworth
Service Director
Jim Dempsey
James Robertson
Myles Nicholson
078
Robert Williamson AUE1

5. We will… BT Operate’s strategy
Reduce complexity
BT Operate’s strategy
simply … deliver ing BT’s growt h Operate’s vision is to be: A trusted partner delivering exception al and competiti ve service to our customer s
be simpler
by having fewer things to run which are simpler to operate
be lean
with processes that help and don’t hinder
be clear
about what I do and feel supported and able to do it well
be smart
by knowing our business inside out… and outside in
Revamp Group C2M process for product/platform development
Rationalise products
Rationalise applications
Build effective process for network and IT capacity invest/build/management
Rationalise networks
Drive purchasing excellence and supplier rationalisation
Rationalise data centres and locations
We will…
Establish controlled
agility
Deliver a trademark,
lean, quality service
Business driven information
Build the future hydraulics model & optimise the financial planning process
Conduct a lean transformation of T2R process
Conduct a lean transformation of L2C process
Strengthen production and operational planning
Execution edge
Create role clarity and accountability
Improving leadership impact & employee involvement
Location optimisation

6. Moving to standardised production management Why data is important and what we are looking to measure

7. People trends and view of People Plan for 11/12
Service Management
People trends and view of People Plan for 11/12

8. Our people trends Engagement, change index and bullying and harassment at 10/11 for SI and SM combined
EEI
PCI
Bullying & Harassment - Y
Bullying & Harassment – Y and PNTS

9. Care Agile Q1 The 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

10. Sickness / Stress Increased productivity must not come at the expense of spoiling our sickness trends 10 10

11. 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
Last year, BTO delivered an 8% challenge on TLR numbers.
This year BTO has a 14% challenge to deliver. 11 11

12. Service Management
Case study
Edinburgh MIS roll out

13. MIS VISION FOR VOLUME SERVICES
Fully implemented and embedded MIS system across Volume Services
People: Team managers and individuals able to drive performance using MIS
Central strategy from HR on using MIS in performance reviews and 121s
Standard training sessions for individuals to understand how to self-manage using MIS
Strategy in standard use of SI MyTime amongst all team members (how?)
People buy in to use of data to improve the performance of the business and use data in day to day coaching
Standard training programme for managers on how to interpret and lead using SI
Single view of ‘what good looks like’ in terms of individual and team productivity
Use of SI MyTime in standard way built into job standards
Technology: A technical solution which can efficiently deliver MIS
System can be configured in real-time to change priorities
Lower level mechanism to display stats on a real-time basis to individuals
Single sign-on for all tools and systems
Queue Configuration completed
Individual resource profiles loaded on to SI
Automatic delivery of reports available on a daily basis and early in the morning
Single reporting front-end on DICE to support real-time management of teams
SI linked to phone system
Security license for use with off-shore teams
Process: A process to deliver required MIS with minimum manual intervention
Standard reporting format allowing performance to be viewed by team and product
Standard set of measures across volume services with a formal review of measures on a quarterly basis
Baseline performance measures
Central strategy on frequency of reporting at each level
SI Installation: SI in a box roll-out

14. Organisation Culture Index The first view of Service Management in Q1
Sept 2009 baseline (SA)
Service Management Q1
Primary Style is Competitive People are expected to:
be a “winner”
out-perform their peers
be seen and noticed
Secondary Style is Perfectionistic
People are expected to:
keep on top of everything
work long, hard hours
appear competent and independent 14 14