Set-up, definition and delivery of BT's TV Enterprise Programme
- OverviewRead more
BT had launched a number of related Programmes covering all aspects of its UK TV business, but was struggling to maintain a clear understanding of the Programmes due to various cross-business requirements, investment priorities and plans. Moorhouse were engaged to align and co-ordinate existing deliveries across the Programmes. Working with the BT team, we set-up an Enterprise Programme Management Office and delivered a framework that ensured the various Programmes were aligned to BT's strategic direction. We provided senior management with visibility, control and assurance of all TV deliveries, which enabled BT to successfully deliver improvements the BT TV product offering and customer experience.
- Our client's challengeRead more
In the face of growing competition, BT was undertaking a number of related Programmes across its UK business covering all aspects of TV from broadcast to home delivery, in Video on-Demand (VoD) and Linear formats, as well as tying in with YouView (the industry partnership in which BT is a key player).
BT was struggling to maintain an overall understanding of its end-to-end TV activities due to the various cross-business requirements, investment priorities and plans. The lack of a coordinated approach made it difficult for senior management to make informed decisions and was ultimately restricting the ability of the various Programmes of work to deliver against BT's TV Strategy.
BT Innovation and Design (BTiD) asked Moorhouse to define and set-up an end-to-end Programme to align and co-ordinate the existing deliveries and provide a single point of contact for end-to-end TV delivery across the entire BT business.
- Our responseRead more
Moorhouse engaged with BT colleagues to integrate their own delivery tools with existing client approaches and to set up a robust and proactive Programme Management Office. This provided the Programme Director, Sponsor and Senior Executives with overall Programme visibility, improved clarity and assurance of delivery.
During the initiation phase this involved:
- Moving from crisis management to structured delivery;
- Setting up a Programme structure and framework to build connections between existing delivery teams, to improve visibility, control and reporting;
- Creating aligned and interlocked plans across lines of business, identifying dependencies and gaps;
- Identifying and managing end-to-end risks and issues; and
- Fostering a TV virtual team with sub-teams focusing on individual areas (e.g. customer experience, new monitoring tools, and TV network design).
As the Programme moved from initiation into delivery, the focus of the Moorhouse team switched, with each team member covering a specific area of delivery to provide:
- Drive for the virtual teams;
- Identification and management of issues;
- Up to date end-to-end delivery plans and Programme reports; and
- Specific TV product knowledge.
- The value to our clientRead more
Through the implementation and delivery of a structured Programme, the joint BT/Moorhouse team created a framework which has provided:
- Confidence that TV deliveries are co-ordinated and aligned to the business's strategic direction;
- A virtual team of TV stakeholders who are aware of their involvement and roles and responsibilities;
- A means of providing senior management with an accurate view of TV developments within the business;
- Clear visibility and control over all TV deliveries across the business;
- Solutions to specific issues that had fallen between the gaps of individual Programmes; and
- Improvements to the BT TV product-offering and customer experience through successful delivery and launch of specific Programmes and initiatives.
- Senior Executives with overall Programme visibility, improved clarity and assurance of delivery.
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