1. The BT OneIT MBA
Leadership Development
Programme

2. Why the BT One IT MBA Leadership
Development Programme?
BT’s current challenges:
• drive a major and radical transformation effort
• create a prominent new player in the IT market
• bring business and customer focus to a technology-
focused former monopoly

3. Organisational Structure
Al-Noor Ramji
BT One IT CEO
Dina Matta
CRM Director of Strategy
Operational Ian Burnett R. Estopina Mark Martinet Jerry Trigger
programmes Post Implementation Strategy & Development Strategic Vendor E2E Customer
and OI Review Relationships Experience
functions
Technology & Business Consulting:
Currently 25 MBA’s
Finance (from schools like INSEAD, LBS, HBS,
IMD, Carnegie Mellon etc)

4. How does it work?
Purposeful
Acquisition Development Advancement Retention
Utilization
One IT Technology & Business Consulting Engagement Model
Q1 Q2 Q3 Q4 Q5 Q6
Candidates
Intake
(Internal &
External)
Induction followed mix of short (2 to 4 week) engagements and 90-day assignments After 12-18 months, placement
outside of group
Ensure identification, acquisition, development and
deployment of world class talent

5. A Team with Strong Academics & Technical Expertise…
1. Education: 2. Experience:
Well-rounded business experiences*…
- Undergraduate* Field Example # of %1
people
Industrial/
M echanical
Business Development Senior strategy Analyst, Partnership Manager, Business 17 54%
26% Non Strategy Manager Sun, Product Development IBM, Oracle
Engineering
12% Management Consulting Consultant for Deloitte, AT Kearney, Atos Origin; Senior 13 41%
Consultant for Oracle, Internal Consultant BNP Paribas
Electronics
20% Marketing & Sales Product and Service Catalogue; Key Account Manager 19 61%
Deutsche Telekom, Business Marketer
Computer
T elecom
Science
Entrepreneurship and Start Up Venture Capital, Turn-Around, Start-Up Portfolio 4 14%
11% experience Management
31%
… As well as strong Technical Experience* *
42% of the team have Field Example # of %1
an ICT-related undergrad people
Consulting experience in IT IT Consulting (infrastructure) SchlumbergerSema, 17 54%
- Post Graduate* Process Mapping Lucent Technologies
100% Software experience Software Designer / Developer / Tester / Integrator Sema 16 52%
Group, Arthur Andersen, Vodafone
Technical experience in ICT Systems and Networks Engineer Andersen Consulting; 12 39%
50% DSP Development Motorola; Windows Programmer
Technical experience in Telco Network Architect, Billing Systems for Orange, Mobile 19 61%
Interface Development Philips Telecom
3%
ICT Hardware Architect for UNIX servers, workstations; Nokia Security 8 27%
MBA Msc Other Platform
Master's Telco hardware Transmission and access networks; Product Expert for 6 19%
Intelligent optical networks
100% the team hold
Other experience Telco/ICT Product Management in Telco; Business development 19 61%
an MBA degree related
* Based on analysis of CVs. (31 consultants) Feb 2006 – 6 of these have since exited the pool of consultants
** % of people on the team based on an internal survey (31 consultants) Feb 2006
1 Numbers add to more than 100% because more than 1 experience per person

6. … diverse Backgrounds and Origins…
MBA Schools Professional Experience Regional Origin
US &
US
11 1 Latin
4 Africa UK
America 1
Other 10 5 4
2.5
Europe INSEAD
5 9 5
Years of Prof. Experience
14
Othe r
8 4 Asia
Pacific 5
7 6 Europe
12.5
Other 6 8
UK
LBS India
8 5 2
6 13
• Other UK include Oxford, Cambridge, 4 2
CASS • Europe includes France (5.5), Italy (3),
3 1
• Other Europe include IMD, HEC & Bulgaria (2), Spain and Poland
ESADE Number of People • India includes 3 IIT graduates
• US include HBS, Berkeley, Carnegie • Other Asia includes China (3)
Mellon • Average Prof. Experience: 7.3 years • US: 2.5 people

7. … and Experience in Multiple Fields
Management/ IT Consulting Telecom/Mobile Internet
Start-ups
• Packet Vision
• ProfitLogic
ICT • Unipier
• Brot Engineering
• Sriven Multimedia
• SoftNet LS
Hardware
Others

8. Type of Work We Do
Internal Consulting
• Identify and drive key strategic projects, providing analyses, briefings and recommendations
at the most senior levels
• Manage the business strategy, maintaining and communicating the strategy at the
appropriate level to internal audiences
Split of Projects (as of March ’06)
Engagements with all Member
Engagements by ITC ITC Members
20 Finished Work in Progress In Pipeline
18
16
14
12
10
8
6
4
2
0
Al-Noor Ramji Dina Matta Chris Price Sinclair Phil Dance Scott Williams Heather Corby Clive Selley Maria Pardee Colin Windsor Himanshu Raja
Stockman

9. Projects We Have Done
• Analyzed IT procurement processes and asset management, proposed cost savings actions
• Analyzed costs of 4 programmes to evaluate performances against agreed deliverables
• Identified BT's performance on LLU, propose new KPI to be negotiated with Ofcom (conclusions
presented to One IT CEO)
• Established BT's strategic roadmap for CRM applications
• Created a financial model to forecast budget for OI (3,000 employees)
• Analyzed root causes for E2E under-performance on LLU and recommended plan to meet
forecasted surge in order volumes
• Developed a plan and business model to roll out £250m Web 2.0 (now called 'Serviceplex') platform
leveraging 21CN capabilities to deliver innovative ICT products and services
• Developed a war room for the Openreach CIO office to support discussions and confidence building
with industry regarding the TSR technical E2E implementation
• Mapped out the IT Security landscape across BT, benchmarked against companies of similar size
and complexity, and created a plan to align current strategy with improved practices
• Evaluated the current engagement model with a vendor to determine total cost of ownership and
cost-benefit analysis of solution to BT
• Offshoring initiative in China: Facilitated the interaction between BT and Application Development
Vendors in China
• Developed a business case (cost-benefit analysis) for a operational risk management dashboard for
Executive Management
• Built a benefits case to determine the commercial value of new products and capabilities
• Proposed a reengineering plan for OI (processes and organization) to support delivery of cost-
effective and quality services to customers aligned with Industry best practices – ITIL, ISO, BS15k