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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Excerpts
BBC in Trouble
Until 1982, there were only four television channels in the
UK - BBC1, BBC2, ITV, and Channel 4 - all of which used the terrestrial
television broadcasting method to air their programs. The early 1980s saw the
rise of satellite and cable television in the UK, which significantly reduced
BBC's viewership. BBC's troubles intensified in the 1990s. In 1992, Sir John Birt (Birt) was
appointed its Director General...
Making it Happen
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On February 01, 2000, Dyke, CEO of Pearson Television, took over as Director
General from Birt. Reportedly, Dyke spent five months visiting the various BBC
departments and getting to understand their operations, talking to the
employees, and identifying the problems of the company, before taking over as
Director General. Dyke found the BBC too bureaucratic and observed that the
employees at the BBC lacked mutual trust and were not willing to collaborate
with each other. They were too cautious in their approach, and were unwilling to
take risks...
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The Big Conversation
On May 15, 2003, Dyke organized a countrywide meeting of the BBC staff,
which he termed 'The Big Conversation.' The London station was connected to
all the BBC offices across Britain. About 17,000 employees participated in
the live interactive event and asked about 3,500 questions. This measure was
aimed at communicating the steps that would be taken to implement the
changes under the six themes...
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BBC's Leadership Program
The leadership program was developed using the feedback obtained
from the 'Just Imagine' sessions. The employees wanted to have a
healthy relationship with their managers and consistent leadership
across all levels at the BBC. They pointed out there were 52
different leadership development programs that BBC had across 17
divisions and that this had resulted in a difference in leadership
capabilities across various BBC divisions. During consultations, the
employees said that they felt the best when their managers
motivated, supported, trusted, and treated them with respect... |
The Benefits
The leadership program was continuously improved in its content and structure by
taking feedbacks from the participants. Nearly 83% of the participants gave
positive feedback about their experience. The evaluation was done in terms of
what it had added to the individual and his/her team, and the improvement in the
performance of his/her team. It was noticed that nearly all the participants had
shown considerable improvement in their behavior with subordinates. About 40% of
the teams whose leaders attended the program showed marked improvement in their
performance...
Exhibits
Exhibit I: BBC's Royal Charter
Exhibit II: Differences between the Old and New Training Program
Exhibit III: BBC - Leadership Development Program
Exhibit IV: BBC's Leadership Program Structure
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