Contract Delivery Shared Services

Our success is through our

people
Version 4.2, April16

Who are our customers?

Experience and track record of delivery with a wide
range of customers globally

We serve:
BTGS revenue by sector 2014/15
Around 6,500 large corporate
and public sector customers in
more
than
170
countries
worldwide 98% of the FTSE100
companies
82%
of
the
Fortune
500
companies
96% of Interbrands top 50
annual ranking of the worlds
most valuable brands
Over 90% of the worlds top
financial institutions
Public sector organisations in 22
countries around theForworld
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We are part of BT
BT is one of the worlds leading
communications
services
companies, serving the needs
of customers in the UK and
more than 180 countries
worldwide.
Providing
high
telecommunications
since 1846

quality
services

Revenues of more than 17.8bn in

2014/15
88,500+ employees globally
502m investment in global
research and development in
2014/15

BT was the official

communications
services partner for
the London
2012 Olympic and
Paralympic Games.
We carried every call,

BT has extensive, long-standing,

byte
of data, image and
joint-research programmes with
sports
Cambridge
University
(UK),
report for the Games.
Massachusetts
Institute
of
Technology, Tsinghua University
(Beijing), Khalifa University (UAE)
and over 30 other universities
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globally.

A long track record of

acting responsibly and
supporting the
communities to whom
we deliver services.
In 2013 BT achieved its
target of 80% reduction
in UK carbon emissions
three years ahead of
the set deadline.

A selection of our most recent customers

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Global Services organisation chart as of 1 April 2016

Luis Alvarez
CEO, Global Services
Corrado
Corrado
Sciolla
Sciolla

Bas
Bas
Burger
Burger

Ashish
Ashish Gupta
Gupta

Kevin
Kevin
Taylor
Taylor

UK
UK
Continental
Continental
Europe
Europe

Americas
Americas

Global
Global Banking
Banking
&
&
Financial
Financial Markets
Markets

AMEA
AMEA

Mark Hughes BT Security

Ian Duerden Global Customer Service
Chet Patel Global Portfolio and Marketing
Chris Cochrane CIO Global Services
Deb Lee HR & Internal Communications
Richard Cameron Finance & Commercial
Liz Walker Legal & Regulatory
Maria Grazia Pecorari Strategy & Transformation

Market
Market Unit
Unit

Security
Security

Service
Service

Professional
Professional
Support
Support

For detailed GS Org chart refer to :

https://intra.bt.com/bt/globalservices/Pages/who_we_are.aspx

Business Managers and Contract managers

are a part of the Market Units

What solutions do we provide?

Bringing together a broad portfolio of services into an
integrated solution

http://www.globalservices.bt.com/uk/en/virtualshowcase
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Internal
use
only

British
Telecommunications
plcplc
For
Internal
use
only
British
Telecommunications

Meet The GS Team

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Global Industry Practices

We organise ourselves around our customers with specialist industry expertise and solutions
Automotive

We enable, secure
and manage the
flow of information
across the whole of
the automotive
eco-system.

Media &
Business
Services

Energy &
Resources

We help mining, oil

& gas, chemicals
and utilities to
manage risk, exploit
scarce reserves, and
work more safely
and productively.

Public Sector

We connect
We have a specialist
communities in
global broadcast
central and local
media network and
government,
time-recording
policing and
software for
defence with a
professional services
range of unique
firms.
services.
British Telecommunications plc

Financial
Services

Healthcare &
Life Sciences

Manufacturing

We connect global
investment banks,
retail banks,
financial markets,
information
providers and
payments
networks.
Retail &
Consumer
Goods

We are pioneering
telehealth and
telecare, and our
R&D collabor-ation
platform has FDA
compliance built in.

We join up the
whole
manufacturing value
chain with supply
chain solutions and
extremely large file
transfer technology.

We bring the online

experience offline
and into store,
connecting retailers
and brands to their
consumers.

Technology

Travel,
Transport &
Logistics

We offer flexible
and innovative
partnership models
to systems
integrators and
business process
outsourcers.

We connect airlines,
ports, third party
logistics providers,
postal services,
travel agents and
public transport
operators.
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The CDSS DNA

We are a special bunch

We are a special bunch

Creating sustainable competitive advantage through

flawless execution strategy
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BT Core Processes

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L2C Process
Once a solution, service or product has been made
available for sale and supply, Lead to Cash can begin.

Lead to Cash applies to all of our customers, whether they are

individual consumers, right through to enterprise customers.

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L2C Process Stages

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Why are we here? Whats the CDSS ethos?

Need to prepare for contract
review!!

Major branch has gone down!!

Grow change control

Where is my circuit?

70% of contract management

time spent on back office activities

r
e
v
i
l
e
D
o
!
t
!
!
e
e
r
u
m
i
s
t
s
t
e
s
r
r
P
i
f
t
h
g
i
R

Improve EBITDA!!

Didnt get a response on my

quote!!

I am not paying my bill!

Supplier doesnt deliver on time!!

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Customer wants a meeting!!

Workload for Contract Managers

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Delivery Issues
It appears to us that getting
accurate and timely information
from your team in Europe is like
pulling teeth from a live polar
bear!

Delivery of bread and butter

products is frustratingly poor or
has been for the past 12 months
basic human error and silly
mistakes introduce significant
delays.

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The CDSS model

Contract Delivery Shared Services is a business unit within Global customer service unit
providing a focal point for a step change improvement in the way our complex contracts are
won, set up, delivered and grown.

Customers
Up-skill

More time on
understanding P&L

P&L Management

Project Management

For Internal use only British Telecommunications plc

P&S
D

New
Capabilities

Contract
Obligation
Management

OR

Ad-hoc

MI Reporting

3rd
Party

Agile decision making

based on P&L

Resource
Reconciliation

Commercial
Inventory
Management (Cost
Assurance)

GCS

Query Management

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Client interface

Billing Support
(Revenue
Assurance)

TSO

Third Party
Contract
Administration
(TPCA)

Service Request
Management

The Factory

New Business

More time to resolve

client issues effectively

Experience and Global Presence

Working towards synchronised hubs with people,

rocess & systems

Language delivery
capabilities
English

Hungarian

Italian

Mandarin

French

Japanese

German

Malay

Hindi

Cantonese

Spanish

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The CDSS Organisational Model 13/14

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What is Shared Service?

A generic service or function which provides a common
and standard input interface, executes a set of
standardized process steps to generate the required level
of output for different consumers of the service or
function

It is the convergence and streamlining of

similar functions within our organization to
ensure that they are delivered as effectively
and efficiently as possible.

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The CDSS Ethos

Our mission is the creation of a shared
service environment to deliver back
office services to our contract
managers for our end clients. To provide
this at the right location and cost and
consistently through a standardized processdriven approach which supports BT Global
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Services and BT GroupForto
deliver value to its

So why Shared Service?

Bespoke processescottage industry

Lack of reusability
Revenue leakage
Manual billing errors
Low level of automation
Manual Order
closure across
systems

Shared Service aimed

at::

Challenges

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Drivers

Solution

Cost reduction
Spend optimisation
Outcome Predictability
Increase accuracy
Faster response speed
For Internal use only British Telecommunications plc

70% standard & 30%

custom elements.
Supporting Multiple
Product and Service
Lines.
Promoting reuse of
common components
while catering to
specificities.
Flexible, Granular &
Scalable operations
through use of a pool
of trained resources,
Measurable metrics &
Point automation.

Interlocks & Standardisation

Adhoc

Business
Managers

SRM

Different input formats

Inconsistency in process flows
among contracts in a sector
Large amount of manual effort
Inconsistency in process and
output
Cycle time very high
Poor right first time

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NOW

Change
Control
Pricing

Role
Integration
and Creation
of
CDSS

Too many hand offs

Query
Management

Invoicing

Resource
Reconciliatio
n

CDSS

Inventory
Reconciliatio
n

Cost Arbitrage
Cross Skilling
Managing peaks & troughs
Business Continuity
Scalability of operations
Productivity Enhancement in
operations and quality
Delivery for all activities through Shared
Service Team

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Strategic Priorities of CDSS

Organisation
Our priority is to build a winning team and a high-performance culture. We want to create opportunities for
success, create opportunities for people and have some fun on the journey. Our four strategic priorities are
People, Partner, Execution and Customer.

People

Customer

Pride in our customers and customer service

Seamless, integrated working as one team
Set ambitious performance expectations
Executing through RFT
Empowerment
Care performance

The customer is central to everything we do

Work in partnership
Collaborative culture
Clear SLA/KPI
Effective communication

Priorities

Execution

Partner

Execute seamlessly
Improve RFT and CT through process improvement
Transform through automation using
standard tools
Improved efficiency and unit utilisation

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Win/Win
Work in partnership
Collaborative culture
Understand issues and perform root cause analysis
SLA & rSLA

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Thinking diff erentlybuilding blocks for world class..

Number of third party invoices

Number of service requests
Number of reports produced
etc

Manipulation of Service request

data
Calculation of broken period
rentals
Re-tariff & discount
Validation

Time to validate
Time to produce customer MI
Time to re-tariff and discount

What is the cost to contract

What is the cost to
organisation

GIR
Genesys/Exepdio/business
objects

Time & motion study data

Time & motion study data

Clarity booking

Understanding true cost of billing for each contract

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