1. CHALLENGE
A seismic technological shift from analog to digital completely changed how media was being used by consumers. The advent of digital required all the processes of journalism, news, current affairs, music and arts programming to be redefined, or the business would cease to exist.
2. CONVENTION
Major push of communications, training and change management programs preparing people for the change. Seek new talent with new social media skills and experience based on traditional staffing models - even though in reality, the changes in the market are so new, emergent and expanding that no one really has the experience being sought because the market is not at a fixed end state, it is still in flux and in development itself.
3. CONSTRAINT
People do not resist change, they resist being changed. A traditional change management program consisting of awareness sessions and training would be antithetical to the digital economy that was (and is still) emerging.
4. RA APPLIED
RA Visioning workshops brought together cross-section of 30 - 40 people at a time to surface the “broken links” and unnecessary divides across functions and levels. Skits (humour and artistic ingenuity) were used to draw out a shared vision of the future experience of a digital world for end-consumers outside-in and the organisation inside-out. This formed the basis for the redesign of critical roles, accountabilities, new performance metics, the introduction of a central hub, a new editing process and media training in public facing roles.
5. RA IMPACT
The RA design tapped into the latent strength of the business, as everyone was highly mission driven, costumer focused. This unleashed raw potential and commitment that had been trapped in a top-down hierarchical mind-trap for years. The entire organisation and the system nationally and globally embraced the change as their opportunity to serve the consumers better, faster and with greater quality ever experienced before, on the consumers terms, when and where they wanted.