Download CONFIDENTIAL Delivering Creative Future

CONFIDENTIAL
Delivering Creative Future
19th July 2006
CONFIDENTIAL
Our aim
This is about making the BBC the most creative
organisation in the world, delivering content that our
audiences will simply love
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Redesigning the BBC – Current structure
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What we need to be
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The way we’ll work
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Marketing, Communications & Audiences
• Audience insights need to be at the start of the creative
conversation
• MC&A is refocused as a creative division to help shape, build
and drive our future relationship with audiences
• Relationships with content areas and with Future Media &
Technology are critical
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Future Media & Technology
• A pathfinder to the future for the BBC
• “New media” content becomes “present media” – it belongs in the
content groups alongside linear TV and radio
• FM&T focuses on search and navigation, on-demand and mobile
gateways, the next version of our web offer, web hosting, metadata
• Technologists and technology spend are centralised in FM&T –
working effectively with content groups
• Information & Archives joins FM&T
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Journalism
• All the BBC’s Journalism gathered together in a single group led
by Mark Byford
• Sport joins BBC News, Nations & Regions and Global News –
and Roger Mosey joins the Journalism Board
• The group has a multimedia mission to deliver across all
platforms
• Talent and ideas move around the group, with more
opportunities for career development
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Audio & Music
• Delivering audio content for all platforms, linear, on-demand,
and mobile
• Leading music strategy for the whole BBC, across radio,
television and new platforms
• Responsible for Music Interactive and on-demand across the
BBC
• Radio network brings together radio strategy across the BBC
• Radio Drama, TV Music Entertainment and TV Music
Commissioning join the group
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BBC Vision
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Structure in BBC Vision
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BBC Vision will allow us to shift to a 360 degree content world
Today
New Structure
• Lack of clarity in cross platform
responsibility
• Genre commissioners clearly have 360
degree cross platform responsibility,
complementing 360 degree production
• Non-linear commissioning
diffused across the BBC
• Non-linear commissioning within Vision
group with same accountability
• Business affairs & rights
management separate for linear &
non-linear
• Business affairs & rights management
united in a single cross-media group
• Technology standards for
• Technology standards to be unified
under Future Media & Technology
non-linear fragmented and unclear
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BBC Vision will also deliver:
• Clear accountability for genre leadership – and for leading strategy
development
• A strategy development process which includes key creative leaders –
in-house and independent – as well as commissioners and channel
controllers
• Once strategy is clear, funding for the 50% of content in the in-house
guarantee will go straight to production
• Network production aligned with the rest of the production base
• Effective talent management across the group and around the
production base
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WoCC Commitments will be maintained
• Delivery of commissioning
meritocracy
• There are no changes to the
commissioning system for the WoCC
• Creation of distinct, separate
network centre
• The network centre will remain physically and
structurally separated from Production
• Separation of
commissioning and
production
• Resolution moves from DG to Director, BBC
Vision, but within the Vision Group these will
remain entirely separate divisions
• Biennial review of the
WoCC by BBC Trust
• No change
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Other Areas
• John Smith will focus exclusively on BBC Worldwide and BBC
Resources
• Caroline Thomson will become Chief Operating Officer, heading
Operations which will include BBC Workplace (Property) and Business
Continuity, alongside Strategy, Policy, Legal and Distribution
• BBC Finance takes on Procurement – and continues to focus on Future
Finance
• Steve Kelly, will ensure that BBC People is right at the heart of our
delivering our transformation plans
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Organisational Changes - Timeline
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How we work
• There is no perfect structure
• Structure is not the only answer to excellent organisational
performance - we also need strong leadership, a positive culture
and motivated people
• The BBC values we already have are integral to making this a
success – we just need to start living them
CONFIDENTIAL
Our aim
To be the most creative organisation in the world,
delivering content that our audiences will simply love