INTRODUCTION

Mediacorp is Singapore’s largest media broadcaster and they are also one of Southeast Asia’s most well-known names in the industry. They’ve taken over all media channels such as radio, television, print and electronic media while also having a large hand in entertainment and movie productions. Founded in 1963, Mediacorp is owned by a government-affiliated investment company called Temasek Holdings.

BlueScope approached TinkTank to conduct a Business System Analyst Foundation Programme. The programme is aimed at training 30 of their Business Intelligence Analyst and Business System Analyst from the Southeast Asian countries of Vietnam, Thailand, Malaysia and Indonesia.

THE ORGANISATION’S CHALLENGES

In 2015, Mediacorp moved to a new headquarters which is quite a big change for the organisation and its 3,000 staff force. Mediacorp identified many changes their staff would have to deal with such as work stations, work flow, reporting system, transportation and timing of entering or leaving their workplace. In order to increase their employees’ resistance to change and help them ease into this new environment, Mediacorp’s developed taskforces that will aid the rest of their staff through these challenging times.

The Directors of Mediacorp’s Business Units selected a maximum of 30 individuals from their Staff Engagement taskforce that will serve as catalysts to the rest of the organisation’s staff. These individuals will go through a series of training so they can learn necessary skills and champion an effective transition

THE TINKTANK SOLUTION

The Catalysts’ Training was developed with objectives of preparing these 30 individuals to better manage the big change that was about to take place. Before diving into training, participants were asked to carry out a pre-assessment so TinkTank can understand their current change leadership profile. Participants engaged in group activities, sharing of past experience and presentations among other things.The programme lasted for 1 ½ days and adhered Mediacorp’s values of Respect, Teamwork and Drive while highlighting necessities when dealing with change such as:

  • Clear shared vision
  • Pressure for change
  • Capacity for accepting change
  • Actionable first steps
  • Modelling a pathway
  • Reinforcing change

Day 1 Highlights

Upon completion of the training, participants were then invited for a ½ day group consultation 6 weeks after. In this time, they carried out group reviews on their progress and how they’ve applied key learnings into their working experience. Participants also reported on what improvements they have seen, what worked and what did not work as well as what obstacles they had faced. The group of 30 carried out a Force Field Analysis which aided them in tackling the barriers they’ve encountered before wrapping up the consultation with personal reflections.

Day 2 Highlights

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The Catalysts’ Training was developed with objectives of preparing these 30 individuals to better manage the big change that was about to take place. Before diving into training, participants were asked to carry out a pre-assessment so TinkTank can understand their current change leadership profile. Participants engaged in group activities, sharing of past experience and presentations among other things.The programme lasted for 1 ½ days and adhered Mediacorp’s values of Respect, Teamwork and Drive while highlighting necessities when dealing with change such as:

  • Clear shared vision
  • Pressure for change
  • Capacity for accepting change
  • Actionable first steps
  • Modelling a pathway
  • Reinforcing change

Day 1 Highlights

+

Upon completion of the training, participants were then invited for a ½ day group consultation 6 weeks after. In this time, they carried out group reviews on their progress and how they’ve applied key learnings into their working experience. Participants also reported on what improvements they have seen, what worked and what did not work as well as what obstacles they had faced. The group of 30 carried out a Force Field Analysis which aided them in tackling the barriers they’ve encountered before wrapping up the consultation with personal reflections.

Day 2 Highlights

THE OUTCOME

Mediacorp’s catalysts were much able at assessing the nature of change as well as the obstacles and theories associated with it. Their increased awareness of their own role helped them better facilitate the change process throughout the entire organization. Participants also understood that each party reacts to change differently, therefore they have to manage accordingly to keep staff motivated as they go through times of uncertainty. The catalysts also showed an increased resistance to change, thus keeping them clear-headed as they use tools and various practical steps to manage the organization change. They were also better able at developing an action plan so employees can have a comfortable transition and Mediacorp doesn’t suffer losses due to demotivated employees.