A featured contribution from Leadership Perspectives: a curated forum reserved for leaders nominated by our subscribers and vetted by the Construction Tech Review Advisory Board.
Consumer at BT
Charting the Digital Future
Kevin Lee, Chief Digital Officer, Consumer at BT Group, is responsible for the overall vision and strategy for all digital products and services across BT’s consumer brands, spanning BT Group, EE and Plusnet. In this role, Kevin oversees a team of product, digital strategy, design, research, and engineering creators to drive innovation and deliver great products to extend BT’s market leadership and surprise and delight millions of customers.
Kevin has a long track record of digital leadership, including roles at eBay, PayPal, Visa, Samsung, Whirlpool and GE Healthcare, in the UK, US, Italy, Korea and beyond. He’s passionate about tackling challenging business and customer problems, working with brilliant growth mindset teams, and driving impact for the customers whose lives are touched by the products and services he and his teams deliver.
1. Could you provide an overview of your role and responsibilities within the company?
As the Chief Digital Officer in the Consumer office at BT Group, I am responsible for the overall vision and strategy for all digital products and services across BT’s consumer brands, which includes BT, EE and Plusnet. Within this role, I lead a team of product, digital strategy, design, research, and engineering experts, driving innovation and the development of excellent products to expand BT’s market leadership, while also bringing surprise and delight to millions of customers.
Overall, I oversee a total revenue of £10 billion and manage a consumer P&L that serves more than 30 million mobile, broadband and TV customers. It’s a big role but I absolutely love it!
2. What are some of the key challenges you face?
A significant part of what we do revolves around product design, whether we’re introducing a new offering or enhancing existing platforms. However, traditional ‘design’ doesn’t always assume a strategic role within a business framework. It’s often considered essential but relegated to more of a checkbox exercise to be ticked off at the end. Establishing design as a fundamental element throughout the inception of a new product can be difficult as teams which may not normally work alongside design need to be on board with the introduction of them to the process.
For instance, design must seamlessly integrate with engineering to ensure that a product not only looks good, but has the necessary functionality to support it. The bedrock of IT is pivotal in delivering exceptional customer experience, and this is a principle I champion within our business.
At BT Group, we are contending with transitioning a backlog of legacy technology, which can hinder the integration of design. Some products might have been developed long ago, without considering the end design and visual appeal. This is a consideration I constantly bear in mind, ensuring it is factored in when we are updating software and products.
3. What would you say are some of the futuristic trends that will have an impact in the next 18-24 months?
The market is abuzz right now, with notable developments such as the emergence of tools like Chat-GPT and Dall-E becoming a hotly debated conversation. These innovations are causing a paradigm shift in knowledge economies and democratising skill sets, capturing considerable attention and interest. Anticipating this trajectory to continue, it’s clear that AI and ML technologies will progressively integration more tightly into future application and operating system releases. This integration will empower users to save substantial time in their daily routines.
Simultaneously, in the next year we should also expect a surge in cross-platform development frameworks. These frameworks will offer a comprehensive suite of native capabilities while efficiently enabling businesses to launch consistent app experiences across both iOS and Android platforms.
A significant part of what we do revolves around product design, whether we’re introducing a new offering or enhancing existing platforms.
Furthermore, it’s important to highlight the transformative impact of remote health services during the pandemic. This shift has created a new paradigm in healthcare, and consumer attitudes and behaviours are primed to continue aligning with this direction.
4. What advice would you give to young professionals who are interested in pursuing a similar career, and what qualities do you think are essential for success in this field?
Several qualities have become increasingly essential and critical for success in the field. For me, first and foremost, is a growth-oriented mindset, which derives not only from accomplishments but also from failures and feedback. This approach fosters improvement and serves to support and inspire the developmental journeys of others, once the lessons of both failure and success have been internalised.
Another crucial attribute involves adopting an 'outcome' focused perspective. Consistently posing pertinent "so what" questions from both customer and business standpoints. Be accountable for tangible outcomes and measurable results, even if your current role doesn't explicitly demand it (yet).
Equally important is the ability to empathise with stakeholders and validate assumptions. Swiftly establishing alignment on the direction of solutions, as opposed to the solutions themselves, is key. Amidst chaotic situations, maintaining clarity regarding outcomes versus output is essential, which can be achieved by effectively communicating progress and dependencies. Additionally, the capacity to enhance products through data is not just a beneficial skillset; it has become a prerequisite. Modern decision-making requires a harmonious blend of data-driven insights and human intuition.
Lastly, possessing intellectual curiosity is paramount. This trait fuels an unceasing quest for knowledge, encouraging the constant asking of "why" or "why not." In the face of seemingly insurmountable problems, an experimental mindset is indispensable. Rather than merely discussing possibilities, the focus shifts to active implementation and demonstration of potential solutions.
