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The BBC
'Thorough and engaging ... you can't understand England without understanding the BBC' New York Times 'Fascinating and informative' Daily Telegraph 'A dramatic tale of innovation and determination' Guardian In 1922, a tiny group of men and women came together to found the BBC, using what had been a weapon of war - Marconi's wireless - to remake culture for the good of humanity. Twenty years later, when George Orwell famously quit the Corporation, he decided he was done 'doing work that produces no result'. Yet the BBC is now one of Britain's most beloved institutions. Stars once fainted at the microphone; now a select few spend their Saturdays waltzing for the nation's entertainment in front of studio cameras. From Daleks to Desert Island Discs, the BBC has blazed a trail for British entertainment. Yet it has also always been at the forefront of global change, both breaking and covering the most important stories of the century on Panorama and BBC News. This is a stirring and monumental history of the British cultural stalwart which created modern broadcasting one hundred years ago.
BBC Commercial Operations
Author: Great Britain: Parliament: House of Commons: Culture, Media and Sport Committee
language: en
Publisher: The Stationery Office
Release Date: 2009
This report investigates: the governance of the BBC's commercial arm, BBC Worldwide; the activities of BBC Worldwide, including programme sales, production, magazines and websites; BBC Worldwide's acquisition of Lonely Planet; and the possible partnership between BBC Worldwide and Channel 4. There are major benefits from the BBC undertaking commercial activities: the profits generated by the exploitation of the BBC's intellectual property can be reinvested in the BBC's public services, to the benefit of licence fee payers. But the manner in which some of the BBC's commercial revenue is generated, and the governance arrangements within which the BBC Worldwide operates, causes increasing concern. Worldwide has proved successful in recent years in exploiting new commercial opportunities, made possible by a loosening of the rules that govern the limits to its operations. However, there a balance to be drawn between Worldwide generating a return for the BBC, and limiting Worldwide's operations in order to ensure it upholds the BBC's reputation and does not damage its commercial competitors. Worldwide's minority stakes in overseas production companies, its controversial acquisition of Lonely Planet, and its growing portfolio of magazines, suggest that the balance has been tipped too far in favour of Worldwide's unrestricted expansion, jeopardising the reputation of the BBC and having an adverse impact on its commercial competitors. It is in the interests of the UK's creative economy as a whole that BBC Worldwide's activities are reined back. The BBC Trust should reinstate the rule that all BBC commercial activity must have a clear link with core BBC programming.
The BBC's management of risk
Author: Great Britain: Parliament: House of Commons: Committee of Public Accounts
language: en
Publisher: The Stationery Office
Release Date: 2007-12-06
This Committee of Public Accounts report on "The BBC's management of risk", sets out a number of recommendations on dealing with risk, and what the BBC's Executive Board should implement. Risk comes in different forms, from the risk of damaging the Corporation's reputation as a public service broadcaster to personal risk staff can experience when reporting from dangerous parts of the world. This report follows on from a National Audit Office report of the same title, and is available from the NAO website: http://www.bbcgovernorsarchive.co.uk/docs/reviews/nao_riskmanagement.pdf. Among the recommendations are: that BBC guidance needs a clearer delineation of responsibilities for risk management; that the main themes of risk management are not aligned with corporate objectives; that the BBC should update its assessments of the risks of working in hostile environments, as the abduction of journalist Alan Johnson showed; by failing to comply with its own Broadcasting Code, the BBC was fined by Ofcom over the a live phone-in competition on Blue Peter, and illustrates that some programme makers are ignoring the BBC's own editorial guidelines, exposing the corporation to reputational risk; the BBC has not related its risk to corporate objectives or assigned all risks to named owners; that BBC managers at all levels are not sufficiently engaged in the management of risk; there is still no fully satisfactory regime under which the BBC is accountable to Parliament for the value for money with which it spends licence fee payers money.