Abstract
Reviews the difficulties experienced by British Telecom since privatization in 1985 and outlines some of the problems that are unique to a large company responsible for a national telecommunications network. Describes the key objectives of the Company and how these are being implemented using the ‘bottom up’ and ‘total quality management’ approaches. Discusses the training of management in the ‘total quality’ concept and introduces the ‘customer’ as the focus for every single employee in the Company.