Q1.  In these "extraordinary times", how is the innovation strategy at BT preparing the ground for recovery?

Ans: I think there is little doubt that in traditional markets such as the UK and the US our customers are facing very challenging times. But the pace of innovation of technology and of business disruption is not changing. So there is certainly a drive in terms of cost savings and ROI in terms of the innovation that we provide our customers but nevertheless we are joined with our customers in understanding that we have a long term commitment to them. We are not just looking after their needs twelve months from now, but looking after their needs over the next three four five years.

Today we are witnessing the growth of me 2.0 generation. There is an increasing demand for personalization. Innovation strategy must drive towards seamless end to end user exchange. This will help identify the value added services along with rapid, low cost testing of new innovations.

Q3.  Can you share with us some of innovation models and techniques BT is currently implementing to beat the downturn?

ANS: At BT, we have a strategy called open innovation. We embrace a line of eco system which is based on the recognition that BT does not have all the good ideas in the world to drive value for ourselves and our customers and the customers of our customers. So we have developed communications across our strategic partners such as HP, Cisco, EMC, Microsoft, Vodafone, Intel etc. and with our academic partners; we have partnerships with over 37 universities globally. We also have a series of innovation scouts who are located in what we call innovation hot spots around the world,  in Palo Alto, Israel, China , Japan,  Korea and India to look at where some of the disruptions in start-ups and where we can generate value from.

Q4. How does BT justify innovation costs in these times?

BT spends about 1.2 billion pounds a year on research and development that generates significant value for BT across different innovation products existing products and services, making them better, faster and cheaper; in terms of platform innovation, like building the chase of a car, so that it can be reused again and again and lastly what we termed as disruptive innovation- which is what are some on the blue sky or disruptive innovations that can fundamentally change our business , our sector or our customer's business landscape.

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