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I've discussed about the issue about the amalgamation of content director roles for a particular "branded" network and how the new content director still has to pay attention to individual demographic and marketplace. I gave the example of variations in ratings for "branded" network content on DAB+.
Despite Nova's success, advertising revenue is down and staff are let go as a result of consolidation and restructuring.
It begs the question: assuming that the restructured roles don't cause overwork, stress and associated medical issues, why weren't these 'restructured roles' designed in the first place so as not needing to let go staff? To put it another way, when designing a workplace, why not run the business enterprise like a "tight ship" in the first place so as to avoid the troughs in the business?
From
Anthony of really hip Belfield