ABS-CBN's Change Agent

I want to share with you an interesting article that I've read from the Inquirer.net Blogs. It touches on change management and organizational development - two of the most sought-after topics by executives nowadays.

The article revolves on the exploits of Maria Ressa as head of news and current affairs of ABS-CBN Broadcasting Corporation. She is the tomboyish, but eloquent immediate superior of Ces Drilon. If you watched Channel-2's documentary program last Sunday evening titled Kidnap, she's the one who's wearing a pair of round eyeglasses, who lead the ABS-CBN's negotiating team in talking with the Abu Sayyah kidnappers of Drilon, et al.

Going back to the topic, Ressa catalyzed change in the broadcasting firm upon joining the company in 2005. Way back then, ABS-CBN's news programs were overtaken by those of GMA in the ratings game.

The organizational streamlining that she launched when she came on board had spared no one. There were no sacred cows, indeed, as it affected even veteran journalists and vice-presidents of the prestigious firm. That only shows Ressa's tough character as a manager and unbiased leadership. she's fair and square in dealing with people that no one is indispensable under her wings.

She became the most unpopular, even hated, person in the organization due to her undertakings. But her actions paved the way for the company to regain its composure and get back on track once again. For that, she slowly gained the trust and confidence, not just by her bosses, but by the organization as a whole.

Ressa revealed the steps she took in bringing change to ABS-CBN were some fundamental but important pointers she learned from Harvard Review. The eight steps can actually be applicable to any organization, as well, she added.

Indeed, I find them very useful. So, I decided to post them here in my blogs for your quick reference:

1. Establish a sense of urgency, since people will be more willing to change if they understand the need for it.
2. Form a guiding powerful organization. You’ll need trustworthy and reliable lieutenants to ensure the job is done.
3. Create a vision because you can’t lead if you don’t know where you’re headed.
4. Communicate the vision to all members of your organization.
5. Empower others to create the vision and, as much as possible, get rid of hierarchies and titles.
6. Plan for and create short-term wins. Celebrate wins with the members of the organization.
7. Consolidate improvements. Produce still more change.
8. Institutionalize the new approaches. Articulate connections between new individual behavior and the corporate results it brings. Also, start creating a succession plan.

As a parting shot, catalyzing change in the work place is an arduous task, and only effective and capable leaders, like Ressa, can handle such a big challenge very well.

*Source: http://www.blogs.inquirer.net