CONFIDENTIAL
3.17 With these values and approach underpinning the new structure, systems, and staffing arrangements, RTHKC will be a qualitatively different and unique broadcasting entity.
4.1
4- CAREFULLY PLANNED, CONSISTENT IMPLEMENTATION
Establishing and managing RTHKC will require careful planning and consistent leadership. This section outlines the three building blocks for successful implementation: (1) a comprehensive action plan for the pre-corporatisation period; (2) a focused management agenda for the first one to two years after corporatisation; and (3) demanding yet realistic financial targets for the early years of RTHKC.
COMPREHENSIVE
PRE-CORPORATISATION
ACTION PLAN
4.2 A broad range of decisions and actions need to be taken in order to establish the new RTHKC by end-1991. Approval of the new organisation outlined here, approval of the RTHKC Bill, and decisions on transitional arrangements for RTHK personnel are immediate priorities. Equally critical is the appointment of the provisional Board of Governors as early as first-quarter 1991, given the key role the Board needs to play in selecting RTHKC senior staff and the lengthy recruitment process. The permanent Board should be in place by the second half of the vear
4.3
Two other important initiatives require attention as well. First, RTHK management, with the support of the Steering Committee, should proceed with systems implementation as soon as possible so important applications can be ready for the first financial year after corporatisation. The Steering Committee will need to decide whether to accelerate the systems implementation process (by seeking Government approval to bypass normal regulations and apply additional resources), or to accept the possibility of a later completion target date. In either case, a temporary system will need to be put in place as soon as possible.
4.4
Second, the permissible scope of marketing needs to be defined and reflected in the Bill. Specifically, three issues must be resolved:
McKinsey & Company, Inc.
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