Organizational culture and disruptive innovation. The term organizational culture refers to the behavior of an organization's employees. It encompasses the various systems, values, policies and strategies of an organization. Organizational behavior plays a very significant role in sizing an organization and deciding its future. Before the launch of the strategic review, BT was the sole leader in the UK telecoms market and people accepted it blindly. But around 2006, when Ofcom introduced the Telecommunications Regulation Bill, numerous competitors emerged and as a result BT began to lose its luster. The published report showed that over the last decades BT has done nothing to change its technologies and is taking advantage of this advantage because there is no other competitor present on the market. After this report, BT's senior management realized that now if they do it without doing anything, they will surely lose market soon. This led to the idea of ​​creating various units in some areas of the world such as USA, Japan, etc. to get to know your customers closely and help bring external ideas into the organization. This idea really worked and BT understood what exactly its customers want and what its strengths and weaknesses are. Because of this, BT began to realize that to maintain its position in such tough competition, it had to focus on the quality of its products and continue to offer its products and services at low cost because at that time BT's competitors had already introduced replacement products on the market. and customers were thinking of turning to other companies that offered better technologies. At the time only BT realized that the processes and ideas they were using would not work because...... middle of paper......and equipped with the necessary skills and capabilities to do what was required. • Involve people in the implementation of the operating model BT's changes in management programs are central to its policy of managing the integration and redeployment of people following mergers and acquisitions. HR roles have been clearly defined in this process. M&A project management focuses on managing the business, based on a business case for change. BT foresaw the obstacles to introducing such a challenging plan because senior executives needed to be fully convinced of the essential role of strength in business success. There were also significant resources needed to ensure the success of the programs, as they required time for people to be released for training. These were the measures taken by BT's top executives to keep them floating and leading the telecom market.