Managing Change in Media Production

In the media industry change comes around when there is a major change in an industry standard (Ji, 2018, p. 894) or the arrival of a more effective workflow, or the impact of the COVID pandemic on media production. This article addresses the need and ways of implementing change in the media organisation.

Hurdles to change in Media Production

Due to the mission critical nature of production, production crews are resistant to change because of the unwillingness to give up tried and true methods, as their livelihood depended on it. This can be seen during the transition from tape to tapeless video cameras. Cameramen from established companies like ESPN resisted changing to the newer cameras that were lying around for years for fear of this new and presumed “unreliable” technology. Other examples include the continual use of obsolete and unsupported software (FCP7) for four to five years before changing to more current video editing software. Thus it is important for the organisation and manager to identify and champion the change initiative, to keep the organisation competitive.

Role of Leadership in Change Management

Lewin’s 3 step model tells of the importance of the role of manager/leader in influencing change in an organisation as a catalyst in “Unfreezing, moving and refreezing” (Bakari et al., 2017, p. 162). Though Lewin’s model was developed back in 1947 and appears dated, it is supported by more recent research. According to Battina and his team (Battilana et al., 2010, p.422), the manager’s effectiveness in task and people oriented behaviour is vital in communicating, mobilising and evaluating change management, which complements Lewin’s theory. Without this role, change will not succeed.

However, due to the technology driven nature of the media industry, it is essential for a manager in the media industry to have the right technical expertise to implement change in the first place. Backing the wrong technology or workflow might prove to be detrimental to the entire operation. Due diligence has to be done before changes can be planned and implemented. Which brings us to the next model.

Understanding the elements of change with McKinsey 7-S Model

The McKinsey 7-S model (Christy & Mullins, 2010, p. 778) gives a good theoretical framework to understand the elements in the organisation necessary for change. Understanding the reporting structure and systems (hard skills) as applying the right strategy with keen knowledge of the staff, skills and styles, to achieve the shared vision/value. Knowing how the change would affect the elements is key to successful change. Yet that is not enough. We need the systematic approach of the next model.

Media Industry Change Management using Kotter’s 8 Step Change Model

After considering the 7-S model, we can then apply Kotter’s 8 step change model (Haas et al., 2020, p. 65). An application of this can be re-enacted in the industry example below: -

A manager from GlobeCast saw the pressing need to transition from a dated editing system (FCP7) to a more current system (Adobe Premiere) [Step 1: Creating urgency]. To successfully implement the change, the manager sought the advice of an experienced editor familiar with the current workflow (systems) as well as an in depth knowledge of both software to chart out the best way for the migration to happen [Step 2: powerful guiding coalition]. A migration plan was set in place (structure) [Step 3: vision]. The team of editors (staff) were consulted on the eventual migration [Step4: Communicate] (shared vision) and sent in batches for training in the new software (skills) [Step 5: Empower to act]. A period of 3 months was set as the transitioning period where editors could use either software to get the job done (styles), while experienced editors would help guide junior editors during the transition [Step 6: Short term wins]. When the final kinks in the new workflow were ironed out [Step 7: Consolidate improvements], it was set as the new SOP [Step 8: Institutionalise] (structure).

The project was not without minor hiccups, but with a functional plan in place, it was considered fairly successful.

Recommendations

In addition to Kotter’s 8 step model, when implementing change in the media industry, a manager should take note of the following: -

1. Assess if the need for change is real (sometimes the new standard has not been firmly established or does the organisation need it).

2. Start with an end goal in mind.

3. Think of the direct or indirect impact it will have to other departments or stakeholders.

4. Develop a realistic plan for implementing change (in stages if necessary).

5. Develop a timeline.

6. Plan for contingencies

7. Establish New SOP

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References

Bakari, H., Hunjra, A., & Niazi, G. (2017, Mar 15). How Does Authentic Leadership Influence Planned Organizational Change? The Role of Employees’ Perceptions: Integration of Theory of Planned Behavior and Lewin’s Three Step Model. Journal of Change Management, 17(2), 155-187. https://doi.org/10.1080/14697017.2017.1299370

Battilana, J., Gilmartin, M., Sengul, M., Panche, A.-C., & Alexander, J. (2010). Leadership competencies for implementing planned organizational change. The Leadership Quarterly, 21(3), 422-438. doi:10. 1016/j.leaqua.2010.03.007

Christy, G., & Mullins, L. J. (2010). Management and Organisational Behaviour. Financial Times Prentice Hall.

Haas, M., Munzer, B., Santen, S., Hopson, L., Haas, N., Overbeek, D., Peterson, W., Cranford, J., & Huang, R. (2020, Jan 21). #DidacticsRevolution: Applying Kotter’s 8-Step Change Management Model to Residency Didactics. The western journal of emergency medicine, 21(1), 65-70. DOI: 10.5811/westjem.2019.11.44510

Ji, S. W. (2018, December 10). The Internet and Changes in the Media Industry: A 5-Year Cross-National Examination of Media Industries for 51 Countries. Journalism & Mass Communication Quarterly, 96(3), 894-918. https://doi.org/10.1177/1077699018807914