I'm Mad as Hell

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and I can't do a thing about it

The more things change…

It never ceases to amaze me how big corporations can be so oblivious to what is happening on the streets just outside their fancy headquarters. We’ve all been disgusted by the big U.S. banks taking billions or trillions of dollars in bailouts and then turning around and handing out million dollar bonuses to their executives and top performers.

We are gob struck by hospitals in Canada who take all of their top doctors to meetings in Florida or Las Vegas rather than using the fancy boardrooms they have had built and furnished in their facilities.

All we can say is: what were they thinking?

So why are we surprised to learn that the CBC is sending twice as many people to a TV and media festival in Banff than any other Canadian network? That’s the way the CBC works. Some will go as a form of bonus or reward. Others will go to raise the CBC flag. A few will even go to Banff to do some valuable work. Heck, at the CBC they probably think they are saving money because they are likely sending fewer people than they sent in the past. While the profligacy boggles our minds, the CBC brass will be truly surprised by the mild uproar. It’s how they have always done their business. What’s new?

For years I traveled to conferences, markets and conventions all over the world. A few when I was with CTV, a few more at CBC, and regularly when I helped run a private company that produced television programs. Several things became obvious to me on my travels: first of course, was that CBC always had the largest contingent of any of the Canadian broadcasters or producers, most of whom were there for reasons that I, as a participant, could not fathom.

Further, except for a tiny group of people who were there to look for programs to buy or sell, it was a complete boondoggle. Most of the participants go to the conventions to see old friends, have fancy lunches and dinners with the same people they see at every convention, and to party…I know people, including CBC types, who never showed up at any of the serious convention events, in fact they were probably sleeping off last night’s party so they could be fresh for tonight’s party.

In truth, because the broadcast people already know most of the other participants, it would be far cheaper and way more effective to telephone the people they are meeting with or to travel to their offices, whether they are in New York, London or Paris. They would not have to pay huge entrance fees. They would not have to compete with hundreds of others for face time. Most important, they could do all their business in one quick meeting and then head home.

The problem with these organizations, like CBC, the big banks, hospitals, is that they have developed a culture that took years and years to grow and it is almost impossible for them to see beyond the way they have always done their business. You can see it in Richard Stursberg’s book, Tower of Babble. Here’s a guy who claims to have had massive money problems. He says he begged the CBC Board of Directors to allow him to create new sources of revenue to combat millions and millions of dollars in shortfalls. Yet, here’s King Richard, crowing about the results of studies that he personally ordered. He names at least three studies he called for. Each one probably cost over a million dollars. In all my years at Global and CTV I do not remember even one study bought and paid for by the broadcaster. That’s what they paid their execs to do: make decisions based on experience and intelligence. Yet to Stursberg it is normal. He sees it as part of his job. He never once puts two-and-two together to come up with the possibility of saving money for programming by shutting down the useless studies he is commissioning. To be fair, the CBC has been doing studies since long before Stursberg showed up. When I was at CBC local news we received the results of a study that said the viewers wanted more international news. There was another study that said The National should be moved to seven p.m. Yet another study told us that our viewers were slightly older than those of CTV, Global and CityTV. All of this was “cover-your-ass” information. It meant CBC bosses could say decisions were not based on their ideas, a study said they should do what they did. At CBC some expenses are never questioned.

I use the idea of studies as just one example. I could talk about the fact that although it is true that CBC programming dollars have been cut to the bone and production staffs are below the minimum needed to do the work in many cases, CBC management is still bloated. There are too many bosses for too few employees. I know of one unit at CBC news that has one producer and three bosses. I know the CBC documentary unit has over a dozen people to buy docs from independent and foreign producers, when it is a job for a maximum of three people at most broadcasters in the world. But hey, this is the way the CBC has always done its business.

The way for the CBC to survive the future cuts has little to do with the measures being taken today and much to do with a complete change in the culture and the way of doing business. I see no signs of this happening. I hope I am wrong. If you know of examples of changes in the culture that could save the CBC please share them. I for one would be ecstatic to hear about them.

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5 Responses

  1. Barry Kiefl says:

    Did you know CBC is flogging research/surveys? They will spend $4-500k on a survey and then sell it for $25k. There will be more on my blog about this soon.

    Note too that the 14 CBC attending would not include Radio Canada, CBC Head Office and other parts of the empire.

  2. David Schatzky says:

    I don’t know how much has changed. In the 80’s, when Denis Harvey was VP, I confronted him about CBC’s spending priorities, and complained that local programming didn’t have enough money to do its job. I mentioned some senior management expenditure that seemed a complete waste of money, and he shot back: “Oh, that’s not worth worrying about, we’re a billion-dollar corporation”.

    • hlbtoo says:

      Hi David, it’s been a long time. I loved Denis Harvey because of his commitment to journalism, but I don’t think he got the message of the first round of budget cuts that occurred just before he took over. As well, he did not understand the value of local news. That being said, wouldn’t he look great now in his old job as VP of English TV…just saying.

  3. Dave says:

    My daughter, has run into the same problem – she is leaning towards a smaller riskier startup company because of what she describes as an ossified culture at the CBC. Not all CBC staffers are like that but enough are and those that aren’t are looking for fresh opportunities in the private sector. Further entrenching the remainder.

    The hardest thing to do is to change the culture of a corporation – I am not certain that CBC can be saved.

    • hlbtoo says:

      Hi Dave…I’m afraid, and you already indicate this, your daughter is not alone. It’s sad really, but I tend to agree with you. It’s time to kill the CBC and start over. The only problem with that idea is that the Harper government would not start over so we will lose an important cultural institution. That leaves the majority of Canadians, according to the latest polls, between a rock (CBC management) and a hard place (the Harper Government).

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