Organisational design at BT Global Services
- OverviewRead more
A wide ranging transformation programme at BT Global Services involved the creation of a new organisation responsible for both the management of a global portfolio of core propositions and for the delivery of complex technology solutions to large customers. Building the new organisation involved the transfer of c.2000 people into a new organisational structure underpinned by a new internal trading model. BT asked Moorhouse to support both the design and rollout of the new organisation. We developed an end-to-end operating model for the new organisation and then provided the programme management capability needed to manage the implementation of the transformation programme. We deployed a second team during the implementation phase to manage the transition of in-life customer contracts to the new way of working. Our operating model has been deployed on a number of contracts to ensure BT's delivery is supported by rigorous programme discipline, senior management have greater visibility and control of end-to-end customer contract delivery, and a single route to a unified, shared resource service.
- Our client's challengeRead more
Part of a wide ranging transformation programme at BT Global Services involved the creation of a new organisation responsible for both the management of a global portfolio of core propositions and for the delivery of complex technology solutions to large customers.
The objective of the new unit was to address quality and control issues in complex contract delivery through the introduction of standard delivery approaches and assurance mechanisms. It also aimed to enable more efficient use of BT resources though the establishment of a single global resource pool and the introduction of work package-based delivery.
Building the new organisation involved the transfer of c.2000 people into a new organisational structure underpinned by a new internal trading model. Recognising the need for strong PPM leadership on the programme, BT asked Moorhouse to support both the design and rollout of the new organisation.
- Our responsesRead more
The Moorhouse team was immediately able to leverage its experience in large scale organisation change programmes to develop an end-to-end operating model for the new organisation.
Once this had been agreed, reviewed and signed off by the BTGS leadership team Moorhouse then provided the programme management capability needed to manage the implementation of the transformation programme.
A second Moorhouse team was also deployed during the implementation phase to manage the transition of in-life customer contracts to the new way of working.
- Firstly a period of due diligence was carried out on all in-scope contracts. This process used common criteria to identify the most suitable contracts for the first phase of transition.
- Next a detailed transition plan was created for each of the projects identified, with four main work streams covering the key transition activities:
- - governance and reporting to define and embed a standard RACI, governance and reporting mechanisms.
- - people to establish a standard resourcing approach and to upskill those on delivery roles.
- - process and delivery methodology to move to a standard delivery approach including PPM and workpackaging.
- - comms and change management to ensure that all contract resources were comfortable with the operating model end state, the plan to achieve it, and their part in that plan.
- The value to our clientRead more
When the Moorhouse engagement concluded, the new operating model had already been deployed on a number of selected contracts. The new operating model is already:
- Ensuring that BT's world class technical delivery expertise is supported by rigorous programme discipline and standard assurance methods;
- Providing senior management with a greater level of visibility and control of end-to-end customer contract design and delivery, by reducing organisational complexity and ambiguity;
Replacing multiple uncoordinated resourcing processes with a single route into a unified, shared resource service.
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