1. CONFIDENTIAL Delivering Creative Future 19th July 2006

2. CONFIDENTIAL Our aim This is about making the BBC the most creative organisation in the world, delivering content that our audiences will simply love

3. CONFIDENTIAL Redesigning the BBC – Current structure

4. CONFIDENTIAL What we need to be

5. CONFIDENTIAL The way we’ll work

6. CONFIDENTIAL Marketing, Communications & Audiences Audience insights need to be at the start of the creative conversation MC&A is refocused as a creative division to help shape, build and drive our future relationship with audiences Relationships with content areas and with Future Media & Technology are critical

7. CONFIDENTIAL Future Media & Technology A pathfinder to the future for the BBC “New media” content becomes “present media” – it belongs in the content groups alongside linear TV and radio FM&T focuses on search and navigation, on-demand and mobile gateways, the next version of our web offer, web hosting, metadata Technologists and technology spend are centralised in FM&T – working effectively with content groups Information & Archives joins FM&T

8. CONFIDENTIAL Journalism All the BBC’s Journalism gathered together in a single group led by Mark Byford Sport joins BBC News, Nations & Regions and Global News – and Roger Mosey joins the Journalism Board The group has a multimedia mission to deliver across all platforms Talent and ideas move around the group, with more opportunities for career development

9. CONFIDENTIAL Audio & Music Delivering audio content for all platforms, linear, on-demand, and mobile Leading music strategy for the whole BBC, across radio, television and new platforms Responsible for Music Interactive and on-demand across the BBC Radio network brings together radio strategy across the BBC Radio Drama, TV Music Entertainment and TV Music Commissioning join the group

10. CONFIDENTIAL BBC Vision

11. CONFIDENTIAL Structure in BBC Vision

12. CONFIDENTIAL BBC Vision will allow us to shift to a 360 degree content world Lack of clarity in cross platform responsibility Non-linear commissioning diffused across the BBC Technology standards for non-linear fragmented and unclear Business affairs & rights management separate for linear & non-linear Genre commissioners clearly have 360 degree cross platform responsibility, complementing 360 degree production Non-linear commissioning within Vision group with same accountability Technology standards to be unified under Future Media & Technology Business affairs & rights management united in a single cross-media group TodayNew Structure

13. CONFIDENTIAL BBC Vision will also deliver: Clear accountability for genre leadership – and for leading strategy development A strategy development process which includes key creative leaders – in-house and independent – as well as commissioners and channel controllers Once strategy is clear, funding for the 50% of content in the in-house guarantee will go straight to production Network production aligned with the rest of the production base Effective talent management across the group and around the production base

14. CONFIDENTIAL WoCC Commitments will be maintained Delivery of commissioning meritocracy Creation of distinct, separate network centre Biennial review of the WoCC by BBC Trust Separation of commissioning and production There are no changes to the commissioning system for the WoCC The network centre will remain physically and structurally separated from Production No change Resolution moves from DG to Director, BBC Vision, but within the Vision Group these will remain entirely separate divisions

15. CONFIDENTIAL Other Areas John Smith will focus exclusively on BBC Worldwide and BBC Resources Caroline Thomson will become Chief Operating Officer, heading Operations which will include BBC Workplace (Property) and Business Continuity, alongside Strategy, Policy, Legal and Distribution BBC Finance takes on Procurement – and continues to focus on Future Finance Steve Kelly, will ensure that BBC People is right at the heart of our delivering our transformation plans

16. CONFIDENTIAL Organisational Changes - Timeline

17. CONFIDENTIAL There is no perfect structure Structure is not the only answer to excellent organisational performance - we also need strong leadership, a positive culture and motivated people The BBC values we already have are integral to making this a success – we just need to start living them How we work

18. CONFIDENTIAL Our aim To be the most creative organisation in the world, delivering content that our audiences will simply love