最新BBC运营管理案例分析.doc

Four short words sum up what has lifted most successful individuals above the crowd: a little bit more.-author-dateBBC运营管理案例分析Case Note: Building a Balanced Scorecard for a public broadcasting organisationCase Note: Building a Balanced Scorecard for a public broadcasting organisation. (Simulation only)This case study consists of the outcomes of a simulation exercise undertaken with an MBA class to demonstrate and to test the process of developing a Balanced Scorecard for a public Broadcasting organisation. The British Broadcasting Company (BBC) was chosen to test the procedure.The BBC: mission, purposes, and limitations.The BBC is the national public broadcasting organisation of the UK. It operates under a Royal Charter of 1926, and under a constitution, both of which are now under review (in July 2006).The motto of the BBC is Nation shall speak peace unto nation.The mission of the BBC is embedded in the latest revised draft royal charter (July 2006), which describes the BBCs public nature and its objects as:1) The BBC exists to serve the public interest.2) The BBCs main object is the promotion of its public purposes which are:a) Sustaining citizenship and civil society.b) Promoting education and learning.c) Stimulating creativity and cultural excellence.d) Representing the UK, its nations, regions and communities.e) In promoting its other purposes, helping to deliver to the public the benefit of emerging communications technologies and services and, in addition taking a leading role in the switchover to digital television.3)In addition, the BBC may maintain, establish, or acquire subsidiaries through which commercial activities may be undertaken to any extent permitted by a Framework Agreement. (The BBCs general powers enable it to maintain, establish or acquire subsidiaries for purposes sufficiently connected with its Public Purposes.)The BBC promotes its Public Purposes by means of its mission, to inform, educate and entertain, through the provision of output which consists of information, education and entertainment. This is supplied by means of (a) television, radio, and on-line services, (b) similar or related services which make output generally available and which may be in forms or by means of technologies which either have not previously been used by the BBC or which have yet to be developed. The BBC is also allowed to carry out other activities which directly or indirectly promote the Public Purposes, but such activities should be peripheral, subordinate, or ancillary to its main activities (i.e. must be in proportion to them).Finally, the BBC is independent in all matters concerning the content of its output, the times and manner in which it is supplied, and the management if its affairs.(The reader should consider this information in the context of theory on corporate missions described earlier.)Sources:http:/en.wikipedia.org/wiki/BBC sourced June 2006http:/www.bbc.co.uk sourced June 2006)Setting system boundaries.Although the BBC transmits both radio and television programmes, the biggest part of the broadcasting business, in terms of both consumers (listeners and viewers) is in television. This part of the business is expected to expand in the future with the development of satellite and digital broadcasting systems. It was therefore decided to concentrate on television for this exercise, although developing a Balanced Scorecard for radio would be a very similar process. The process of developing a Balanced Scorecard is indicated here by the diagrams that were developed. However, in a real situation, underpinning these diagrams would be group strategy meetings with both internal and external stakeholders to try to gain the consensus necessary for successful implementation. The Systems Map.In developing a Balanced Scorecard for the BBC a systems map was first drawn to present an holistic view of the organisation, the subsystems within it and the lines of influence connecting them. The systems mapping technique is primarily a tool from the SI school of change management. (refer to figure).The Objectives TreeThe objectives tree, very similar to a value tree used in systematic decision making (Goodwin and Wright, 1991), is also a tool which is frequently used in both the SI and OD schools of change management. It cascades the corporate mission down to operational objectives. In its development the quality and financial aspirations of the business are developed within the political and legal constraints imposed upon it. It is obvious that cause-effect relationships which should be embedded in a Balanced Scorecard are beginning to be identified.The Strategy Map.Strategy maps were introduced by Hamel and Prahalad in the Harvard Business Review in the early 1990s, and expanded upon in a subsequent strategy text (Hamel and Prahalad, 1994). The strategy map here is presented in levels reflecting the Balanced Scorecard framework, in effect by re-arranging the objectives tree. The causal relationships are more obvious here, and strategic outcomes at each level are linked to the factors that drive them. Outcome boxes are labelled for reference.The Balanced Scorecard.The strategy map, and the objectives tree before it, enables us to identify attributes to be measured, and the causal relationships between them. The Balanced Scorecard now allows us to develop ides for detailed measures on these attributes. The attribute have been listed in the Balanced Scorecard framework , with a reference for each one linking it to the strategy map. These references are then used within the scorecards to indicate the causal linkages already identified in the strategy map (the driving formulae). Finally a bundle of measures for each attribute are identified as potential performance measures, and either one can be selected or some kind of weighing formula can be applied to calculate a composite value.Question. Evaluate the use of the Balanced Scorecard exercise used on the BBC here, and the value of the diagrams produced in that exercise.Case note: BBC Systems MapResource acquisition systemH.R.ArtisticHardwareTechnicalTalking to customer system.(Market ResearchSpecial unitsFinancing/cost control systemViewing AudienceGovernmentLegal Financial SystemSupport SystemLicence feeIncome GenerationTechnicalMaintenanceNewDevelopments SalesCommercialDomesticNews, current events, events coverage.NewsCurrent Outside EventsEvents (sports)Pre-recorded Programme supplyPurchasedSelf madeOwn SubcontractProductionProductionSchedulingTime allocationProgramme PlanningBBC TVCase Note: BBC Objectives Tree.Good programme identification and bargaining skillsMaintain political neutrality.Satisfy government. (Royal Charter)High license feeTo attract a strong UK AudienceGood sales, commercial and licences.Good programmesGood income for investmentGood/widetechnicalcapabilitiese.g.internetGood staff skills - business, artistic, specialist analysis (e.g. political), etcGood news gathering and reporting skillsGood artistic production skillsGood broadcast partners (satellite)Have wide geographical range Provide good news/current affairs programmesMake good specialised programmesBuying good general programmesGood internal staff developmentLow labour costsGood production schedulingEconomies of scaleGood programme balanceLow production costsTo attract a world audienceTo be a world class public service broadcasting (TV) organisationAttractive to staff (artistic prestige)-Case Note: BBC Strategy MapI4: Good technical skillsF7: High licence feeC2: Other broadcast customer satisfactionL2: Good business/ management skillsInternalBusinessProcessLearning and GrowthL4: Co-operative cultureL7: Good team buildingL6: Good development of staffArtistic, technical, managementL5: Good selection of staffArtistic, technical, managementL3: Good internal communication systemsL1: Good integration of business/ artistic/ technical skillsI9: Good policy for replacement I5: Good equipmentI8: Good fcasting(public taste)I7: Good artistic skillsI1: Effective production schedulingI3: Good project selectionI6: Good programme type balance (variety)I2: Programmes technically goodCustomerFinanceC7: No political biasC5: Good newsC4: Good educationC8: Entertaining programmesC3: Good viewing figuresC6: Satisfy PublicC1: Satisfy GovernmentF6: Spend only on profitable projectsF5: Low costsF4: Good grant/taxF3:Good sales (domestic)F2: Good sales (commercial) F1:Good income for investmentCase Note: BBC Balanced Scorecard.AttributeObjective(Output) Measures(Driving) FormulaRefFinance ScorecardTotal IncomemaximiseDirect measure= F2+F3+F4-F5F1Commercial Broadcast Sales Income maximiseDirect measure(Function of )f(C2,F6)F2Domestic Sales IncomemaximiseDirect measuref(C8,F6)F3Licence IncomemaximiseDirect measuref(F7, F6)F4Low costsminimiseActual measure=labour+consumable materials+equipment (hire and depreciation)+overheads .i.e. from budgetsf(F6,I1)F5Profitable projectsmaximiseStatistical analysis of projects on time and in budget, based on records for each projectf(I3)F6High Licence FeemaximiseDirect valuef(C1)F7Customer ScorecardGovernment SatisfactionmaximiseQualitative opinion of ministers. Number of complaints (and balance between all political parties). As C7f(C3, C4, C5, C7)C1Commercial SatisfactionmaximiseRepeat purchases and pre-production orders.f(C8. C4)C2Viewing FiguresmaximiseDirect measure. Statistical sampling, electronically collected from TVs monitoring of scientific samplef(C6)C3Educational prog. valuemaximiseSurvey of teachers and subject specialists? Focus groups (statistically designed?) Questionnaire surveys. (Viewing figures?)f(!2,!3)C4News Prog. ValuemaximiseViewing figures (quantitative) and survey (qualitative). Awards received? Speed of reporting, accuracy of reporting (number and magnitude of errors reported), % of moving pictures and interviews/talking heads.f(I2,C7)C5Public SatisfactionmaximiseQualitative surveys, focus groups.f(C8)C6Political biasminimiseQualitative opinion of ministers. Number of complaints (and balance between all political parties).noneC7Entertainmt prog. valuemaximiseViewing figures (quantitative), and surveys/focus groups (qualitative)f(I7, I3, !2)C8Internal Business ProcessProduction Schedulingoptimise% of labour /equipment hours inactive. f(!3, !4, L1) I1Technicality of programmes optimisePrizes won for technical aspects, critical reviewsf(I5,I4)I2Quality of Project selectionmaximiseViewing figures, profit profile. (outcomes)f(I6,I8)I3Technical SkillsmaximiseQualifications of staff. Experience.f(L5, L6)I4Quality of EquipmentmaximiseAge. Technical specification.f(!9)I5Programme Balance (variety)optimise% by category. Critical and public view (survey, focus groups)f(L1)I6Artistic skillsMaximiseStaff training (drama schools, etc), previous work and achievements.f(L5, L6)I7Forecasting Accuracy (public taste).maximiseForecast error tracking signals, f(L5, L6, L2)I8Equipment replacement policyoptimiseLife cycle, replacement policy.noneI9Learning and GrowthIntegration of business, artistic, and technical skillsoptimiseNumber of inter-departmental meetings, average % time spent attending.f(L3)L1Business/ management skillsmaximiseQualifications and experience of staff.f(L5, L6)L2Effectiveness of internal communicationsmaximiseStaff opinion , surveys. f(L4)L3Internal co-operationmaximiseStaff opinion , surveys. f(L6)L4Quality of staff selectionmaximiseSelection process and criteria set for selection.noneL5Quality of staff developmentmaximiseAverage staff time, selection of staff for training, advancement of staff after training (an outcome).noneL6Quality of team buildingmaximiseNumber of team meetings. Time spent in team meetings (both to be optimised)noneL7