It can be a career-defining moment at the BBC - when the boss says "We want you to head up a workstream". Hard to say no, and, of course, if you do it well, then you're on the road to becoming a great panjandrum. The difficulty is coming up with the "right" answers - and do you really want to be a panjandrum anyway ? These are the nine Apprentices fingered by Mark "Lord Sugar" Thompson and Caroline "Karren Brady" Thomson, and their nine tasks, which should save £700m in total.
1. What will audiences want from the BBC in a converged, fully digital world ?
Rhodri Talfan Davies, head of strategy and communications at BBC Cymru /Wales. Jesus College, Oxford, then Cardiff School of Journalism, and into the BBC in Newcastle, Manchester and London, rising to Head of Programmes, BBC West. Then the outside world on two pioneering but ultimately forgotten brands, Home Choice and NTL. Now re-born in Wales on salary band £70-100k, and copped all the expenses for the 2009 Christmas Party in Cardiff. Dad Geraint (Jesus College Oxford, then the Western Mail) was Controller, BBC Wales from 1990 to 2000.
2. What should ‘doing fewer things better’ mean in Journalism ?
Bob Shennan, controller of Radio 2. Bob (Corpus Christi, Cambridge, Hereward Radio, Peterborough, then BBC Sport) came back to the BBC after a year with Channel 4 as Director of their doomed radio project, filling the gap at Radio 2 left by Lesley Douglas, and the Ross/Brand affair.
3. What should ‘doing fewer things better’ mean in Television ?
Craig Oliver, controller of English, BBC global news. Joined ITN as a trainee after Cardiff School of Journalism, then came to the BBC in 2006. Now in Peter Horrocks' stable, and watching what happens as Helen Boaden moves into the Byford gap.
4. What should ‘doing fewer things better’ mean in Radio ?
Ceri Thomas, editor of the Today programme since 2006, having first joined the BBC there as a producer from LBC - sojourned with Radio 5 Live news programmes for a while on the way up, running Breakfast with Julian Worricker and Victoria Derbyshire. Useful experience as a market-trader.
5. How can we become a simpler organisation, easier to work and partner with ?
Phil Fearnley, general manager, news and knowledge. "Commercially and operationally minded entrepreneur" (Linkedin). Exeter University and Coopers & Lybrand/Ernst & Young. Then Atomic Tangerine, Smashed Atom, BBC Technology, iRights, Huge Entertainment and back to the BBC with FM&T.
6. We want to attract, retain and inspire brilliant people at the BBC, what should they expect from the BBC and what should it expect from them ?
Cheryl Taylor, controller, comedy commissioning. After flirting with drama and video editing, joined the BBC as a researcher on Comic Relief, then Channel 4 comedy and Hat-Trick, before rejoining Auntie running comedy outside London, before stepping to controller in 2006. Self-confessed fan of toilet humour.
7. How can we continue to spread creative opportunity and investment across the UK but eliminate duplication and wheel-spin ?
Luke Bradley Jones, managing director, bbc.com. From Bloomberg Business Week "Mr. Bradley-Jones is responsible for devising Worldwide's strategy to pursue opportunities around the world and, working alongside management teams from all divisions, to drive BBC Worldwide into new
8. What should the next chapter be in the productivity story at the BBC ?
Adrian Van Klaveren, controller, Radio 5 Live. Keeping in touch on the train ?
9. How can we forge a clearer, more productive relationship between our public service and commercial operations ?
Kim Shillinglaw, commissioning editor, science and natural history. Wadham, Oxford, then Observer Films and into the BBC. "I'm constantly accused of saying what I think too often".
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