[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"detail-sidebar-cat-1-en-105":3,"doc-seo-241209-105":53,"doc-detail-241209-en":126},{"code":4,"msg":5,"data":6},0,"success",[7,14,19,24,29,34,39,44,49],{"id":8,"doc_module":9,"doc_module_name":10,"category_name":11,"show_sort_weight":12,"slug":13},11,1,"Template","Presentations",90,"presentations",{"id":15,"doc_module":9,"doc_module_name":10,"category_name":16,"show_sort_weight":17,"slug":18},12,"Resumes",80,"resumes",{"id":20,"doc_module":9,"doc_module_name":10,"category_name":21,"show_sort_weight":22,"slug":23},14,"Invoices",70,"invoices",{"id":25,"doc_module":9,"doc_module_name":10,"category_name":26,"show_sort_weight":27,"slug":28},15,"Posters",60,"posters",{"id":30,"doc_module":9,"doc_module_name":10,"category_name":31,"show_sort_weight":32,"slug":33},16,"Social Media",50,"social-media",{"id":35,"doc_module":9,"doc_module_name":10,"category_name":36,"show_sort_weight":37,"slug":38},17,"Forms",40,"forms",{"id":40,"doc_module":9,"doc_module_name":10,"category_name":41,"show_sort_weight":42,"slug":43},18,"Letters",30,"letters",{"id":45,"doc_module":9,"doc_module_name":10,"category_name":46,"show_sort_weight":47,"slug":48},21,"Paper Templates",5,"papers-templates",{"id":50,"doc_module":9,"doc_module_name":10,"category_name":51,"show_sort_weight":4,"slug":52},158,"General","general-158",{"code":4,"msg":54,"data":55},"ok",{"site_id":56,"language":57,"slug":58,"title":59,"keywords":60,"description":61,"schema_data":62,"social_meta":119,"head_meta":121,"extra_data":123,"updated_unix":125},105,"en","bt-group-cost-transformation-overview-of-organisation-and-phases","BT Group Cost Transformation - Overview of Organisation and Phases","","BT Group Cost Transformation outlines how the organisation is structured across four customer-facing lines of business and two internal service units, then explains the cost transformation approach. It describes three cost transformation phases—initial, forensic, and Pan-BT—covering capex, labour, consultancy reduction, supplier renegotiations, overhead value analysis, and process re-engineering. The content also highlights three-year opex and capex reductions, benchmarking results, and the cost transformation team’s mission, model, and consultant tiers.",{"@graph":63,"@context":118},[64,80,101],{"@type":65,"itemListElement":66},"BreadcrumbList",[67,71,74,77],{"item":68,"name":69,"@type":70,"position":9},"https://docshare.wps.com","Home","ListItem",{"item":72,"name":10,"@type":70,"position":73},"https://docshare.wps.com/template/",2,{"item":75,"name":11,"@type":70,"position":76},"https://docshare.wps.com/template/presentations/",3,{"item":78,"name":59,"@type":70,"position":79},"https://docshare.wps.com/template/bt-group-cost-transformation-overview-of-organisation-and-phases/241209/",4,{"url":78,"name":59,"@type":81,"image":82,"author":87,"headline":59,"publisher":90,"fileFormat":93,"inLanguage":57,"description":61,"dateModified":94,"datePublished":95,"encodingFormat":93,"isAccessibleForFree":96,"interactionStatistic":97},"DigitalDocument",{"url":83,"@type":84,"width":85,"height":86},"https://docshare.wps.com/thumbnails/bt-group-cost-transformation-overview-of-organisation-and-phases/241209.png","ImageObject",442,249,{"name":88,"@type":89},"Liam","Person",{"url":68,"name":91,"@type":92},"DocShare","Organization","application/pdf","2026-10-27","2026-09-12",true,{"@type":98,"interactionType":99,"userInteractionCount":30},"InteractionCounter",{"@type":100},"ViewAction",{"@type":102,"mainEntity":103},"FAQPage",[104,110,114],{"name":105,"@type":106,"acceptedAnswer":107},"What are the phases of BT Group’s cost transformation approach?","Question",{"text":108,"@type":109},"The document describes three phases: Phase 1 (Initial phase), Phase 2 (Forensic phase), and Phase 3 (Pan-BT phase). Each phase targets different cost levers such as capex, labour costs, consultancy spend reduction, and process re-engineering.","Answer",{"name":111,"@type":106,"acceptedAnswer":112},"Which areas does BT benchmark to find further cost reduction opportunities?",{"text":113,"@type":109},"BT benchmarks multiple functional areas including marketing, sales, customer care, technical services (connectivity), network operations, IT services, facilities, and general & admin. It compares results to telecoms peers using quartiles and identifies gaps even where benchmarking performs well.",{"name":115,"@type":106,"acceptedAnswer":116},"What is the objective and operating model of the cost transformation team?",{"text":117,"@type":109},"The team’s objective is to deliver cost transformation by improving efficiency and effectiveness across the business to maximise long-term cash generation. The model evolved from line-of-business focus to a pan-BT operating team, with consultants moving through a four-tier structure based on complexity, savings, stakeholders, and savings targets.","https://schema.org",{"og:url":78,"og:type":120,"og:title":59,"og:site_name":91,"og:description":61},"article",{"robots":122,"canonical":78},"index,follow",{"doc_id":124,"site_id":56},241209,1791302694,{"code":4,"msg":5,"data":127},{"doc_id":124,"user_id":128,"nickname":88,"user_avatar":129,"doc_module":9,"category_id":8,"category_name":11,"doc_title":59,"doc_description":61,"doc_content":130,"file_id":131,"file_url":132,"file_type":133,"file_size":134,"view_count":30,"is_deleted":4,"is_public":9,"is_downloadable":9,"audit_status":9,"page_count":135,"language":136,"language_code":57,"site_id":56,"html_lang":57,"table_of_contents":137,"faqs":138,"seo_title":139,"seo_description":61,"update_tm":140,"read_time":8},8796095461564,"https://ap-avatar.wpscdn.com/davatar_155a257f0dc6eb9ab79c44ca47cae57d","BT Group  \nCost Transformation  \nBT Group how we are organised  \n􀀗 We have four customer-facing lines of business: BT Global Services; BT Retail; BT Wholesale and Openreach  \n􀀗 These are supported by two internal service units: BT Innovate & Design and BT Operate  \nBT Group  \nBT Global Services  \nBT Retail  \nBT Wholesale  \nOpenreach  \nBT Innovate & Design BT Operate  \n3  \n© British Telecommunications  \nplc  \nBT Group line of business overview  \n\n| Global Services | 􀀗\u003Cbr>􀀗\u003Cbr>􀀗 | Global leader in managed networked IT services\u003Cbr>Serves needs of customers in >170 countries\u003Cbr>Provides services to c.7,000 large corporate and public sector customers |\n| --- | --- | --- |\n| Retail | 􀀗\u003Cbr>􀀗 | Consumer & SME in the UK\u003Cbr>Also comprises BT Ireland and Enterprises (e.g. conferencing, directories) |\n| Wholesale | 􀀗\u003Cbr>􀀗 | Provides broad range of voice, broadband and data communications services\u003Cbr>Customers include mobile network operators, internet service providers and telecoms resellers in the UK |\n| Openreach | 􀀗\u003Cbr>􀀗 | Provides equivalent access to the „last mile ‟ on an open and equal basis\u003Cbr>Responsible for delivering the roll-out of the fibre broadband network |\n\n4  \n© British Telecommunications  \nplc  \nBuilding a better future  \n􀀗 Driving broadband-based consumer services  \n􀀗 Being the „Brand for Business‟ for UK SMEs  \n􀀗 BT Global Services – a global leader  \n􀀗 The wholesaler of choice  \n􀀗 The best network provider  \n􀀗 A responsible and sustainable business leader  \nA better future  \n\n| Customer service | \u003Cbr>Cost |  Investing for  |  | A better |\n| --- | --- | --- | --- | --- |\n| delivery |  transformation |  the future | | business |\n\n5  \n© British Telecommunications  \nplc  \nCost transformation phases  \nPhase 3 Pan-BT phase  \nPhase 1 Initial phase  \nPhase 2 Forensic phase  \n􀀗 Capex  \n􀀗 Labour costs including contractors  \n􀀗 Reduction in consultancy spend  \n􀀗 Supplier renegotiations  \n􀀗 Overhead Value Analysis  \n􀀗 Right First Time process re-engineering  \n􀀗 BT centric  \n􀀗 Insourcing  \n􀀗 Output based pricing  \nCustomer service delivery  \nCost  \ntransformation  \nInvesting for A better  \nthe future business  \n6  \n© British Telecommunications  \nplc  \nThree year opex 1 and capex reduction  \n£1,450m  \nOpex  \n£16,545m  \nCapex £2,594m  \nOpex  \n£13,630m  \n2009 opex & capex 2010 2011 2012 2012 opex & capex  \nOpex and capex reduced by £3.4bn in the last three years  \n1 before specific items, depreciation & amortisation and other operating income and BT Global Services contract and financial review charges in 2009  \n7  \n© British Telecommunications plc  \nBenchmarking  \n􀀗 Benchmarking identifies that we have further cost reduction opportunities  \n􀀗 Overall we have seen some improvement  \n– In FY 2009, overall costs were worse than peer average  \n– In FY 2011, overall costs were better than average, but there remains a significant gap to best – overall, BT is at lower end of second quartile  \n􀀗 Even in areas where we benchmark well, there remain many opportunities for improvement  \nMarketing Sales  \nCustomer care  \nTechnical services (connectivity)  \nNetwork operations  \nIT services  \nFacilities  \nGeneral & admin  \nTotal BT  \nBenchmarking quartile1  \n1st quartile  \n1 FY 2011 benchmarking against telecoms peers 8  \n© British Telecommunications plc  \n2nd quartile  \n3rd quartile  \n4th quartile  \nCost transformation team  \nTeam objective: to deliver cost transformation by improving the efficiency and effectiveness of everything we do across the business in  \norder to maximise long term cash generation  \n2005  \nBT Retail Centric  \n10 internal ‘consultants’  \n􀀗 Six of the original team are BT division/LoB CFOs  \nHelen Miles  \nCFO Openreach Shahzad Saleem Group Cost Transformation Director Samantha Booth  \nFD Service Infrastructure  \n& Service Mgt 9  \n© British Telecommunications plc  \nClaire Watt  \nCFO Innovate & Design Matt Davies  \nFinance Director, BT Consumer  \nEdward Briggs  \nFinance Director, Customer Service, Billing & Support  \n2012  \nP","cbCaiq0n8XTwlKaH","https://ap.wps.com/l/cbCaiq0n8XTwlKaH","pdf",698284,31,"English","# BT Group line of business overview\n## Customer-facing lines of business\n## Supporting internal service units\n# Building a better future\n## Cost transformation themes\n# Cost transformation phases\n## Phase 1 Initial phase\n## Phase 2 Forensic phase\n## Phase 3 Pan-BT phase\n# Three year opex and capex reduction\n## Overall reduction summary\n# Benchmarking\n## Identified cost reduction opportunities\n# Cost transformation team\n## Team objective and model","[{\"question\":\"What are the phases of BT Group’s cost transformation approach?\",\"answer\":\"The document describes three phases: Phase 1 (Initial phase), Phase 2 (Forensic phase), and Phase 3 (Pan-BT phase). Each phase targets different cost levers such as capex, labour costs, consultancy spend reduction, and process re-engineering.\"},{\"question\":\"Which areas does BT benchmark to find further cost reduction opportunities?\",\"answer\":\"BT benchmarks multiple functional areas including marketing, sales, customer care, technical services (connectivity), network operations, IT services, facilities, and general \\u0026 admin. It compares results to telecoms peers using quartiles and identifies gaps even where benchmarking performs well.\"},{\"question\":\"What is the objective and operating model of the cost transformation team?\",\"answer\":\"The team’s objective is to deliver cost transformation by improving efficiency and effectiveness across the business to maximise long-term cash generation. The model evolved from line-of-business focus to a pan-BT operating team, with consultants moving through a four-tier structure based on complexity, savings, stakeholders, and savings targets.\"}]","BT Group Cost Transformation - Overview of Organisation and Phases | PDF",1789171878]