Work out what the new priorities mean for your job, and plan your next 90 days around them. Private to you, whatever your role and whatever your grade.
A new Director-General. A new Director of News. Three clear priorities, and real uncertainty about what they mean on Monday morning. This is a private place to work that out, plan your next 90 days around it, and practise the conversations that make it happen.
Understand the strategy, plan your next 90 days, rehearse the conversations that make it happen, and lead your people through it. Start anywhere.
A short explainer before you start.
What the new leadership has said, and what it asks of you
Infinite choice.Scarce trust.
Speaking at the Royal Television Society, the new Director-General described a moment “not of change, but of jeopardy for everything we do. And we have to rise together to meet the challenge.”
Weeks later, Rachel Jupp arrived as Director of BBC News with three priorities, and a test for all of them: judge success on outcomes, not just activity. Together they are the clearest account yet of where BBC News is heading. The four rooms of this coach exist to turn that into something you can act on.
people turn to the BBC for news every week
The Director-Generalof them in countries with low journalistic freedom
The Director-Generalchildren watch Newsround each week in term time
The Director-Generallanguages BBC News reports in around the world
The Director of NewsFrom her first message to staff: I know people want a clear sense of direction about the future of BBC News. My priorities will be
these three. Each card shows where the Director-General points the same way, and the question it leaves you with.
“Original reporting, sharp analysis and more investigations, all delivered to the highest editorial standards.”
There's a huge opportunity for us to renew our news mission.
The question for youIf quality were the only test, what would you do more of, and what would you stop?
“Embracing new platforms, formats and ways of telling our stories… for whatever platforms our audiences are on.”
News is a disinfectant of misinformation. We should be where people are getting their news.
The question for youWho is not finding your work, and where are they instead?
“Using technology and innovation to work more efficiently and live within our means.”
We definitely have to be more agile.
The question for youWhat could you stop doing that nobody would miss?
Judge our success on outcomes, not just activity.
It is the test the 90 Day Planning Room holds every plan to. Not what you will attend, explore or look into. What will exist at day 90 that does not exist now.
Pick one and take it into the Strategy Room. The coach will tell you what it plausibly asks of someone in your job, and what it does not.
Honest planning starts with what is not known. These are the big open questions.
The coach will not guess at any of these. It will help you plan for what you can influence.
Sources: Rachel Jupp's first message to BBC News staff, October 2026, and Matt Brittin's on-stage interview at the RTS London Convention, September 2026. The Director-General's words are lightly edited from the session transcript for readability. The coach works from these public statements and published BBC material, not from the internal BBC News plan.
You can go straight to any of them, but the planning works far better once you have talked the strategy through first.
The coaching is built on the World Class Manager method and the real experience of managers around the world. The strategy is grounded in what the new leadership has actually said.
The honest version. Bring your job, whatever it is, and work out where it sits in what BBC News is trying to do. Push back if you think a priority is nonsense. The coach will engage with the argument rather than defend the organisation.
A year is too long to plan and a week is too short to change anything, so this works in 90 day cycles. The coach leads, pushes you from vague to specific, holds every priority to an outcome, and makes you say what you will stop doing to make room.
It takes about ten minutes. You can stop at any point and still send yourself the plan.
Most plans die in a conversation that did not go well. Making the case for an investigation, pitching a new format, telling a team something hard, asking another division for help. Describe who you need to talk to and the coach becomes them, properly, including the awkward bits.
Choose one and the coach plays the other person. They stay in character until you step out.
A team anxious about the savings. A strand to close. Work that has slipped. A team that has gone quiet. People who are tired of change being asked to test new ideas. Whether you lead thirty people or are about to manage your first, this is the room for it, coached on the World Class Manager method.