BT embarked on a process to redesign and simplify its organisation. The team asked for Q5’s support to identify strategic opportunities that could further simplify the business model and drive competitive advantage.
We set up a small, discrete team, working independently to develop strategic options for the business. Pace and strategic thinking drove our approach.
Working alongside the Director of OD and the Group HRD, the team considered the wider business strategy in order to determine how to make the organisation operating model more effective in the B2B market by bringing together certain business units.
The output was a strategy paper that analysed the benefits and risks for merging the B2B business units and operations into a single market facing unit. Following Board approval, BT appointed a CEO and immediately mobilised a combined leadership team to create the high level design of the operating model in 4 weeks.
We worked with senior leadership in workshops to drive out the key strategic opportunities and risks of the new merged business. There were a variety of business models and operating models at play due to the wide range of size and sector customers served by the two business units. Creating an environment where all the requirements of the new business could be heard and prioritised was key to the sessions.
We produced strategic recommendations, benefits and risks to simplifying the business model, which achieved rapid Board buy-in. Following an announcement, the B2B business units were merged.
We initiated a full scale, top to bottom organisation design transformation programme to design the new business unit, which resulted in increased organisation effectiveness and speed to market.
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