1) UK Corporate at times seems 'out of touch' and onerous Governance processes restrict Regional Team flexibility/responsiveness/autonomny responding to 'in-theatre' market demands
2) BT Pension commitments inhibit Corp. flexibility to meet analyst expectations and eliminate 'dead-wood' UK personnel so Regional Teams are targeted for repeated (1-2/Yr) headcount reduction(s)forcing less people to try to do more
3) Recent wave of BT Global Services Executive Management / Sector Lead defections by legacy INS Services team appear tied to influx of ex-HP (EDS) management team and impact of repeated restructurings reminding former/current employees that they're operating in BT Americas version of 'Survivor'.....
4) Lack of US PoP density, or investment/acquisition strategy toward this end, inhibits BT's ability to effectively compete in the domestic MPLS space Vs AT&T, Verizon, etc.
5) Functionally, BT's Corporate focus RE: Alliance Management is more 'administrative' Vs strategic in nature. Certifications, VIP rebates, Procurement, etc. seem to take precedence over well thought out 'Go To Market' Campaigns, Building brand recognition/mindshare in the US, field engagement acceleration activities and true sales/business development.
