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  • February 2003 (Revised July 2005)
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British Broadcasting Corporation (A): One BBC

By: Rosabeth M. Kanter and Douglas A Raymond
  • Format:Print
  • | Pages:22
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Abstract

Greg Dyke, the new director general of the British Broadcasting Corp. (BBC) must decide whether to extend an already ambitious change effort at the world's largest public service broadcaster. The initial results of the effort are very positive: audience numbers are up, overhead costs are significantly reduced, and the organization has reduced management layers to bring the BBC closer to its viewers. However, employees say they do not feel their views are heard and feel that there is little cooperation between members of different divisions. Dyke wonders what more, if anything, can be done to address these other problems and unlock the unrealized creative potential he feels exists within the BBC. As the leader of an organization with a public service mandate but private sector competition, what can Dyke do to boost morale and creativity while satisfying his multiple constituencies?

Keywords

Change Management; Media; Organizational Change and Adaptation; Organizational Culture; Leadership Development; Competition; Creativity; Relationships; Media and Broadcasting Industry; United Kingdom

Citation

Kanter, Rosabeth M., and Douglas A Raymond. "British Broadcasting Corporation (A): One BBC." Harvard Business School Case 303-075, February 2003. (Revised July 2005.)
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About The Author

Rosabeth M. Kanter

General Management
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Related Work

    • February 2003 (Revised July 2005)
    • Faculty Research

    British Broadcasting Corporation (B): Making it Happen

    By: Rosabeth M. Kanter and Douglas A Raymond
Related Work
  • British Broadcasting Corporation (B): Making it Happen By: Rosabeth M. Kanter and Douglas A Raymond
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