CONFIDENTIAL

Delivering Creative Future

19th July 2006

CONFIDENTIAL

Our aim

This is about making the BBC the most creative

organisation in the world, delivering content that our

audiences will simply love

CONFIDENTIAL

Redesigning the BBC – Current structure

CONFIDENTIAL

What we need to be

CONFIDENTIAL

The way we’ll work

CONFIDENTIAL

Marketing, Communications & Audiences

• Audience insights need to be at the start of the creative conversation

• MC&A is refocused as a creative division to help shape, build and drive our future relationship with audiences

• Relationships with content areas and with Future Media & Technology are critical

CONFIDENTIAL

Future Media & Technology

• A pathfinder to the future for the BBC

• “New media” content becomes “present media” – it belongs in the content groups alongside linear TV and radio

• FM&T focuses on search and navigation, on-demand and mobile gateways, the next version of our web offer, web hosting, metadata

• Technologists and technology spend are centralised in FM&T – working effectively with content groups

• Information & Archives joins FM&T

CONFIDENTIAL

Journalism

• All the BBC’s Journalism gathered together in a single group led by Mark Byford

• Sport joins BBC News, Nations & Regions and Global News – and Roger Mosey joins the Journalism Board

• The group has a multimedia mission to deliver across all platforms

• Talent and ideas move around the group, with more opportunities for career development

CONFIDENTIAL

Audio & Music

• Delivering audio content for all platforms, linear, on-demand, and mobile

• Leading music strategy for the whole BBC, across radio, television and new platforms

• Responsible for Music Interactive and on-demand across the BBC

• Radio network brings together radio strategy across the BBC

• Radio Drama, TV Music Entertainment and TV Music Commissioning join the group

CONFIDENTIAL

BBC Vision

CONFIDENTIAL

Structure in BBC Vision

CONFIDENTIAL

BBC Vision will allow us to shift to a 360 degree content world

• Lack of clarity in cross platform responsibility

• Non-linear commissioning diffused across the BBC

• Technology standards for

non-linear fragmented and unclear

• Business affairs & rights management separate for linear & non-linear

• Genre commissioners clearly have 360 degree cross platform responsibility, complementing 360 degree production

• Non-linear commissioning within Vision group with same accountability

• Technology standards to be unified under Future Media & Technology

• Business affairs & rights management united in a single cross-media group

Today New Structure

CONFIDENTIAL

BBC Vision will also deliver:

• Clear accountability for genre leadership – and for leading strategy development

• A strategy development process which includes key creative leaders – in-house and independent – as well as commissioners and channel controllers

• Once strategy is clear, funding for the 50% of content in the in-house guarantee will go straight to production

• Network production aligned with the rest of the production base

• Effective talent management across the group and around the production base

CONFIDENTIAL

WoCC Commitments will be maintained

• Delivery of commissioning meritocracy

• Creation of distinct, separate network centre

• Biennial review of the WoCC by BBC Trust

• Separation of commissioning and production

• There are no changes to the commissioning system for the WoCC

• The network centre will remain physically and structurally separated from Production

• No change

• Resolution moves from DG to Director, BBC Vision, but within the Vision Group these will remain entirely separate divisions

CONFIDENTIAL

Other Areas

• John Smith will focus exclusively on BBC Worldwide and BBC Resources

• Caroline Thomson will become Chief Operating Officer, heading Operations which will include BBC Workplace (Property) and Business Continuity, alongside Strategy, Policy, Legal and Distribution

• BBC Finance takes on Procurement – and continues to focus on Future Finance

• Steve Kelly, will ensure that BBC People is right at the heart of our delivering our transformation plans

CONFIDENTIAL

Organisational Changes - Timeline

CONFIDENTIAL

• There is no perfect structure

• Structure is not the only answer to excellent organisational

performance - we also need strong leadership, a positive culture

and motivated people

• The BBC values we already have are integral to making this a

success – we just need to start living them

How we work

CONFIDENTIAL

Our aim

To be the most creative organisation in the world,

delivering content that our audiences will simply love