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BT MSL – How are we doing?
DNO Team Update
15th September 2011
Today’s Topics
In Commercial Confidence
• How are we doing?• Scorecard results - where are we today?• Current Issues • Building a Better Business• Performance Management• Refocus on objectives - Refresh• CARE - EEI result & OCI view• Recognition• MSL Talent pool• Q&A’s
Current Issues•2G TCH Network Availability
•Shared network KPI well below target•Partly down to us not clearing TRX faults quickly enough•Brought people back from MEAS•Loaned people into London•Showing on track to achieve end of month deadline
•KPIs generally poor•Challenged on volumes•NSN removed REH upgrades•Once TCH performance is resolved need to bring other KPIs up quickly•Back-log clearance affects results – need to flush through
•Need to recruit for long term•Vacancies in North West, North East and London•Applicants being short listed•Temporary back-fill with contractors
•Finance challenges in current year•All costs need to be managed
Recent Opportunities•Vodafone RAN First Line Maintenance
•In progress in Reading area – extending to London•Growth helps meet finance challenge
•Huawei 2G RAN Refresh for Everything Everywhere•Cardiff trial close to completion•Training plans being rolled out•Northern Ireland next
•MEAS•Set to continue through the next year•Very good feedback for our Engineers and Riggers
•Olympics First Line Maintenance (FLM) with NSN•New opportunity being evaluated
•Others subject to NDA (none disclosure agreements)
THANK YOU!
FOR ALL YOU HAVE DONE TO IMPROVE OUR RESULTS AND DEVELOP THESE NEW OPPORTUNITIES
MSL Scorecard Status
Building a Better Business - Program timeline
Appointments made Phase 1:Iain Hill – Head of NMO
Brian Stebbings – Head Of KCOM Service Mark Wrightson – KCOM NMC Manager
• As part of the MSL senior management team, I and my colleagues, are working to integrate all the individual contracts into a cohesive business unit; this initiative is called ‘Building a Better Business’.
• BaBB’s high level objective is to change to meet needs of the customer and encourage interworking between the contracts, this will be achieved in part by bringing common activities such as Field Engineering under a single function with common line management. The benefits for this will be:– Synergies between contracts at a Geographical level reducing travel for
some skill groups such as Power.– Standardisation of performance measures and implementation for a
common Field function.– Continuity of communication and direction given by a specifically aligned
function.
What does this mean for you?
In Commercial Confidence
Organisation Design - Sprints
Andy Wood, with the support of Tony Hodge, Steve Young and Su Morgan willbe leading the development of the detailed organisation design.
How we will work as a cross customer service organisation?
• Increased focus and engagement across BT MSL will take place during Quarter 3. Resulting in a high level Organisation Design being prepared for review by the end of September.
• Our Organisation Design plans will be created during a series of Sprint workshops held in September, where we intend to capture input from across the MSL team and give you the opportunity to influence our plans.
Getting involved
• Participants in the workshops will be communicated, so even if you are not directly involved you will know who will be representing your team, and can provide input through them.
• Team Leaders are encouraged to ensure that if any members of your team are invited to contribute at the Sprint workshops, that every effort is made to ensure they can participate.
• Further briefings will be circulated with specific details of how you can register your input and get involved in the Organisation Design process over the next few weeks.
Performance Management TimelineActivity By
People managers to have provided quarterly performance feedback and rating to people in their team
19 August 2011
Employee self-reviews to be completed on e-performance 16 September 2011
Indicative performance ratings entered on e-performance 22 September 2011
Levelling takes place 26 September - 14 October 2011
Objectives and standards refresh 30 September 2011
People managers to have provided quarterly performance feedback and rating to people in their team
18 November 2011
For more info about performance management at BT go to:-
http://humanresources.intra.bt.com/index/managing_performance.htm
Objectives RefreshWHAT’S THIS ABOUT?•Business expectation that all personal objectives will be reviewed, and refreshed where necessary at the half year point• This is a specific action on e-performance that needs to be done now
WHEN?• During September 2011
WHY?• Only 7 months of year left to deliver business requirements• Check performance is tracking in right direction• Take recovery action where necessary, or make changes
REVIEW WHAT?• Achievement year to date – is it on track, ahead, falling behind?• Are the measures still appropriate? Could more be achieved?• Are the weightings still appropriate? Has an objective become more important?• Have any new projects come along that are more important and should become an objective?
HOW?• Top down• Through 121’s in lead up to Q2 levelling• Review progress at Q2 levelling
A Positive Work Environment - TodayQ2 Care Agile Survey – What did it tell us?• Engagement falling – EEI = 3.53 (Q1 = 3.64)
VERBATIM THEMES:From - I love my job and doing it well gives me a high sense of achievement.To - Little sense of achievement as the goal posts constantly shift and there is always something else needing done.Performance management process is a common issue
Top 3 Questions Bottom 3 Questions
My manager values people who do theright thing for the customerI feel like my manager cares about meas a personManagers in my line behave withintegrity
4.17
4.05
4.05
Since I was last surveyed I have hadthe opportunity to meet a senior leaderfrom my business unit.Things are changing for the better inmy business unitIt is easy for me to work with colleaguesin other parts of BT to deliver what thecustomer needs
2.65
2.85
3.00
Primary Style = Oppositional•look for mistakes•stay detached and perfectly objectiveSecondary Style = Perfectionistic•never make a mistake•view work as more important than anything elseSecurity and task focus = keep your head under the radar and just get things done
Our Culture
A Positive Work Environment - Future
Future Plans
• Improve Comms process•Build training plans•Refresh web sites and sharepoint etc.•Utilise the talent pool and future leaders in identifying what could and should be changed•Link in with other initiatives (growth and BBB)•Improve Performance management practices
Actions so far:-
•CARE Action plans – need to be refreshed•CARE volunteers wanted•OCI management review in progress•Next steps – focus on one thing to change - any suggestions?
Aiming for an environment where:-• Plans are in place to achieve challenging goals which are pursued with enthusiasm• People are able to enjoy their work and develop themselves• Everyone is managed in a supportive and helpful way• Co-operation and teamwork are expected and valued• Interpersonal relationships matter as much as achieving the goal• People are involved as far as possible in decisions that affect them
Recognition and Rewards• Rewards Home Page: https://www.rewardscentral.bt.com/• Has someone made the difference in the team?
– Send an e-card choosing one of the capabilities - Heart, Trustworthy, Helpful, Inspiring, Straightforward.
– Remind the person that they have made the difference, are recognised and appreciated:– 5 cards can lead to £25 to spend on what you want.
• Instant financial recognition awards available when someone really went out of their way to support the customer and team needs
• Some recent examples of thank-you’s– Covering sick member of the team with very little notice.– Taking on additional work when pressure on the team to achieve challenging targets.– Helping others to achieve within the team.– Giving up family time to help the business achieve its targets..
• It doesn’t take 2 minutes to send an e card - brighten someone’s day and send one soon ...
MSL Talent PoolCommitments from BT MSL to its talent pool members:•A formal annual career development review •Events and access to build individual knowledge, visibility and networks •Developmental career moves and short term opportunities•Creating and delivering a development plan which could include:
•Access to leadership development programmes •Job-specific development •Mentoring from a senior manager •Coaching from a senior manager
Commitments expected from talent pool members:•Continued exceptional performance
•achievement of objectives •role model capabilities and behaviours•evidence of commitment to BTMSL and our values•demonstrated support of the expected culture and service delivery model
•Event/ Programme attendance •Talent networking – development of relationships •Contribute to acquisition and development of other talent •Accountability for their own development and related action planning.
Well done for being accepted into the 2011 MSL Talent Pool
Kenny Fitzpatrick - Engineer - DNOGraham Slorach – Engineer - DNOPaul Coop – Engineer - DNOPaul Ellis – Engineer - DNONeil Leahy – Senior Engineer - DNOSteve Jones – Team Manager - DNOPete Richardson – Team Manager - DNOSteve Hazon – Lead Regional Voice & Data Engineer - Virgin MediaBrendan Sturgeon - Planning, Routeing & Numbering Team Leader - Virgin MediaDarren Clark – Development Team Manager - HarlequinsAmi Mandrekar – Application Support Manager - HarlequinsRichard Linstead – Manager of IT Design and Development - HarlequinsChris Johnson - Operations Performance Analyst - InfrastructureSarah Carr – Team Administrator – Infrastructure
Any Questions?
Reward – Choices 2011 Selection
What When
All impacted employees e-mailed to let them know Choices selection coming up
17 August 2011
Choices brochure published 17 August 2011
Enrolment window opens 31 August 2011
Enrolment window closes at 5pm 16 September 2011
New benefits effective 1 October 2011
NB
If an employee is on leave during the enrolment window they can e-mail Group Reward to register in a different way – details in 17 August comms
Linked BT Strategies for information
•Consumer – now over 200,000 BT Infinity customers (around a third of them new to BT Retail); over 600,000 BT Vision customers; over 3m wi-fi hotspots (new deal with Hilton Worldwide)
•Business – IT services and mobility revenue up 7%, as small businesses move to a single supplier
•BTGS – good opportunities in AsiaPac; largest ever contract in LatAm region (Brazilian Post Office and Telegraph Company - Correios)
•BT Wholesale – growing CP customer base for IP Exchange and fibre products; continued growth of Ethernet circuits
•Network – more than 5m premises passed by our super-fast broadband network; almost treble the number of customers using the service in last six months
We will…
BT Operate’s strategy
Ope
rate
201
4
Ope
rate
201
4 Operate 2014
Operate 2014
A1 Information Driven Business
A2 Optimise financial planning
A 3 Production & operational planning
B1 Lean Service L2C
B2 Lean ServiceT2R
C1 C2M uplift
C2 Network & IT capacity managment
C3 Rationalise products
C4 Rationalise applications
C7 Purchasing excellence & optimisesuppliers
C5 Rationalise networks
C6 Rationalise data centres & locations
D1 Role clarity & accountability
D2 Leadership impact and employee involvement
D3 Location strategy
What it means for us
KEY - Level of involvement Directly Partially Not really
A B
C
D
Improve margins and cost
Improve margins and cost Grow the businessGrow the business
Wholesaler of choice, growing
revenue and profit
Service as a differentiatorService as a
differentiator
Make this a great place to work
Make this a great place to work
BT Wholesale Strategy
24
BT Wholesale improve margins and reduce costs
25
1 Improve profitability of existing products and contracts
2 Drive down cost of sales for products and contracts
3 Improve costs after gross margin
4 Create process efficiencies within BTW and across Group
Deliver underlying SG&A costs reduction
We need to continue to attack all cost areas
Deliver Underlying TLC
Reduce 3rd party costs
Reduce internal costs (BTO/BTID)
Reduce SLG payments
In managed services, continuing success will require better and broader delivery skills Develop new growth
concepts
Sell more Managed Services
Evolve core products and services
26
