In 1993, the BBC introduced Producer Choice, a radical organisational change initiative driven largely by external political factors and implemented in a climate of internal opposition and resistance to change. The primary criticisms of the initiative are that it eroded the BBC’s craft base and damaged its ability to compete with the private sector, but it is also credited with saving the BBC in its current form. This paper examines the political background to the introduction of Producer Choice and analyses the drivers for change within the paradigm of Porter’s Five Forces Model. The planning, implementation and the management of resistance to change are discussed within the theoretical framework of change management literature.
This study draws on a wide variety of sources and represents a comprehensive synthesis of the available literature on BBC Producer Choice and the associated change management issues presented by the initiative. Its primary contribution is the drawing together of twenty years of literature from academic and contemporary news sources to arrive at a reevaluation of the outcomes arising from the program of change.
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