Growing global business through new products and services at BT
- OverviewRead more
BT sought to enhance the global offering it provided to its multi-national corporation (MNC) customers. A key component of this initiative was the generation of a new portfolio of products and services drawing on BT Global Services' key proposition areas. Moorhouse supported the generation of the Asia Pacific (APac) Portfolio. We worked with BT to define which products and services would be launched to support the organisational strategic objectives and then set about creating the conditions to successfully launch them. We executed our strategy by; prioritising and challenging the portfolio , defining a launch plan and setting an aggressive timescale, defining the product launch process , establishing a new means of governance and demonstration capability, and improving the overall quality and regional coverage of training. We brought critical delivery experience; from the time of arriving we provided the experience and rigour necessary to navigate the complexities of realising the organisational ambition.
- Our client's challengeRead more
Moorhouse was engaged to support the generation of the Asia Pacific (APaC) Portfolio. This would provide two key objectives:
- Introduce new capabilities or enhance existing capabilities within its MNC customer base.
Generate incremental revenues to support organisational growth. A key component of this initiative was the generation of a new portfolio of products and services drawing on BT Global Services' key proposition areas: unified communications and collaboration, customer relationship management, managed network services and security.
- Our responseRead more
The new APaC portfolio was informed by two methods:
- Direct engagement with key customer accounts. .
- Analysis of market data and technological trends that would likely influence the capabilities that would support MNC customer competitiveness. Working with BT, we defined which products and services would be launched to support the organisational strategic objectives and created the conditions to launch these. Moorhouse:
- Prioritised and challenged the portfolio, assuring deliverability and strategic alignment.
- Defined the launch plan and set an aggressive timescale to bring key capabilities to the marketplace, providing potential revenue growth.
- Designed and recruited both a delivery and operational organisation that consisted of an optimal balance of programme, project and product management to launch and sustain products and services through their lifecycles.
- Defined the product launch process ;providing assurance that the input required from 22 Regional discrete functional stakeholders ,and 20+ globally, was explicitly articulated to provide a means for standardised processes, so multiple products could be launched concurrently.
- Established a new means of governance providing operational and strategic oversight of the Programme and specific product launches such that the business was exploiting products and delivering excellent service to existing and new MNC customers.
- Established a demonstration capability for all products delivered in five regional showcases that provided a means of effectively engaging customers and highlighting the value of BT's customer solutions.
Improved the overall quality and regional coverage of training provided in support of products and services to assure the business can support customers effectively.
- The value to our clientsRead more
The pace and scale of the launch was unprecedented in the telecommunications industry; many people thought it unattainable.The Moorhouse Team brought critical delivery experience to BT in order to support its highly ambitious growth objectives. From the time of arriving in the Region they provided the experience and rigor to navigate the complexities of realising the organisational ambition.
Specifically:
- A new method to successfully launch new products and services in the Region which has been tried, tested and iterated to provide a lasting legacy for the business and its MNC customers;
- A new means of governance to assure that key stakeholders in the business are fully engaged to exploit products effectively and ensure that customers and the business realise the value of such activity;
- A greater degree of diligence around the product launch processes that provides delivery assurance through informed decision-making;
A step change in the consistency and quality of deliverables in support of the product and service launch process such that it can drive other organisational activity such as marketing and sales campaigns.
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