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Flevy Management Insights Case Study
Digital Transformation Strategy for Regional Broadcasting Network


There are countless scenarios that require Organizational Development. Fortune 500 companies typically bring on global consulting firms, like McKinsey, BCG, Bain, Deloitte, and Accenture, or boutique consulting firms specializing in Organizational Development to thoroughly analyze their unique business challenges and competitive situations. These firms provide strategic recommendations based on consulting frameworks, subject matter expertise, benchmark data, best practices, and other tools developed from past client work. Let us analyze the following scenario.

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Consider this scenario: A regional broadcasting network is at a critical juncture in its organizational development, facing a 20% decline in viewership and a corresponding drop in advertising revenue over the last two years.

The network struggles with internal challenges, including outdated technology and content delivery methods, and external pressures such as increasing competition from digital streaming platforms and changing viewer preferences. The primary strategic objective of the organization is to implement a comprehensive digital transformation strategy to reclaim and grow its audience and revenue streams.



This regional broadcasting network is witnessing a significant shift in the media consumption landscape, marked by increased competition and evolving consumer preferences. The network's reliance on traditional broadcast models and technologies has led to a noticeable decline in its market position. The root causes of these issues appear to be the network's slow response to digital transformation trends and an underestimation of the competitive threat posed by streaming services.

External Analysis

The broadcasting industry is undergoing rapid transformation, driven by technological advancements and changing consumer behaviors. The rise of streaming services and digital platforms has fragmented the audience and intensified competition.

  • Internal Rivalry: High, as established networks and new digital entrants compete for viewership and advertising dollars.
  • Supplier Power: Moderate, with content producers gaining leverage due to demand for high-quality, exclusive content.
  • Buyer Power: High, as viewers have more choices than ever before, including free and subscription-based digital platforms.
  • Threat of New Entrants: High, especially from tech companies entering the streaming content market.
  • Threat of Substitutes: High, with digital streaming services, social media, and other digital content platforms providing alternative entertainment options.

Emergent trends in the industry include the shift towards on-demand content consumption, the rise of personalized viewing experiences, and the increasing importance of mobile platforms. These changes have led to several major shifts in industry dynamics:

  • Increased investment in original content to differentiate and attract viewers.
  • Strategic partnerships between traditional networks and technology companies to enhance digital distribution capabilities.
  • Adoption of data analytics and AI to personalize content and advertising, improving viewer engagement and revenue opportunities.

A STEEPLE analysis reveals significant technological, economic, and social factors influencing the industry. Technological advancements are enabling new forms of content delivery and consumption, economic pressures are pushing networks to find new revenue models, and social trends are leading to fragmented audiences with diverse preferences.

Learn more about Consumer Behavior Data Analytics STEEPLE External Analysis

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Internal Assessment

The network has a strong brand and a loyal core audience but is hampered by outdated technology and a content strategy that has not evolved with market demands.

SWOT Analysis

Strengths include a well-established brand and access to a broad content library. Opportunities lie in digital expansion, original content creation, and leveraging data for personalized experiences. Weaknesses are seen in the slow adoption of new technologies and resistance to change within the organization. External threats come from the rapid pace of digital transformation in the industry and the entry of new competitors.

Value Chain Analysis

Analyzing the network's value chain highlights inefficiencies in content distribution and monetization strategies. Improving digital capabilities can streamline operations and open new revenue streams through targeted advertising and subscription models.

Core Competencies Analysis

The network’s core competencies in content production and curation are undiminished, but there is a critical need to develop competencies in digital distribution and audience engagement to remain competitive.

Learn more about Digital Transformation Core Competencies Value Chain

Strategic Initiatives

  • Digital Platform Development: Launch a multi-platform digital service to offer live and on-demand content, aiming to capture the growing segment of digital-first viewers. The value creation comes from expanding the audience base and opening up new advertising and subscription revenue streams. This initiative requires investment in technology infrastructure and digital marketing expertise.
  • Content Strategy Revamp: Focus on developing original, high-quality content that leverages the network’s brand and appeals to both existing and new audiences. This initiative aims to differentiate the network in a crowded market. The source of value creation lies in attracting premium advertisers and increasing viewer engagement. Resources needed include content development teams and partnerships with creators.
  • Organizational Development for Digital Agility: Implement a change management program to foster a culture of innovation and agility within the organization, enabling quicker response to market changes. The intended impact is to enhance the network's ability to adapt and innovate, ensuring long-term sustainability. This will require investment in training, hiring digital talent, and possibly restructuring.

Learn more about Change Management Value Creation

Organizational Development Implementation KPIs

KPIS are crucial throughout the implementation process. They provide quantifiable checkpoints to validate the alignment of operational activities with our strategic goals, ensuring that execution is not just activity-driven, but results-oriented. Further, these KPIs act as early indicators of progress or deviation, enabling agile decision-making and course correction if needed.


You can't control what you can't measure.
     – Tom DeMarco

  • Viewer Engagement Metrics: Track time spent, content preferences, and interaction rates to gauge the success of content and platform strategies.
  • Digital Revenue Growth: Monitor advertising and subscription revenue from digital channels to assess the financial impact of the digital transformation.
  • Employee Engagement Scores: Measure the effectiveness of organizational development initiatives in fostering a digital-first culture.

These KPIs will offer insights into the effectiveness of the strategic initiatives in transforming the network into a more agile, digitally-savvy organization. They will help in adjusting strategies in real-time to meet evolving market and organizational needs.

For more KPIs, take a look at the Flevy KPI Library, one of the most comprehensive databases of KPIs available. Having a centralized library of KPIs saves you significant time and effort in researching and developing metrics, allowing you to focus more on analysis, implementation of strategies, and other more value-added activities.

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Organizational Development Best Practices

To improve the effectiveness of implementation, we can leverage best practice documents in Organizational Development. These resources below were developed by management consulting firms and Organizational Development subject matter experts.

Organizational Development Deliverables

These are a selection of deliverables across all the strategic initiatives.

  • Digital Platform Launch Plan (PPT)
  • Original Content Strategy Report (PPT)
  • Organizational Development Roadmap (PPT)
  • Viewer Engagement Analysis Framework (Excel)
  • Digital Revenue Forecast Model (Excel)

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Digital Platform Development

The team applied the Diffusion of Innovations Theory to guide the launch and adoption of the new multi-platform digital service. Developed by Everett Rogers in 1962, this theory explains how, over time, an idea or product gains momentum and spreads through a specific population or social system. The adoption of this framework was crucial for understanding how digital innovations could be adopted by the network's audience. The team executed the following steps:

  • Segmented the network's audience based on demographics, psychographics, and media consumption habits to identify early adopters.
  • Developed targeted marketing strategies that highlighted the relative advantages, compatibility, simplicity, trialability, and observable results of the new digital platform to each audience segment.
  • Monitored adoption rates and feedback from initial users to make iterative improvements to the platform.

Additionally, the Growth Share Matrix, created by the Boston Consulting Group, was employed to prioritize investments in the digital platform's features and content. This strategic planning tool helped in allocating resources effectively by categorizing platform features and content into four quadrants: Stars, Cash Cows, Question Marks, and Dogs, based on their market growth rate and relative market share. The process involved:

  • Assessing each feature and content type on the platform for its current viewership (market share) and potential for growth.
  • Allocating development resources and marketing efforts accordingly, with a focus on transforming Question Marks into Stars and maintaining the attractiveness of Cash Cows.
  • Deciding on discontinuation or major overhaul for features and content classified as Dogs.

The results from implementing these frameworks were significant. The Diffusion of Innovations Theory helped the network achieve a faster adoption rate among target audience segments, leading to a 30% increase in digital platform sign-ups within the first six months. The Growth Share Matrix enabled the network to efficiently allocate resources towards high-potential features and content, which contributed to a 25% increase in viewer engagement on the platform.

Learn more about Strategic Planning

Content Strategy Revamp

For the content strategy revamp, the team utilized the Jobs to be Done Framework (JTBD). This approach focuses on understanding and innovating based on the consumer's specific job to be done. It was instrumental in developing original content that resonated deeply with the audience's needs and preferences. Following this framework, the team:

  • Conducted in-depth interviews with viewers to uncover the 'jobs' they were 'hiring' content to do, such as entertainment, education, or escapism.
  • Identified underserved and overserved jobs in the current content landscape, guiding the development of differentiated original content.
  • Tested content concepts with target viewer segments to ensure alignment with their jobs to be done, refining offerings based on feedback.

Additionally, the Kano Model was applied to categorize content features based on how they are perceived by viewers and their effect on viewer satisfaction. This model helped distinguish between 'Must-Be' qualities that viewers expect, 'One-Dimensional' qualities that increase satisfaction linearly with their fulfillment, and 'Delighters' that could set the network's content apart. The implementation process included:

  • Evaluating existing and potential content features against the Kano categories through viewer surveys and focus groups.
  • Directing content development efforts towards enhancing 'Must-Be' qualities to meet basic viewer expectations, improving 'One-Dimensional' qualities for competitive differentiation, and introducing 'Delighters' to surprise and captivate the audience.

The implementation of the JTBD Framework and the Kano Model led to the development of a more targeted and compelling content strategy. This resulted in a 40% increase in viewer engagement with original content and a 20% rise in overall network viewership within a year, demonstrating the effectiveness of these strategic frameworks in revitalizing the content strategy.

Organizational Development for Digital Agility

The Organizational Culture Assessment Instrument (OCAI), developed by Cameron and Quinn, was utilized to assess and guide the cultural transformation towards digital agility. This framework provides a systematic way to understand the prevailing organizational culture and envision a future state that supports strategic objectives. The team undertook the following steps:

  • Conducted an organization-wide survey using the OCAI to map the current culture profile and identify discrepancies with the desired digital-first culture.
  • Facilitated workshops with employees at all levels to co-create a vision of the desired culture, incorporating elements that support agility, innovation, and digital transformation.
  • Developed and implemented targeted interventions to shift the culture from its current state towards the desired state, including leadership development, team-building activities, and changes in organizational policies and rewards systems.

In parallel, the Dynamic Capabilities Framework was employed to enhance the organization's ability to integrate, build, and reconfigure internal and external competencies to address rapidly changing environments. This involved:

  • Identifying key digital capabilities needed to compete in the evolving broadcasting landscape.
  • Designing and launching learning and development programs focused on building these capabilities across the organization.
  • Establishing cross-functional teams to lead digital innovation projects, fostering a culture of collaboration and continuous learning.

The combined use of the OCAI and the Dynamic Capabilities Framework successfully accelerated the network's cultural and operational shift towards digital agility. This was evidenced by a 50% improvement in the speed of decision-making and project execution, a 35% increase in employee engagement scores, and the successful launch of several digital initiatives ahead of schedule.

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Key Findings and Results

Here is a summary of the key results of this case study:

  • Achieved a 30% increase in digital platform sign-ups within the first six months post-launch.
  • Realized a 25% increase in viewer engagement on the digital platform due to effective resource allocation towards high-potential features and content.
  • Secured a 40% increase in viewer engagement with original content, driven by a targeted and compelling content strategy.
  • Resulted in a 20% rise in overall network viewership within a year, reversing the previous decline.
  • Accelerated the network's cultural and operational shift towards digital agility, evidenced by a 50% improvement in decision-making and project execution speed.
  • Recorded a 35% increase in employee engagement scores, indicating successful organizational development for digital agility.

The strategic initiatives undertaken by the regional broadcasting network have yielded significant positive outcomes, most notably reversing the viewership decline and positioning the network for future growth. The 20% increase in overall viewership within a year is particularly noteworthy, as it directly addresses the network's primary strategic objective. The successful implementation of digital platform development and content strategy revamp initiatives, evidenced by a 30% increase in digital sign-ups and a 40% increase in engagement with original content, demonstrates the effectiveness of adopting frameworks like the Diffusion of Innovations Theory and the Jobs to be Done Framework. However, the results also highlight areas for improvement. The focus on digital and original content may have overshadowed the potential to enhance traditional broadcast offerings, which still represent a significant portion of the audience. Additionally, while employee engagement scores improved, ongoing efforts are needed to fully embed the digital-first culture across all organizational levels.

Based on these findings, the recommended next steps include a balanced investment in both digital and traditional broadcast channels to cater to a broader audience spectrum. Further, the network should continue to refine its content strategy by leveraging viewer data analytics to better understand and predict viewer preferences. To sustain the momentum in organizational development, it is crucial to establish a continuous learning environment that encourages innovation and agility. Finally, exploring strategic partnerships with technology companies could enhance the network's digital distribution capabilities and offer new revenue streams.

Source: Digital Transformation Strategy for Regional Broadcasting Network, Flevy Management Insights, 2024

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