ABSTRACT
BT is an organization that has experienced massive change over the last decade. Prior to 1984, BT enjoyed the position of an almost total monopoly supplier of telecoms services to the UK market. Since then the pressures of aggressive competition, regulation, and economic recession have required the company to invest significantly in new technology, to reduce staff levels dramatically, to restructure massively and to overhaul completely its attitudes to customers and service. These changes have required new skills, attitudes, knowledge and ways of working with an almost continuous need for updating and retraining of the workforce, including managers and customer facing staff, as well as engineers.
