Greg Dyke, the new Director General of the British Broadcasting Corporation (BBC), has launched an ambitious program of change called for this to happen, in order to unlock the creativity, developing a sense of common purpose, and promote cooperation across the BBC. The use of non-traditional methods, management created a massively collaborative process that has overcome most of the natural skepticism within the organization and allow the BBC to create a common set of goals for change efforts. After 10 months, the employees feel that the situation is changing and that the culture of BBC improved. However, there are signs of change fatigue and Dyke has to decide how far to go, providing the gains that have been made will be lost. "Hide
by Rosabeth Moss Kanter, Douglas Raymond Source: Harvard Business School 15 pages. Publication Date: February 20, 2003. Prod. #: 303076-PDF-ENG
Related Case Solutions & Analyses:
Urbi and the City Licensee Managers
Evergreen Executive Education LLC
Becoming an Integrative Thinker: The Keys to Success
Kami Corp.
Oxford Health Plans (A): Specialty Management
Radiology Management Sciences
Reshaping Apple Computers Destiny–1992
Lululemon Athletica’s Product, Employee and Public Relations Issues
Jones Schilling Employee Coaching Workshop
Risk Management at Apache
