A top-5 UK-based Alternative Network Provider (ANP) had driven rapid growth in its fibre network build, primarily through an engineering-led, bottom-up approach, and investors focused on the value of a built fibre network.
However, this expansion came at the expense of understanding customer needs, hindering growth and delaying a return on investment.
They urgently needed to develop a new customer-centric strategy that would help them better understand and target the most valuable customers in order to increase revenue and secure additional investment to further scale their business.
The desired outcome was to reset the business strategy, deliver organisational efficiencies, and enable sustainable revenue growth.
The challenge
Operating in a highly competitive telecoms market, and with potential opportunities for lucrative mergers/acquisitions, this ANP required Moorhouse’s support to ready them for future opportunities, while strengthening their current organisation.
Their bottom-up, engineering-driven strategy had led to a lack of customer-focused processes and systems, hindering their ability to capture and satisfy the right target markets. As a result, they faced inefficiencies in their build and customer acquisition strategies.
They needed Moorhouse to define and design a new customer-centric strategy and investment business case, to include:
- a refreshed operating model;
- customer segmentation to better understand and target key customers;
- an enhanced customer experience and journey(s) to meet customer needs, deliver organisational efficiencies and drive revenue.
They also urgently needed support to help them:
- reset their build strategy
- deliver organisational efficiencies
- satisfy investor requirements
- drive revenue
How we helped
We delivered three phases of support over a five-month period using a sprint-based approach to drive and maintain momentum:
Phase 1: Strategic Vision and Target Operating Model
- Articulated the North Star vision and customer targeting strategy
- Developed the first iteration of the Target Operating Model (TOM)
- Created a new design and build partner strategy that aligned operational efforts with market needs
Phase 2: Strategic Framework and Experience Design
- Developed a strategic framework and new deployment strategy
- Created initial sets of customer experience designs
- Produced function-level detail for ‘ANP 2.0’
- Captured requirements for a proof-of-concept (PoC) decision support dashboard
Phase 3: Implementation and Organisational Design
- Completed experience designs and organisation size modelling, aligning it with customer-centric and business goals
- Finalised function descriptions, org charts, and partnering strategy
- Delivered the PoC dashboard
- Created an internal comms approach, plan and content to support the transformation launch within the ANP.
The impact
- Build Trajectory: The project enabled the client to launch a new strategy with supporting processes and operations to deliver an increased build trajectory, tripling order numbers by year-end.
- Market Expansion: The improved build trajectory and associated revenue targets provided a strong basis to secure funding for building the next 600,000 premises
- Customer Targeting: Developed a data-driven Customer Targeting Tool (PoC) that allowed the client to identify and prioritise high-value business and residential customers across London, supporting more effective deployment planning
- Organisational Efficiency: Delivered a revised organisation scaling strategy focused on build, customer, and people goals, with detailed function modelling and capacity planning
- Data Strategy and Governance: Established a Data Governance Steering Committee and a cloud-based Data Dictionary, improving decision-making and data culture across the business.
Learn more about our impact in organisational transformation here.
