Leadership Training and Development at the BBC
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Case Details:
Case Code : HROB087
Case Length : 15 Pages
Period : 2000-05
Pub Date : 2006
Teaching Note :Not Available
Organization : BBC
Industry : Media and Broadcasting
Countries : Britain
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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.
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"The BBC is going to change more rapidly over the next
year than ever before. The leadership programme will create confidence in our
leaders to handle these changes, making it more important during this transition
period."1
- Nigel Paine, Head of People Development at the BBC, at a
Conference on Leadership.
"He [Dyke] made the BBC unassailable. He managed to marry
his kind of commercial initiative with creative genius and public service
broadcasting. He made them [the BBC staff] think they could win and that it
wasn't just about managing declining share."2
- Lord Waheed Alli, Independent Producer and Chairman of
Chorion3.
Introduction
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On February 07, 2002, Greg Dyke (Dyke), Director General of the public-funded
British Broadcasting Corporation (BBC), announced a new change initiative called
'One BBC: Making It Happen.' This was the second part of the 'One BBC' program
that Dyke had introduced in April 2000.
The first part of the One BBC program aimed at cutting costs and creating a
simpler organizational structure at the BBC. Dyke recognized the importance of
being more agile and creative in the context of the severe competition that the
BBC was facing. He announced the 'Making It Happen' initiative to change the
internal working environment at the BBC. This included imparting leadership
training to all managers at the BBC.
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The primary aim of the training program was to improve the leadership
qualities of the managers and to create good relationships between the
managers and their staff.
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A section of analysts supported the leadership program saying it
would foster better relationships among the staff, make the work
environment more conducive for creativity, and encourage innovation.
However, a few analysts criticized the program as they felt that it
was very expensive and that Dyke was wasting public money.
Commenting on the program, John Burgoyne, Professor of Management
Learning at the University of Lancaster and Henley Management
College, said, "Some pays off, much of it is waste. We can get more
precise. You don't have to spend more, you have to spend it more
accurately."4 |
Leadership Training and Development at the BBC
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