Organisational Change Development Plan On BBC Worldwide

1.0 Introduction

This research aims to understand and investigate the organisation change of BBC Worldwide using its 2015 case study on the types of changes, its social dimension, issues and recommendations pertaining to its implementation. The primary findings are collated into how leadership causes the success and fall in multiple aspects of changes throughout BBC Worldwide. I am also discussing how the top management plays a huge part in changes even the core leader is important but not solely in charge of changes. It however shows that transformational leadership is the key factor for successful change management (Voet, 2014).

The case study described the changing processes of BBC Worldwide from 2012 to 2015. In its first year of structural and people change, it was a preparation stage in which they focused on customer relationships and acquisition trade talents that could have caused the drop in staffs’ morale. The 2013 strategic changes focuses heavily on the organisation's branding which gets the executive committee on their toes regarding the cash flow. 2014 was an intensive year of change for its culture. Everyone has to start thinking globally, staff were motivated internally, more workshops to communicate the organisation’s new culture and world-class development for the staff. Finally the staff are more receptive by 2015’s change on its system. The removal of permanent sitting, addition of display screens, themed meeting rooms and uniformed communications make the entire operation more effective.

Throughout this entire case study, BBC Worldwide has 1,800 employees and 18 offices globally. They focused on 4 main market areas namely the UK, North America, Australia and New Zealand, and the rest of the world. In the course of changes, a staff survey was conducted to measure the understanding of the strategy change, 11 leader’s board themes were defined from a 400 pages workshop’s report and the organisation developments were summarised to only 6 behaviours. In the final year of change, a 72% engagement survey was taken from the 360 feedback, 1,500 of the 1,800 staff were relocated and they achieved a record of £226.5 million returns.

2.0 Analysis of Causes/Trigger for Change

Figure 1. The relationship between environment, structure, culture/social and power/politics.

The change initiation for BBC Worldwide was motivated by global growth and to achieve better customer relations which largely contributes to its revenue growth. This could be deduce to BBC Worldwide main aim of the change is to have an increment of income which is confirmed by their record revenue in 2014-15 of £226.5m.  A firm’s revenue growth is often viewed as the core priority regardless of the profit (Leigh & Marshall, 2001) as the expenses variables such as operating overheads, remunerations and taxes can be further adjusted. Environment in terms of new competing grounds, evolvement of consumerism and economic status is usual trigger point for change. These external factors push the organisation to change and they usually begin with structure changes (Fligstein & Dauber, 1989) which is traditional and observable. It will then branch out to the culture change which is informal and fathomless.

Trimmed PESTLE analysis of BBC Worldwide

Figure 2. Only the top 3 factors are identified in this report.

Economically, BBC Worldwide aims to change its global strategy for the increment of global market share and posed difficulty in recruiting talent in the aggressive market agrees to my assumed agenda for their revenue growth. Global market will bring a new way of synergised growth and have the ability to tap into the unsaturated region. Having a global strategy could mean BBC Worldwide reaches its limitation of local growth.  Commonly job seekers would prefer to join a company that has a strong employee or financial branding (Sharif & Islam, 2017). Employees would want to work for a reputable company, one that gives them a progressive career path and is financially strong so it ensues employment continuity. It is probable that BBC Worldwide has not reached the discussed branding prior to 2014.

Socially, the consumer has access to digital subscriptions on contents that were once available only on traditional media, furthermore the employees require additional workshops to perform beyond their work jurisdiction. This entails that BBC Worldwide have been working under a prolonged silo condition that requires additional effort to encourage global thinking. Employees will tend to lose interest when the task become mundane or not challenging (Loukidou, et al., 2009), this could motivates a change cause to BBC Worldwide in order to improve their productivity. In the consumer aspect, BBC Worldwide should offer what their competitors offer or face elimination (Stucke, 2013) which is a strong propelling factor to enter into changes. 

Technologically, the staff’s receptiveness of additional display screens installed, with the amount of feedback and survey the company is to conduct, conveys the need to change the technology infrastructure in BBC Worldwide. If a simple tool such as television plays an important part in an employee's sense of belonging, an organisation practically fails to express their rightful brand. Technology plays a huge part in communication of any form (Subramanian, 2018), which to gather and analyse feedback and surveys effectively, it is crucial to improve outdated systems. Especially when the survey or feedback data from the employees are vast, it is more productive to make use of a system to process the dataset.

3.0 Analysis of the Changed Situation

3.1 Organisational Dimension

The structural change in 2012 was the beginning of unpleasantness to general employees who might felt threatened for their existence or extra work load being distributed as a basic psychological factor that causes the struggle to change (Val & Fuentes, 2013). Global approach and collaboration is not new while BBC Worldwide only started to implement it in 2012 shows a certain level of complacency. There will be uncertainty and vagueness during a change (Allen, et al., 2007) as there are no perfect solutions available which may cause the lack of confidence in the employees as well as the management. As this is just the beginning, having such roadblock in change will demoralise the entire organisation.

Tim Davie helmed the CEO position in 2013 after changes have taken place might cause confusion and disruption, however this move could instil new hope to the employees and boost their low morale (Ngambi, 2011). The predecessor stepping down further confirmed my theory of BBC Worldwide’s prior complacency as they had difficulty moving the company and therefore needed a new leader with new directions. He was being criticised for the lack of clarity which is not fair because besides planning new directions, he would need to understand and study the previous progress.

The cultural change was finally reaching a normalised state where employees are giving good feedback and CIPD (2015) states one particular employee fell in love again to work for BBC Worldwide. The unpopular opinion could be that humans are highly adaptive and they will tend to go with the flow when they are powerless against it (O’Connell, et al., 2008). I could further enforce my statement with the weak global employment in 2014 (ILO, 2014), nevertheless the CEO has did a great job to realign the organisation.

The final change in technology was well received and it fortified the sense of belonging for the employees. A tiny hiccup when hot-desking was implemented as it would mean intrusion of personal space. It however successfully put employees in place and removed the corporate barrier which would bring the general staff in a more down to earth approach (Hirst, 2011). Door is often perceived as territorial and authority (Kim, et al., 2016) therefore sitting in the open not only will put equality before everyone and also improve the humility of higher management.

Figure 3. Lewin change management model (process.st, 2017)

I would like to describe BBC Worldwide’s changes process to be closely associated with Kurt Lewin’s 3 stage model of change (Hussain, et al., 2018) mainly due to its versatile properties. An organisation needs to be thawed when it is not in the right shape or new elements are to be introduced but will only reach its surface and not to the core. BBC Worldwide is facing competition and revenue issues that cannot be solved within its surface and with small comfortable changes which causes bloating and stickiness, it pays to have an aggressive and swift change (Jalagat, 2016). Freezing back an organisation is to ensure its system,  structure and policies can continue to function with minimal oversight. The unfortunate but necessary process of chemical exothermic and endothermic (Maleque, 2013) is a painful experience when placed in Lewin’s context of change. The famous saying that diamonds are formed under great pressure and BBC Worldwide indeed have a satisfaction revenue at the end of its change.

3.2 Cultural and Social Dimension 

The cultural change in BBC Worldwide took place in the third year after the structural and strategy change, that however does not undermine the importance of an organisation culture. In fact, culture is the most important aspect when it come to an organisation (Aktaş, et al., 2011), and the need to begin with structural and strategy change is so that it can set a path for how the organisation should behave. Cultural change is a complex process without systematic manners to follow and is often contested whether the adopted methods are effective (Whelan, 2016). BBC Worldwide would be required to introduce an optimised culture that is both aligned to the organisation’s direction and their employees’ expectation. This is done so by collecting all 1,800 feedbacks that were gathered during the workshop and summarised to various broad themes and behaviours for all divisional levels. The amount of effort is commendable and to ensure they can stay on the track, periodic surveys and reviews are executed perpetually. During the cultural change, it is visible that the change situation is reversing where the employees are getting more receptive, motivated and committed.

Change is never easy and a good leader will make things work one way or another. Certain levels of politics would need to be played in order to influence or manipulate the employee to get the desired results (Gandz & Murray, 2017). Firstly, at the beginning of change, hiring of talents was announced and this sets certain employees disheartened or threatened knowing the lack internal capabilities. Hiring during a change is a sensitive issue where it became a double uncertainty to the ground staff (Lu, et al., 2014). Secondly, the CEO was replaced in the midst of a chaos adds additional agitation to the employees as they realised even the top guy in the company can be gone, let alone their so-called inconsequential position. Implementing such fear tactics indirectly gives the top management upper hand to achieve their goals while they remain as the good guys (Son, 2011).

Once these emotions were established, BBC Worldwide elevated their throng of employees by giving them direct access to the top management, host training workshops and collect internal surveys. Having access to the top management where the chain of command is skipped gives employees confidence, know that they are being appreciated and subjected to lesser unfair treatments within the department (Fevre, et al., 2011). Training means additional budget is allocated to upskill them and their career is secured or otherwise the organisation would not have wasted such resources. Collecting surveys and compiling them shows a great deal of effort by the management and that their voices are valued. By knowing how diligent the management are, the ground staff knows they will have to model a similar attempt as a guilt trip (Liu & Xiang, 2018). The entire experience was to bring the employees from fear to being motivated and through this emotional rollercoaster, it strengthened their loyalty and eagerness (Smollan, 2014). Naturally the level of employee’s elevation will have a limit to ensure controllability of the organisation. From being down to up, it is not easy to secure their morale and yet forgo their ego. The hotdesking implementation was a subtle power move to bring the employees back to the ground where everyone is being favoured but equal. This constitutes a suitable closure towards the end of the major change.

4.0 Issues and Recommendations

4.1 Leadership style and pitfalls 

Tim Davie exhibited a democratic direction which has proven to be the most effective leadership style however there is still an extent of controversy to that aspect (Dyczkowska & Dyczkowski, 2018). In the forgiving yet assertive image he portrayed, it has indeed won the heart of most employees while not quite from the top management. This style passes on the vision from top-down but the chances of people on the ground actually receiving and understanding it could be minimal and a waste of effort (Kantabutra, 2008). Besides, there is a chance where the top management is not all aligned with him and the message will be a diluted effort. Being kind and nice may not necessarily be the best approach to transform an organisation (Pretorius, 2019) especially in this harsh, fast-paced and an environment where co-workers compete against each other (Creane & Davidson, 2004). To achieve an undisputed cohesion, it may be necessary to become the common enemy for the rest of the employees to unite (Haller & Hoyer, 2019) and the upside of it could potentially cut down time and other resources in the process of change. 

In his transformational leadership, the constant learning and innovation were available to the middle management and other staff. Such a workshop is not available to the senior staff which leads to a hypothesis that the top management are expected to perform immediately and regardless of the situation, and even many of these top management could be deemed un-coachable (Rook, et al., 2019). By having workshops for the senior management at a different scale or approach, they too can be renewed and the imparting of core vision will be much more effective when they do it more willingly in a hierarchical approach (Proctor & Doukakis, 2003). Instead of broadcasting vision by the CEO, acceptance from senior and middle management will enhance its effect with constant reminders to their subordinates that will eventually form a strong culture. Another aspect of this transformational leadership comprises the evolution nature where changes are incremental so most people can adapt (By, 2005). A warm up is necessary but to set things straight, a notable impact should be present to get people out of their comfort zone and know it means business (Grossman, et al., 2012).

On the other approach, Tim did uses charismatic leadership in a small extent to win trust  (Cicero & Pierro, 2007) which we cannot justify it to be a correct nor incorrect solution to solve BBC Worldwide wicked problems (Yawson, 2015). What I see is there are hindrances from the top and senior management to changes because they fear losing their value especially for those who do not embark on digital transformation (Edmonds, 2011). Co-workers have a high tendency to retaliate or create problems when they envy or dislike you (Buchanan, 2008), and we are unsure that Tim is the popular one within the executives. This requires a strategic level of change with the expectation of a long haul process. Unless using the authoritarian style where Xi JinPing fired 75% of the party veterans because of being uncooperative and they carry a lot of bad histories  (Nikkei, 2017). This however can only be executed by a strong leader with prior manpower planning to reduce the downtime, and it has to be carried out swiftly to prevent contagion to the new staff.

4.2 Organisational Development 

Figure 4. Kotter's 8-Step Change Model

Kotter’s eight stage process depicts linear order of change steps (Pollack & Pollack, 2014) which fits seamlessly into BBC Worldwide case study. I am going to discuss only three of the most relevant steps that could have made a difference in their organisational change between 2012 to 2015. Creating a sense of urgency is the first step of Kotter’s model. It is especially important for BBC Worldwide because the media industry is evolving faster than ever with digitalisation (Fang, et al., 2019), they could be flooded with changes and new guideline like the recently implement Protection from Online Falsehoods and Manipulation Act (IMDA, 2020) in Singapore. It would be hard to keep up if the changes are being left untouched and this should be a compelling reason for a leader to enforce the change swiftly. BBC Worldwide could have shared invaluable financial data and an enthralling story on the necessity of change to all its stakeholders and employees as a transparent organisation (Stouten, et al., 2018) proves to be more trustworthy and know what they want to achieve. It will bring everyone on their feet if their number is bad or there are chances of incentives if the company is doing well. Either way an employee will be more motivated and receptive to the beginning of change.

Building a guiding coalition is the second step and as important as a flawless change plan needs the execution of an equally flawless team. As an effective team has multiple attributes of alignment (Tohidi, 2011), it would be silly and dangerous to bypass this step without due considerations. The WEx and GLT are formed part of this step which proves to be quite effective in the later stage of the case studies, but why stop at good when we can be better. The coalitions formed by BBC Worldwide may not have included a diverse and synergised team. A diversified team will command more respect from the change agent and it will introduce positive energy, lower the resistance of employees and can cover the lacking more extensively (Barth & Mahieu, 2011). During the change, many of the ground issues may happen multiple times and this could be solved with effective and respectful communication within teams. A team of diversification will also have everyone agree and understand the entire changing aspect resulting in minimal supervision and resource saving. The second idea is having a synergistic reaction where the team consists of elements (Hertel, 2011) that can multiply their results with the same effort. An example would be putting an editor attached to core teams and have their processes documented for future monetisation.

Generate short-term win is the sixth step and it is so wonderfully positioned with a horde of benefits if implemented correctly. BBC Worldwide displayed more short-term wins later in 2014 and 2015 subtly.  As employees need to be identified, rewarded and recognised (Baskar, 2013), such activities should not be discounted and to be made visible through the organisation. Celebration can decrease the resistance to change even if the commendation was given to other teams (Yılmaz & Kılıçoğlu, 2013) where everyone knows their effort is worthwhile. Job insecurity is one of the trust issues many face in their company (Wang, et al., 2018), a positive outcome such a short-term win means things are on the right track and the employees have been reassured. The sense of fulfilment from short-term win can also compensate for prior mistakes made during the change. A mistake made in an organisation is often unforgiving and etched into one’s memory (Appelbaum & Roy-Girard, 2007), which is the reason for the need of more short-term wins to undo this. Altogether, monetary reward is the most powerful form of incentive (Aguinis, et al., 2013) to motivate the employees and that should be planned and introduced to BBC Worldwide especially when they have a remarkable increase of revenue. It is practical and able to gradually buy back employee’s trust and motivation while eliminating more resistance to prepare for more difficult changes. 

5.0 Conclusion

BBC Worldwide has successfully penetrated the global and online market as they planned and as more countries are being covered, more local and regional problems will surface gradually. When there is a problem, an opportunity may arise too. COVID-19 has affected most of the traditional businesses while online platforms like Amazon, Netflix and Zoom see surges during this period (CBS, 2020). As a new agency, the primary source of income derives from advertisement through live broadcast, podcast and online means. COVID-19 forces people to stay home and more viewership will be distributed among the major broadcasters, this would indirectly increase BBC Worldwide advertising revenue. During this period, many advertisers reduce their budget or cease advertising totally however, there are many emerging businesses, especially the online ones, have increased their advertising budget. The advertising demand and supply cycle seems to rejuvenate and compensate on its own which will continue to benefit BBC Worldwide as long they stay on trend, continue to innovate and change.

Most countries are giving financial help during this COVID-19 period. BBC Worldwide would have received help to a certain degree and with the potential of increased revenue from advertisement, they should be managing well. This is the case where they should expand and hire talents at a more affordable price, and unconventionally to diversify their employee pool. Since there are 1,800 employees, they ought to have a good number of positions that can be filled by persons with disabilities (PWDs). The two major advantages of hiring PWDs is the additional funding support from the government with Singapore as an example (Business Times, 2019) and the free publicity from other editors (Vulcan Post, 2019). Being inclusive will bring the organisation to a friendlier image with openness and warmth. This opens up many opportunities to attract passionate talents, collaboration with PWDs associations, board members in government councils for PWDs and many others. Nevertheless, there are writers, journalists and editors who are PWDs and produce award winning works (The Barbellion Prize, 2020). Hiring them will definitely value-add BBC Worldwide and together they will achieve greater heights. 

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