Features

Dressing up for privatization

Correspondent | Friday January 22, 2016 15:05

At the onset, the main challenges were:

  • Organisation Not Aligned to Strategy
  • Organisational Performance
  • Poorly Documented Processes
  • Lack of Customer Centric Culture
  • Low Cost Efficiency
  • Low Automation
  • High Bureaucracy
  • High Systems Inflexibility
  • No Platform For Delivery Of Fixed and Mobile and Converged Strategy

 

The key outcomes and benefits of this programme are:

 

Internal Perspective

Alignment to strategic vision by focusing on the FMC organisation, high  performing culture, converging the brand and creating a customer centric environment.

Improved operational efficiency by ensuring a reduced systems estate, enhanced automation and improved processes.

Higher margin revenue opportunities by bundling fixed and mobile and converged broadband offers and also reduced cost structures for delivery of services.

 

Customer Perspective

Improved customer centricity as a result of a single point of contact for all products and services.

Improved services levels as a result of convergent billing(one bill), quicker service delivery and more sophisticated portfolio of products

Improved Quality of Service levels.

Greater loyalty due to improved share of spend, higher cost of change and better value for money for our customers

 

Financial Perspective

The financial benefits are mainly determined from improved operational efficiency as a result of the systems and processes to be implemented.  There are also upside revenues from Marketing (Image, Products and Services) to be realised.

 

The Transformation Journey

The BTCL Vision; Mission and Strategic Roadmap were defined as part of the preliminary activities, to set organisational direction, at the onset of the BTCL transformation programme in 2012. 

Following the defined strategic direction, a gap and health analysis was conducted on the existing BTCL Processes. New “To-Be” processes were then defined and documented. A new Fixed and Mobile and Convergence (F+M+C) organisational structure was then designed, ensuring alignment to the proposed new F+M+C strategic direction and the documented “To-Be” processes.

The road map comprises four (4) releases

The four releases were preceded by Quick-Win projects and three (3) Projects, under a Programme Definition Phase.  They were:

 

  • New Organisation Implementation
  • Technology Strategy Definition
  • Business Process Management Setup

Release content and dates are continuously revised for alignment to strategic priorities & initiatives.

 

Current Status

The Programme Definition Phase comprised of three (3) Pre-Requisite projects, viz. Implementation of the New Organisation; Defining the Technology Strategy and Business Process Management Set-up.

  • All Pre-Requisite Projects have been delivered.
  • A number of Quick-Win projects and activities were identified.  These have since been completed.

The Programme Delivery Phase comprises four (4) releases.  Release dates are continuously revised for alignment to strategic priorities & initiatives; candidate projects may move between releases based on progress and prioritizations. 

  • Release #1 to Release #3 projects have been closed.
  • Release #4 projects are currently being progressed, with target end of release date of 31st March, 2016.

The release content is continuously under review to ensure business priorities are addressed and prioritized. 

Accelerating Change & Business Systems

Central to the AC Programme and the Fixed and Mobile and Convergence vision is the Technology and Enterprise IT capabilities, which form the Business Systems Prgramme. 

The Business Systems Prgramme comprises Technology and Enterprise IT projects spanning Fulfilment Assurance & Billing (FAB), Enterprise Resource Planning (ERP) and Customer Relationship Management (CRM) Systems implementation and integration.

The Business Systems Programme, within the Accelerating Change roadmap is informed by the Technology Strategy and underpins the release framework.  The release content is continuously under review to ensure business priorities are addressed and prioritised. 

 

Costs

A significant budget, to be spent over the three (3) year Programme lifespan, was approved in principle by the Board in March, 2013. 

The budget continues to be reviewed on a yearly basis, consistent with changing business priorities.

 

Job Losses

No job losses are anticipated as a result of the Accelerating Change transformation programme. (Source: BTCL)