The document discusses business transformation initiatives at BT Global Services, highlighting their experience with a diverse array of customers and the significance of Benefit Management (BM) in achieving operational efficiencies. It outlines the common causes of business transformation failures and emphasizes the importance of simplifying the process to foster ownership and accountability among stakeholders. BT's approach includes collaborative mapping of benefits, quantifying results, and addressing challenges such as resistance to change and skill gaps within the organization.

1. BM in BT Transformation
Keeping BM simple, workable, and alive
in BT
Sheffield Hallam University
Viren Lall
Secretary APM Benefits SIG
Head of Business Transformation, BT
12th March 2013

2. Topics
• Context Setting BT & transformation
• Spotlight on BM and change
• Keeping BM Simple and “owned”

3. Who are BT Global services customers?
Experience and track record of delivery with a wide range
of customers globally
A global leader in managed networked IT BTGS revenue by sector 2011/12
services 6% 3%
We serve:
• 87% of the FTSE100 companies 18%
• 64% of the Fortune 500 companies
47%
• 90% of Interbrands’ annual ranking of the
world’s most valuable brands
• the world’s top stock exchanges, leading
broker-dealers and biggest banks.
BTGS’s vertical initiatives 26%
• We also supply services to national and represent an industry strategy that
local government organisations and other Corporate customers
is fully integrated with its global
public sector bodies in the UK and in 16 MNC efforts. Public sector (UK and overseas)
countries around the world. Financial institutions
Ovum 2011 Transit
Experience, and a track record
Other global carrier
• Around 7,000 corporate and public sector
customers across more than 170
countries
• Widely recognised as market leader by
industry watchers © British Telecommunications plc Our customers 3

4. Our customer references
Examples of some of our customers from 2011/12
© British Telecommunications plc Our customers 4

5. BTGS - a Global Leader
A leader in Gartner’s Network Service Provider Magic Quadrants
Global – April 20121 Pan-European – April 20122
1
Gartner, Global Network Service Provider Magic Quadrant, Neil Rickard and Robert Mason, April
2012
2
Gartner, Pan-European Service Provider Magic Quadrant, Neil Rickard and Katja Ruud, April 2012
This Magic Quadrant graphic was published by Gartner, Inc. as part of a larger research note and should be evaluated in the context of the entire report.
The Gartner report is available upon request from BT. Gartner does not endorse any vendor, product or service depicted in its research publications, and
does not advise technology users to select only those vendors with the highest ratings. Gartner research publications consist of the opinions of Gartner's A global leader 5
research organization and should not be construed as statements of fact. Gartner disclaims all warranties, expressed or implied, with respect to this

6. Business Transformation
 Business transformation is a leadership initiative, typically by the
senior management team, that aims to align an organisation's
initiatives with the organisation’s business strategy and vision.
Value is generated through monetising operational efficiencies
gained.
 The benefits of a business transformation programme are
typically expressed as an end state (for example) 50% increased
revenue, 30~% cost reduction or margin improvement, reduction
in end to end cycle time for service delivery by 10 days, a measure
of quality, or 25% improved in customer satisfaction scores.

7. What do I do in BT
• Run Business transformation hothouses 3 day events 50-70
people to achieve outcomes
• Coach/Mentor managers on requirements, benefits, change
• Lead teams of architects, Business Analysts, change managers,
Transformation professionals, developers, PMO, operational
stakeholders, COOs, VP teams
• In brief define stages of transformation and drive transformation. 2
transformation programmes 2300 and 900 people.
• My responsibilities include
• Defining Transformation Strategy
• Enabling Benefit Realisation and maximising opportunity
• Advising on Change
7

8. Topics
• Context Setting BT & transformation
• Spotlight on BM and change
• Keeping BM Simple and “owned”

9. Target Operating
Business Transformation failures are multioperational
Model
stage
Defining the Developing a Dashb
Implementing the
transformation benefit realisation leading
plan
strategy. plan and b
Same Operating
Strategy Model
Complex. Lofty. Not coherent
Underpinning Transformation Benefits
Not rigorous. Not shared. Nor Agreed
Execution
Failures in Project , Programme, and Change
9

10. Business Transformation failures -
common causes
Strategy Underpinning Execution
Complex. Lofty. Transformation Failures in Project ,
Not coherent Benefits Programme, and Change
Not rigorous. Not
shared. Nor Agreed
1. Fluff 1. Focussed on delivery 1. Project failure
2. Goals 2. Delivery of tech and 2. Stakeholder
3. Hierarchies benefits will happen management failure
4. Not linked to 3. No line of sight to 3. Poor implementation of
a challenge realisation change management
4. No accountability
10

11. BT has an active BM practice…
 BM is required skill for PPM and Business Advisory
community
 Online courses
 SME Group
 Membership of APM/ BM SIG etc.
 We have adopted the Cranfield method and adapted it a
while ago
 Finance community that look for benefit maps in business
cases!
 Huge awareness
It would be non PC not to play lip service to BM
© British Telecommunications plc 11

12. But BT still faces issues in BM.
 Consultants map “benefits” (recommendations)
 Business analysts map requirements
 Architects map solutions
Truisms
 Dave Reynolds “last switch” law of benefit realisation (CIO BT Global
services): benefits will only get realised when the last technical
deliverable and full business change is complete.
 The weakest professionals run the business change: the post delivery
PM teams
© British Telecommunications plc 12

13. From Peter Glynne

14. What is the single biggest hurdle of BM
adoption?
 Our ability to “map” benefits, everything else can follow
 People have the knowledge, guidance
 We have to remember
– Awareness ≠ Skill
– Knowledge ≠ Skill
© British Telecommunications plc 14

15. Even adoption BM is a change
 So do people resist change?
 People resist being changed
 People definitely resist the ambiguity of change
 More often than not its lack of awareness and/or
skill and people will most definitely resist moving into
areas beyond their capability
15

16. Topics
• Context Setting BT & transformation
• Spotlight on BM and change
• Keeping BM Simple and “owned”

17. What are we doing to address this?
Simplify the capability
 30 minute primers followed by hands on surgeries on individual
projects v/s 2 day offsite training
 Specialist move into support/mentoring role
 Not for PPM community only, business analysts, market leads,
architects
Being 80% correct on mapping and 100%
owned has a greater chance of realisation,
than 100% correct map (which will change in
any case within a years reality)
© British Telecommunications plc 17

18. What are we doing to address this?
Clear direction
 First map
 Then quantify
 And then maintain
© British Telecommunications plc 18

19. What are we doing to address this?
Motivating the transformation professionals
 Typical Consultant approach reduces benefit landscape as
programmes are built.
 Find more benefits: Show them a way. A 2-3 hour session produces
a credible map on a Workstream
 On-going tool for emergent benefits along lifetime
 Don’t run Benefit modelling as PMO central function
© British Telecommunications plc 19

20. Keeping it Simple
30 second rule
Capability Business Benefits/
Outcome Disbenefits
(ENABLER) Change
Delivery PM in T4/5
places the order when Reduction of manual
ready instead of returning overhead in CS to create a Reduction in PI effort in CS
Interlock with CS an approved CAF (Order new “order” ready request for CS ordering stage
“provisioning” stack gateway stage reached) from the received CAF
Delivery manager sees the Consistent jeopardy Reduction in PI effort in
order status of the CS management, order tracking Delivery management
portion as a part of bigger/ as specified in Delivery function for CS orders
complete project for the mgmt. dashboard
customer
CORE CSDK
FUNCTIONALITY
Bill of Materials, Integrated billing and Reduction of manual billing Reduction in PI in for MoU
inventory update to T4/5 for finance transfer* (TBC) related internal transfer for
costing, pricing, in Keith Browne's area. orders for T4/5 customers
approval stage, customers
workflow, task Easier costs reconciliation
allocation, templates, for transfer charges because Reduction in costs
order gateways cost and pricelines and reconciliation for internally
order details are in one charged items
place. On a single asset key
© British Telecommunications plc 20

21. This is neither encouraged nor tolerated
Change In
Benefits Dependency Network Enabler Feature Benefit Objective
Working Practice
All planning data
available in all
Planning 1
geographies Enable multi skilled planners Increased planning efficiency 1
(cross geography)
All technologies can
be planned in one Decreased hand-offs 2
system Enable multi skilled planners
(cross domain)
Spare rack and card Decrease ELF & DOA 1
space information
available Automation of straightforward
planning via rules(rack, Meeting provisioning SLAs 3
shelf,...)
Automated planning Decreased inbound & outbound customer
rules contacts 1 Operationally
Value the capture & effective &
maintenance of accurate data Decreased Fines (from regulator....)
Piper - An e-2-e physical 3 1 profitable
view of the physical
Internal Plant network
Continuous focus on
information quality Engineering 1
access & core
physical planning can Decrease workload in e-records 2 1
be done together
Sell services not technology
(alternative routes / medium)
Provide the maximum Reduction of engineer visits 1
capacity of a element
Engineers recognised for
proactive jobs Flexible
Provision of 1141 Faults 2
Organisation
code
Cross geography preventative Reduce lost assets
maintenance programme (both capacity & equipment) 2
Improved data quality
(volume & accuracy)
Reduce overall fault rate 2 1
Engineers enabled to resolve
Automatic ability to faults when they find them
route over and Faster fault location and restoration. 2
BMS - Fibre allocate planned fibre
Restore not repair
allocation Duct/Fibre/ Trib
seperacy information
avalable Leader in
Increase automated
provisioning (frame jumpers)
Sales 2
CSAT
BMS - frame / Automated provision less planning
frame connections Decreased Penalty costs 2
port
attributes frame e-side port - Intelligent appointing
Increase sales & up-sell 1
technology type
attribute
Sales force target spare Increased commitment at point of sale 2
Access to BTW capacity areas effectively
engineer diaries Create new service offerings 3
More accurate proactive
Meet the provisioning CDD Exploit the
demographic planning (using customer data) 3 Network
(customer due dates)
information Profitably
Piper - GIS
(streetworks) Accurate & detailed
Conform to the governments
Streetworks initiative. Internal Plant 1
Streetworks info
Reduced new build 1
Use capacity & service
availability at POS
Reuse of recovered plant 1
Engineers can
Piper / TCP - download detail maps Engineers get accurate & Reduce existing internal plant footprint 2
for each job graphical information at point
Field of need Flexible
Flexible &
engineer Engineers can update Systems 1 Empowered
People
client Network Engineer Engineers update records People
from the field accurately while on site
Reduction of development costs 2
Reduction of maintenance costs 1
Reduction of localised system development /
2
Licences
Reduction of interfaces / Modular OSS 3
Invest in strategic and not
tactical solutions
Flexible Systems / Eased replacement 3
© British Telecommunications plc 21

22. Concluding…
 Transformation programmes fail, lack of benefit management is but
one cause.
 How we rate ourselves and our skills, and whether they are used to
empower others. People don’t take kindly to zealots
 Ownership buy-in, simplicity and keeping it alive are far more
important than being 100% correct
 Tackle adoption of BM practice first before tackling the change
underpinning the benefit
 It’s more than the knowing doing gap - its knowing (but not how
to) doing gap that stalls adoption (BM) stalls realisation
Delighted to say that APM BM SIG has taken the plunge
to run “how to” mapping workshops. Watch this space
© British Telecommunications plc 22

23. Tips: backup

24. Supporting stakeholder engagement – top 10 tips
• Build the benefits map collaboratively - gets buy-in and helps delivery team
to visualise the benefits. Resist
– discouraging them from producing it! You will be surprised
– walking in with a complete product – it prevents them from being overwhelmed
– Creating it offline and bringing it back – you miss the golden chance of them owning it as a
part of the creative process. Ownership supports accountability for realisation
• Build iteratively within projects and work-streams for large programmes and
then aggregate
• Be firm about the conventions for producing the maps, but not at the cost of
being a barrier to production
• Invest time in smartening maps to create clear communication tools
It is an intuitive, logical tool and when executed well
produces fabulous results

25. Supporting stakeholder engagement – top 10 tips
• Prepare stakeholders for Benefits Realisation Management with short
briefing sessions
• Understand their objectives, explain it’s a non linear process and get them
to own the results of the finished product
• Use benefits maps to communicate actively through to your stakeholders
groups
• Quantify in benefits profiles and record in benefits register
• Having achieved consensus, assign responsibilities and accountabilities
both for tracking and for realisation
It is an intuitive, logical tool and when executed well
produces fabulous results

26. Supporting stakeholder engagement – top 10 tips
• Prepare stakeholders for Benefits Realisation Management with short
briefing sessions
• Understand their objectives, explain it’s a non linear process and get them
to own the results of the finished product
• Use benefits maps to communicate actively through to your stakeholders
groups
• Quantify in benefits profiles and record in benefits register
• Having achieved consensus, assign responsibilities and accountabilities
both for tracking and for realisation
It is an intuitive, logical tool and when executed well
produces fabulous results