Important organisational changes are needed to make this new vision a reality. The balance of this report sets out the four main organisational initiatives required:
1 - More focused strategic mission
2 Divisional, streamlined organisational structure
3
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Supporting organisational changes, including fewer, more skilled staff;
4
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systematic planning and cost control; and shared values and style of RTHKC
Carefully planned, consistent implementation.
1- MORE FOCUSED STRATEGIC MISSION
1.1 As indicated, corporatisation will enable RTHKC to shape its own priorities and modus operandi for the 1990s and beyond. At the same time, however, the newly corporatised entity will face increasing pressures in the form of financial constraints and heightened competition. To excel in this changing environment, RTHKC will pursue a focused strategic mission that calls for producing quality, innovative TV programmes, managing a multi-channel radio service distinctively, and operating in a businesslike
manner.
CORPORATISATION OFFERS
UNIQUE OPPORTUNITY
2
1.2
Overall, corporatisation will free RTHKC from many of the constraints imposed by being part of the larger Government machinery. As an independent corporation, RTHKC
will have greater flexibility in managing its human and financial resources. Recruiting, development, compensation, evaluation, and separation of personnel will be handled more effectively, as will purchasing, work practices, development of information systems, and other support functions. Importantly, as line-item budgeting will be replaced by a lump- sum allocation from Government, management will have flexibility to direct resources to
the most productive programmes and activities. In this environment, senior management and the Board of Governors can expect to develop a responsive, agile organisation that performs to high standards.
McKinsey & Company, Inc.