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

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.

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

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1] Hope, Katie "BBC Course Will Ease Change," People Management, Vol. 10 Issue 18, September 16, 2004.

2] Ray Snoddy, "The One-Man Whirlwind," www.trs.org.uk, March 2004.

3] Chorion, established in 2002, owns, develops and manages intellectual property brands.

4] "Critics Question Value of BBC Leadership Training," www.personneltoday.com, October 12, 2004.

 

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