"The BBC’s desperate attempt to lead the new media revolution has been fraught with controversy, delays and huge costs. How did it all go wrong?" writes Bobbie Johnson in a recent Media Guardian cover story (Situation critical Media Guardian, May 14, 2007). [See the article with comments on his own Weblog.]
Johnson is right to flag up the BBC's delays in developing and launching the iPlayer. But rather than reflecting badly on the BBC, with its myriad stakeholders in government and beyond, we might note that compared to the rest of the UK media industry the Corporation has demonstrated the will to innovate and to lead in new media. That concepts such as the iPlayer are more quickly, if quirkily, cloned by others broadcasters demonstrates the value of setting the bar high.
Another under-appreciated characteristic of the BBC is the enthusiasm of its new media staff. At events I have programmed over the last decade they have been among the most enthusiastic about learning and debating, and presenting their own work to their peers. This kind of spirit is invaluable in any organisation, and their evangelism has benefited the new media sector more generally.
The BBC has also played another role in facilitating development beyond its own people. A project in which I was involved, the Innovation Labs, has allowed independent design and technology companies to spend time on media-related research and development. The goals are the BBC's, but there are benefits for all parties involved -- including license fee payers.
Published as a letter in Media Guardian, May 21, 2007 under the heading Enthusiasm at the BBC [free sub may be required required]. On the same page Emily Bell took up the cudgels again with a piece entitled BBC new media innovation stops at the website door (Media Guardian, May 21, 2007).
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