THE

BRITISH
BROADCASTING
CORPORATION
(BBC)
 THE BRITISH
BROADCASTING
CORPORATION:
‘BBC Worldwide is a content company,
but the way in which content is
consumed has been changing over the
last decade. The consumer decides
what content to consume, when and
how.’
Problem Statement:

 The restructure was disruptive for staff

and included some redundancies.

 Morale across the company was pretty

low.
SOLUTION:
1. Conversation with the GLT:

 Virtual worldwide GLT conference

 Questions included
 HR wanted the GLT to have the space
 Feedback from the GLT
2. Worldwide Workshops:

 ‘Working Together’ workshops

 The workshops were on average three hours
long.
 WEx members attended the start of a few
workshops, then left to allow people to
speak their minds.
 The workshops are considered a great
success.
3. Involving leaders in identifying the
changes required: 
The GLT came together and 11 themes were
shared with them.
 Take personal accountability. 
 Encourage simplicity in everything we do. 
 Work together across London and the regions
 Recognize and celebrate individual and team
successes. 
 Increase the opportunities for development. 
The director of organization development
discussions to six behaviors.

1. Clear direction
2. World-class development
3. Strong relationships
4. Business success
5. Innovative and creative environment
6. Global excellence
4. Change initiatives driven from the center:

 Two or three key projects needed to be ‘led’

from the center.
 Training.
 Every employee should have a development
plan.
 Launched a global staff awards scheme in
May 2015
 These key projects was a vehicle for helping
BBC Worldwide staff gain a greater
understanding of the company strategy and
how it translated to their roles.
5. The GLT behavior change and divisional
action plans:
 HR synthesized the themes from the
workshops into The Commitment.
 A quasi-contract between leaders and staff.

The headings were: 

 A clear direction
 World-class development
 Strong relationships
 Business success
 An innovative and creative environment
 global excellence. 
6. Communication:

 CEO and director communicating vision and

bringing people on a journey by using
storytelling.

 WEx and HR have balanced the desire for

uniform communication versus how best to
engage creative people.
Evaluation of Change:

 The BBC staff pulse survey took place in

November 2014.

 The results provided a starting position of

72% engagement.

 Culture change can be seen as embodiments

of the transformational change
Changes Achieved:

Ground level:
 It’s been much more collaborative, rather
than, “You will do this.”’ 
WEx:
 They tries to come and sit down with us at
least twice a week.
 They’re far more accessible and they’ve got
their ears to the ground.
Senior Leaders:
 somebody at that level was actually calling
out individual names.
Conclusion:

 Big culture conversation the move to

balanced regionalization.

 Putting the right leader in place.

 Building a good team around leader.

 Good culture through the organization,

change have combined to launch BBC
Worldwide on a journey of change.