Belgacom

Belgacom is a 22000 employees Belgium Telecommunication Operator operating in an open market environment only since 1998, when the Belgian telecom market had to open its borders to other competitors. In 1996 the Belgian government had sold 49% of its shares to a consortium of Ameritech, Teledenmark and Singapore Telecom. Those 3 companies acquired through their shares management power within the new organization.

Since early 97, a major strategic reorientation is underway to increase Belgacom competitiveness on the open market. This includes the reengineering of the top 10 process in key business areas: Planning and forecasting, Installation & Maintenance, Leased Lines, Repair, General Services and Human Resources. Those changes are lead by Business Process Innovation Management (BPIM), at that time a cell within the Belgacom Strategy and Development Division. The specific mission of BPIM was to coordinate efforts in the mentioned areas by applying a proven methodology from the Ameritech partner.

Due to business needs the mission of BPIM changed in 1999 to 'support the operational implementation of findings and recommendations concerning the process in the area of Installation and Maintenance'.

The methodology, as used by BPIM, is a team based methodology. Experts from the field are chosen to partake in the mapping, improving and implementation of the processes at hand. These teams do also need to communicate constantly with the rest of the organization during the whole reengineering period.

Challenge Learning was chosen by BPIM as a partner in March 97 to assist in the reengineering process because of its good knowledge of group dynamics, experiential learning tools, design capability and coaching ability. Challenge Learning allocated 2 consultants working internally within Belgacom on a full time basis. Originally they consulted the different reengineering teams on team culture, communication and change management.

The services provided are:

Information: The kick-off phase of the reengineering effort involves a massive information and education session about the overall change effort within the organization. Challenge Learning helped BPIM design and enhance those communication forums, added experiential learning tools to create a more participatory and engaging environment and co-facilitated those sessions.

Similar efforts were designed and coached in a later state of the implementation plan.

Workshop design and delivery: After the kick-off information phases, reengineering teams were created. Challenge Learning designed team building and team development sessions to help create alignment and a modus vivendi of operation of those teams. Some creativity workshop were provided to spur team members to creative thinking. At various stages of the project, workshops were delivered around the implementation of the change management plan.

Coaching: On a one to one basis or in group, team leaders and team members were coached around team dynamics, impact of change and group processes and communication actions. In 1999 the situation was such that the Human Resources Reengineering project (HR4u) and the Installation and Maintenance Project had one Challenge Learning consultant each on their lead team.