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Change Management

Executive summary

This guide is intended to give you a framework of principles and hypotheses on change management and tips/tools about how you will lead a fruitful and satisfying effort on organizational change. There are two drives; the system and change trend and the ‘transitional influence while turning towards change. As leaders of change, you have a crucial role in attempting to change successfully. At Ryerson, the Department of Human Resources will provide you and your staff with advice and help on the phase of transition. The OEE unit will provide you with the screening equipment, services, consultation, and advice you will need.

1.0 Introduction

This article would look at the transformation of the British Broadcasting Company around the world. The study will analyze the organization’s transition and address culture’s role within an enterprise influenced by political and power-related influences. The study would make recommendations on critical levers needed for corporate transformation and concentrate on leadership qualities, employee participation, and corporate growth.

Organizations need to be prepared to cope with the forced or expected transition to ensure a sustainable competitive edge. Shift Management may be a valuable strategy for executives to evolve in the future, but many companies don’t welcome change. There are a host of reasons why reform is opposed. (Williams 1993) Organizations that desire to be prepared for future instability are friendly and non-resistant to change and encourage them to build on current success while optimizing their long-term potential. There was a mistake (Kanter, 1997).

BBCW is a wholly-owned BBC affiliate. Mintzberg’s five hierarchical structures can be classified as a centralized machine with a high degree of formalization. (Lunenburg, 2012) BBCW’s consumer base lost relevance. Content use and consumer preference improved, competition intensified, and the company was socially inadequate and immune to reform. Technology and the use of creativity as a catalyst of transformation will encounter resistance, as often companies struggle to recognize the root cause of the opposition to change. BBCW has 1800 employees across 18 U.K., Australia, N.Z., And North America branches worldwide. It was difficult for the company to recruit talent from a small talent base within the television industry. The role of the leader Tim Davie in leading the GLT, working closely with WEx, and the shift in the leadership style were critical factors in the transition and change in culture at BBCW.

2.0 Main Findings

2.1 Triggers and Causes

The PESTEL system provides a mechanism to define and evaluate the evolving macro ecosystem. There was a mistake (Glaister et al., 2009). To complete the macro-environmental review, BBCW wanted to determine the main variables. -The “general” climate impacts businesses (Evans&Richardson, 2007). There was a mistake (Bourgeois, 1980). The environmental influences apparent from economic, socio-cultural, and technical ecological shifts were the most noticeable when assessing the need for evolutionary change at the BBCW. The atmosphere can be defined as all external forces which affect the life and development of an organization. There was a mistake (Andrews, 1971).

The economic forces have driven the BBCW’s need for reform. The influence of lost viewership and the absence of up-to-date content have a beneficial effect on publicity sales. They do not draw new audiences to boost potential revenue sources. The ever-changing business climate and the adjusting consumer and economic patterns were leading indicators. The monetary policy consequences can be drastic and may bring significant obstacles to transition to its workers. There was a mistake (Ginsberg& Bucholz, 1990). BBCW should ensure that the replacement policy does not affect revenue and benefit capacity in such fields as distribution and marketing. BBCW was also faced with the retention, maintenance, and attraction of its best talent.

Innovations and digitization within BBCW may be attributed to technological causes that can contribute to transition. A lack of prior investments in advertising has affected consumer tastes and widened the selection of rivals. Consumers use the Internet to access large quantities of information; households have joined this method of use. (Victorian et al., 2005) Mobile technology makes much greater access to a transient user base that is not based on conventional entertainment offerings. In a rapidly evolving global economy, BBCW must adapt and adjust or risks being obsolete. Technology should be a focus for an organization. There was a mistake (Fernandez et al., 2011)

The framework of PESTEL is easy to understand. It gives a strong indicator of the climate and the results of the company. (Needle, 2010) The assumption is that there would be a chance of oversimplification. Considering how complex a continuous analysis of the Environment can take too much time and lead to constant reviews, it hinders progress. There was a mistake (Godfrey, 2015).

2.2 Organizational, Cultural and Social Dimensions of Change

BBCW advanced through four major transition phases. Following a study of the macro Environment in 2012, a framework reform was adopted by BBC. A structure helps an entity to fulfill its environmental role. There was a mistake (Nelson &Quick, 2011). The current CEO, Tim Davie, explained the Plan in 2013, the Culture Transformation Journey began in 2014, the process’s last chance, and 2015’s implementation of a new office.

In the context of power reform, the BBCW process’s evolution is evident (Lewin, 1943). However, commentators question the understanding of the force field concept when it was first formulated in 1943. It indicates the trip’s progress (Quinn, 1980, 1982; Gersick, 1991; Wilson, 1992). Criticism of Lewin’s model more as a model is at issue, and if ever – operational improvements make the model too simplistic and mechanical? (Burnes, 2004).

Peter Drucker, the Management Expert, once said, “Culture eats breakfast strategy.” It is also used to articulate that best-positioned policies and initiatives should be discarded if companies struggle to grasp the community and how things work. (Favaro, 2014) Tradition is entrenched and can change over time as immune(Bate, 1996). Cultural ingredients are inherent in an enterprise (Brown, 1995). The comportements and objects, behaviors and beliefs, and fundamental perceptions regarding what is essential for an organization’s members are some of the core components of organizational culture. (Schien, 1990) The BBCW paradigm is indicative of this corporate community.

In 2012, the institutional transition from branch to geographical was detrimental for workers. Redundancies were added, and the whole structure had to be adapted, and the underlying principles, assumptions, and beliefs of BBCW shifted. In classifying cultures into particular classifications, recognizing threats and cultures regarding the rate of input is beneficial and provides a basis for the comparison of cultures. (Deal and Kennedy, 1982) These types include the culture of Tough Guys, macho culture (high risk and fast feedback), hard work (low risk and quick feedback), and Bet the corporate culture (high risk and slow feedback)

BBCW may be defined as a Culture Mechanism. Slow input and low-risk predictors are primary markers. The BBCW is process-oriented and not reactive to changing the Environment and marketplace by its sluggish reaction to evolving customer behavior related to contents. The bureaucratic process in-branch divisions slow down the decision-making process. In public institutions, this form of culture is apparent. Although classifications help build a structure, they are a descriptive description that does not examine the mechanism involved in culture creation. There was a mistake (Furnham and Gunter, 1993). In 2013, Tim Davie became CEO. One of the first things he did was explain the intent; this was the first step in transforming the community as he tried to articulate a consistent plan with the three main priorities. Tim Davie’s views generated unhappiness that day after day and a lack of clarity, and they did not listen or respond to employees’ challenges. This internal climate has added to the atmosphere of the process.

Power and politics are part of an organization’s fundamental dynamics. When companies portray themselves as teams, the workspace is frequently taken up in political circumstances where people exercise control modes. (Camm, 2013). There was a mistake (Camm, 2013). The use of force is at the heart of management. (Greenleaf, 1977) There are important centers of influence that help a company transform and maintain the community. Different definitions have been used (French& Raven, 1959) to describe power sources. Positional control is an awareness of the right to manipulate. There was a mistake (Camm, 2013). This understanding is focused on the structured role of a CEO in a company. This authority can be gained by-elections, such as the promotion of Tim Davie as CEO in 2013. Other applications of this type of authority include decision-making and team control.

BBCW attempted to dial the culture in 2014. Tim Davie further reinforced this by continuing to see accurate alignment by obligatory workshop sessions. The BBCW culture push is effective only if the GLT “lives and breathes the values” Expert strength can be described as a person’s talents, experience, and skills. There was a mistake (French Raven, 1959). In 2014 Tim Davie established an H.R. Director who leads the BBCW in the transition and cultural journey and the Global Director of O.D.’s prominent strategic recruit. This appointment offered a resource and created a difficult to substitute dependence. The principle of dependency is linked to expert control. Kristen Furber, People’s Director, is an example of a specialist capacity to make sure investment in dialing the cultural push was transparent to both WEx and GLT. This helps the GLT to own and share in the artistic inspiration. Expert control is also a desire in a company like BBCW to trust the expert to take ownership. By hiring a specialist to enforce the improvements, Tim Davie has sent a message to the GLT that it is vital to him for the H.R. role to increase the team’s overall capacity.

Power is inextricably linked to organizational politics. There was a mistake (Vigoda, 2002). Although influence refers to a political organization’s cultural aspects, it influences or contributes to the social component. The organizational policy may be considered as acts of social control that encourage and foster self-interest. There was a mistake (Cropanzano et al., 1995). In the BBCW’s silo working environments, politics’ social impact was evident; the effect of lack of accountability and recognition. Control and strategy will also help workers more emotional and express emotions such as motivation and loyalty. Employees regarded with respect and honesty includes habits, including increased effort and commitment. There was a mistake (Wiesenberger et al., 1986; Eisenberger, Fasolo, and Davis-LaMastro, 1990). The political events took place, including GLT participants, who were not recognized as successful leaders and who were not severe if possible. The Leadership Team has received 360 degrees of input, as this will classify “the players” (CIPD, 2015), a strong illustration of internal regulation.

Via polling and town halls, the voice was heard by workers. It contributed to 11 broad topics, including personal responsibility, breaking away from the silo, enhancing trust and confidence, pioneering new ways to work, and appreciating and celebrating the achievements of people and teams. The new office’s launching in 2015 was a symbolic part of a crucial cultural and social journey. Culturally, the value of getting everything on one level, by breaking the practice of working with television screens, helped people feel more part of a media business. Implementing the Global Incentive programs, creating possibilities such as “Hot Shoes” and shifting circumstances became apparent.


3.1 Organizational Development

The shift is constant, and the corporate change process must be implemented effectively (Burnes, 2004). Leaders in transformational companies need to have a strong awareness of the culture critical at the outset of the transition. O.D. will continue to lead the company through this journey, which is vital in ensuring that the organization can be successful in the long term (Cumming & Worley, 2013). Kotter’s 8-step model centered on the holistic approach to the organization’s transition path. The change from the existing state to the ideal state must consider the advantages of optimizing capital and minimizing costs. (Jalgat, 2016).

Adopting the model is necessary, but it may not be successful until the advantages of transition support the globally diverse climate (Jalgat, 2016). The implementation of best practices, teamwork, and team development can be one of the main advantages. This encourages a company to meet evolving consumer needs (Jalgat, 2016).

BBCW has developed a changing climate. BBCW assured that all workers knew the mechanism of transition. This enhances the efficiency and management of transition will help a company recognize problems and adapt effectively. Concerning the BBCW, the first step that we will take regarding this model is to raise the urgency of transition. For workers, world-class production is established. As a crucial first step, the workshops generated urgency. For a transition to occur, the scenario for change was created (Jalgat, 2016).

3.2 Employee Engagement

In terms of employee motivation, a company must consider what motivates, encourages, and inspires workers to continue to work and establish discretion. It may be influenced by several causes, logical and emotional, linked to the relationship between employee and company (Perrin’s 2003 Global Employee Study). One of the critical considerations of employee engagement is that it is a two-way path. It is a beneficial working partnership with the organization, where trust in the corporate climate encourages healthier outcomes and understanding of the business sense. A company must establish and build on it to maintain a shared partnership (Robinson et al., 2004).

One of the critical considerations of employee engagement is that it is a two-way path. It is a beneficial working partnership with the organization, where trust in the corporate climate encourages healthier outcomes and understanding of the business sense. A company must establish and build on it to maintain a shared partnership (Robinson et al., 2004). During the organizational transition, several emotions may lead to or affect the commitment of employees. Leaders must be able to recognize emotional reactions to change and their effects. Changes linked to transition make us more alert in challenging times (Saunders and Thorn hill, 2003). Limiting employee participation can be correlated with tracking and evaluation. When the survey results are tabled, they can be summarized to show a given factor preference. The task facing leaders is to track post-engagement assessments and assess the speed of employee participation.

The primary guideline for the BBCW will be to monitor employee participation and encourage engagement polls and benefits. The main factor will be to create and foster a strong community where priorities and principles are aligned and evaluated by all regions. (Markos and Sridevi,2010) implies Staff has made increased contributions, time, and initiative to support the BBCW’s progress (Baumruk and Gorman, 2006). Another technique used by the BBCW to encourage employee participation will be the priority of the BBCW on talent growth and top talent acquisition. This cohort is a highly effective enterprise. Training and external training investment may be a draw for top talents. This reduces sales and helps boost and maintain company efficiency (Watson Wyatt Worldwide, 2004). BBCW’s continuing emphasis on employee participation may be directly associated with retaining a competitive edge and enhancing organizational efficiency.


The BBCW leadership team is essential for embedding diversity and inclusion strategies to broaden the innovation and reasoning process. Employees from different cultures and organizations have increased their efficiency financially than the competition (Eswaran, 2019). The resemblance bias is driving the same reasoning. Tim Davie could lead women in building the pipeline for diverse talent. He should build structures with H.R. to ensure the talent pool is identified across the organization hierarchy. The development of qualified woman leaders and the management of diversity are important goals for U.K. organizations. A new study by the CEO of Learning showed that 87.5% of senior male leaders want to encourage women to shift their jobs but are uncertain how to help them. (Vinnicombe, Singh, 2003) A 2018 report by BCG showed that diverse management teams had 19 percent higher innovation-driven sales. (Forbes, 2018). For BBCW, this is especially strong as it is very significant in sectors where creativity is essential to success. The leadership team must demonstrate high standards of I.T. to recognize the difficulties workers face during these periods. Women are placed to communicate, interact, and socially connect in several positive ways (Hess, 2020). The challenges created by the COVID pandemic would transform efforts into digital space imperatives. In the short to medium term, digitization, and the working conditions’ structure will test any thought on the management of leadership and transformation at the BBCW. A primary driver of dedication is to assess the cultural consequences of changing working environments to ensure that the technology is adapted for purposes.


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