We need a BBC ready for digital, for 360 degree multi-platform content creation. Which brings different kinds of creativity together – in technology as well as content – to deliver what we need in this converging world.
Everything begins with audiences. They own the BBC and they should inform everything we do.
We deliver content to those audiences in return for the licence-fee and that content-creation is itself supported by technology and the development of new ways of reaching the public with new services and new devices.
Finally all this activity needs to be supported by brilliant central and commercial services.
So here's our new model for the BBC. In the middle, MC&A.
Around it three new cross-media content groups: Journalism, Audio & Music and BBC Vision.
Next a division with a new name and a significantly different mission: Future Media & Technology [FM&T].
And around that whole cluster, three specialist pan-BBC divisions – Operations, BBC People, BBC Finance – and Worldwide and Resources.
MC&A give us our audience insights and those insights need to be at the start of the creative conversation – informing our thinking and choices – and our output.
So I see MC&A as a creative division, shaping, building and driving our future relationship with all our different audiences.
I want Tim Davie and his team to work more closely with all the content areas, the Creative Director and the division that we are now calling Future Media & Technology.
Let's turn to Audio & Music.
The aim of this group is to deliver not just network radio, but audio content for all platforms from on-demand in the home to podcasts and mobile phones and also to lead the music strategy for the whole of the BBC.
Again, we're trying to build on the success that Jenny Abramsky and her team have already had in developing brilliant new services like Radio Player and the digital radio networks while guiding the BBC's very first service to new peaks of performance and excellence.
And remember that, although we all feel intense loyalty to our immediate team, we're all also part of a bigger team. Part of One BBC.
Now if this doesn't sound like your kind of place, then it's time for you to decide if the BBC is right for you.
People – and I include senior managers and leaders in this - people who ignore the BBC Values and who would rather fight old battles or just sit on their hands won't prosper anymore.
They won't get bonuses, they won't get promoted, and if they won't or can't change their ways, we'll ask them to go. Life's too short and the challenges we face are too big for all of that.
But if Creative Future intrigued and inspired you, if you want to play your part in making it a reality, if you want to help build a friendlier, more collaborative, more creative BBC, then the opportunities both for personal development and for collective achievement are better than they've ever been.
The future will be bumpy – of course it will. There will be moments of uncertainty for all of us. Creating the new BBC will require a lot of effort from everyone. But it's worth it: when we work together, we're unstoppable.