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path management through succession planning, job rotation, and the like; and more rigorous performance evaluation and feedback, taking advantage of incentive-based compensation systems. On-the-job training is arguably the most realistic and effective way to develop staff in the media business, but managers at different levels should have explicit coaching and training responsibilities. Appropriate use of carefully selected or tailor-made off-the-job training programmes also needs to be defined.
SHARED VALUES
AND STYLE
3.16 These softer elements of the organization will ultimately be shaped by the Board of
Governors and senior management. However, if they were to describe, say two years from now, "What's important around here," or "How we do things at RTHKC,” the following attributes would be appropriate:
a. Constant search for a distinctive broadcasting role. RTHKC would be
characterised by deep awareness of audience needs, innovative thinking about
the appropriate content and format of programmes, and an active entrepreneurial search for new revenue-generating outlets for public broadcasting (e.g., satellite
or commissioned work).
b. Emphasis on quality, balanced by careful stewardship of resources and
expenditures. While the creativity and quality of output must continue to
receive high priority, the cost side of the equation must receive greater attention, not just in the sense of reducing costs but in the sense of getting maximum value for money (e.g., increasing utilization of assets, finding ways to increase
audience reach at minimal extra cost).
c. A performance-based organisation that nurtures and rewards talent, recognising
the contributions of creative, technical, and administrative staff. RTHKC
should be seen as a motivating yet demanding place to work.
d. A genuine belief in and comfort with commercialisation of RTHKC services, not just in the marketing unit but throughout the TV and Radio divisions.
McKinsey & Company, Inc.
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