Ramon estopina mba group introduction v4 [compatibility mode]

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Ramon estopina mba group introduction v4 [compatibility mode]

  1. 1. The BT OneIT MBALeadership DevelopmentProgramme
  2. 2. Why the BT One IT MBA LeadershipDevelopment Programme?BT’s current challenges:• drive a major and radical transformation effort• create a prominent new player in the IT market• bring business and customer focus to a technology- focused former monopoly
  3. 3. Organisational Structure Al-Noor Ramji BT One IT CEO Dina Matta CRM Director of StrategyOperational Ian Burnett R. Estopina Mark Martinet Jerry Triggerprogrammes Post Implementation Strategy & Development Strategic Vendor E2E Customer and OI Review Relationships Experience functions Technology & Business Consulting: Currently 25 MBA’s Finance (from schools like INSEAD, LBS, HBS, IMD, Carnegie Mellon etc)
  4. 4. How does it work? Purposeful Acquisition Development Advancement Retention UtilizationOne IT Technology & Business Consulting Engagement Model Q1 Q2 Q3 Q4 Q5 Q6Candidates Intake(Internal & External) Induction followed mix of short (2 to 4 week) engagements and 90-day assignments After 12-18 months, placement outside of group Ensure identification, acquisition, development and deployment of world class talent
  5. 5. A Team with Strong Academics & Technical Expertise…1. Education: 2. Experience: Well-rounded business experiences*…- Undergraduate* Field Example # of %1 people Industrial/ M echanical Business Development Senior strategy Analyst, Partnership Manager, Business 17 54% 26% Non Strategy Manager Sun, Product Development IBM, Oracle Engineering 12% Management Consulting Consultant for Deloitte, AT Kearney, Atos Origin; Senior 13 41% Consultant for Oracle, Internal Consultant BNP ParibasElectronics 20% Marketing & Sales Product and Service Catalogue; Key Account Manager 19 61% Deutsche Telekom, Business Marketer Computer T elecom Science Entrepreneurship and Start Up Venture Capital, Turn-Around, Start-Up Portfolio 4 14% 11% experience Management 31% … As well as strong Technical Experience* * 42% of the team have Field Example # of %1 an ICT-related undergrad people Consulting experience in IT IT Consulting (infrastructure) SchlumbergerSema, 17 54%- Post Graduate* Process Mapping Lucent Technologies 100% Software experience Software Designer / Developer / Tester / Integrator Sema 16 52% Group, Arthur Andersen, Vodafone Technical experience in ICT Systems and Networks Engineer Andersen Consulting; 12 39% 50% DSP Development Motorola; Windows Programmer Technical experience in Telco Network Architect, Billing Systems for Orange, Mobile 19 61% Interface Development Philips Telecom 3% ICT Hardware Architect for UNIX servers, workstations; Nokia Security 8 27% MBA Msc Other Platform Masters Telco hardware Transmission and access networks; Product Expert for 6 19% Intelligent optical networks 100% the team hold Other experience Telco/ICT Product Management in Telco; Business development 19 61% an MBA degree related * Based on analysis of CVs. (31 consultants) Feb 2006 – 6 of these have since exited the pool of consultants ** % of people on the team based on an internal survey (31 consultants) Feb 2006 1 Numbers add to more than 100% because more than 1 experience per person
  6. 6. … diverse Backgrounds and Origins… MBA Schools Professional Experience Regional Origin US & US 11 1 Latin 4 Africa UK America 1 Other 10 5 4 2.5 Europe INSEAD 5 9 5 Years of Prof. Experience 14 Othe r 8 4 Asia Pacific 5 7 6 Europe 12.5 Other 6 8 UK LBS India 8 5 2 6 13• Other UK include Oxford, Cambridge, 4 2 CASS • Europe includes France (5.5), Italy (3), 3 1• Other Europe include IMD, HEC & Bulgaria (2), Spain and Poland ESADE Number of People • India includes 3 IIT graduates• US include HBS, Berkeley, Carnegie • Other Asia includes China (3) Mellon • Average Prof. Experience: 7.3 years • US: 2.5 people
  7. 7. … and Experience in Multiple Fields Management/ IT Consulting Telecom/Mobile Internet Start-ups • Packet Vision • ProfitLogic ICT • Unipier • Brot Engineering • Sriven Multimedia • SoftNet LS Hardware Others
  8. 8. Type of Work We Do Internal Consulting • Identify and drive key strategic projects, providing analyses, briefings and recommendations at the most senior levels • Manage the business strategy, maintaining and communicating the strategy at the appropriate level to internal audiences Split of Projects (as of March ’06) Engagements with all Member Engagements by ITC ITC Members 20 Finished Work in Progress In Pipeline 18 16 14 12 10 8 6 4 2 0 Al-Noor Ramji Dina Matta Chris Price Sinclair Phil Dance Scott Williams Heather Corby Clive Selley Maria Pardee Colin Windsor Himanshu Raja Stockman
  9. 9. Projects We Have Done• Analyzed IT procurement processes and asset management, proposed cost savings actions• Analyzed costs of 4 programmes to evaluate performances against agreed deliverables• Identified BTs performance on LLU, propose new KPI to be negotiated with Ofcom (conclusions presented to One IT CEO)• Established BTs strategic roadmap for CRM applications• Created a financial model to forecast budget for OI (3,000 employees)• Analyzed root causes for E2E under-performance on LLU and recommended plan to meet forecasted surge in order volumes• Developed a plan and business model to roll out £250m Web 2.0 (now called Serviceplex) platform leveraging 21CN capabilities to deliver innovative ICT products and services• Developed a war room for the Openreach CIO office to support discussions and confidence building with industry regarding the TSR technical E2E implementation• Mapped out the IT Security landscape across BT, benchmarked against companies of similar size and complexity, and created a plan to align current strategy with improved practices• Evaluated the current engagement model with a vendor to determine total cost of ownership and cost-benefit analysis of solution to BT• Offshoring initiative in China: Facilitated the interaction between BT and Application Development Vendors in China• Developed a business case (cost-benefit analysis) for a operational risk management dashboard for Executive Management• Built a benefits case to determine the commercial value of new products and capabilities• Proposed a reengineering plan for OI (processes and organization) to support delivery of cost- effective and quality services to customers aligned with Industry best practices – ITIL, ISO, BS15k

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