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Service as a source of differentiation and value for BTW

Service support functions organisational change call. Service as a source of differentiation and value for BTW. What is the organisational change all about? What’s the reason for change? Who, how many and when?. Agenda. Todays model Tomorrows model. To Customer-focused.

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Service as a source of differentiation and value for BTW

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  1. Service support functions organisational change call Service as a source of differentiation and value for BTW

  2. What is the organisational change all about? • What’s the reason for change? • Who, how many and when? Agenda

  3. Todays model Tomorrows model To Customer-focused From Product-focused • Product focused functional teams • Silo’d organisational structure • Limited channel choice • Poor self service functionality • Significant manual intervention and processing • Limited integration of strategy and targets • Underdeveloped customer analytics and insight • Customer-centric: • Customer-focused solutions • Customer treatment based on lifetime value to BTW • Single view of customer • Integrated business units • Multi-channel approach • Insight-based decision making

  4. A service organisation that supports growth in our market place “As is” Federated service accountability “To Be” E2E service accountability Broadband and Calls Data services CMC All products served to all wholesale customers Wholesale Global Services Openreach Products Retail Openreach BT Operate Supplier Support functions need to support all products and all markets

  5. A service organisation that supports all products in all markets • Service set in a market context • Ability to grow our capabilities • Maintain our volume channels • Improve our supplier management • Align our support functions for all products and all markets

  6. Customer Experience PrinciplesThe customer experience principles below will underpin the BTW Service blueprint and vision for a customer centric business • “Everything we do will be simple and easy for our Customers and Employees”

  7. What we have done so far ISPCo has been highly successful and is still expanding Trial of the CSPG help desk, a new “one stop shop” for all products Established the Wholesale service partners unit to drive our suppliers One contact resolution What‘s next…… Alignment of the support functions We will create a Centre of Excellence for all reporting We want to streamline service experience and transformation We must have better management of service level’s

  8. So who is affected? • Overall • Service Support functions today @188 people • Out of scope • BB/Voice operations team members. • People working in ISPCo on a KY OUC are not in scope of this organisational design review, however those central resources that ISPCo rely on (such as workflow, service introduction, transformation) have been included in the review. • In Scope • All support functions, managers, team members including Service Introduction (SEC) and workflow • The training and reporting functions in ISPCo • Headcount Reduction • 24 people

  9. The new organisation

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