The Issues

Collateral Damage

From mergers and rampant reorganization to the downward spiral of cable, the entertainment industry is scrambling to stay relevant, to the detriment of its workforce.

In a world that’s changing at light-speed, at a time when innovation is the new economy, the stakes have never been higher on valuing people and creating a workplace culture that’s prepared to adapt. Conversely, if you have a workforce that does not feel safe, trusted or respected, then innovation won’t work and the “next great idea” simply will not come.  

When it comes to the entertainment industry, change and consolidation is certainly not new. What is new is the behemoth scale of today’s megamergers being driven by technology and streaming video services, causing a ripple effect of fear and uncertainty like we’ve never seen before. As in epic levels of nail-biting fear from executive-level, right through organizations.


The paradox?


If the entertainment industry is going to continue to innovate, drive new products and services and be the engine for driving new economies, putting more of an emphasis on people is crucial.

Starting with an environment that’s more about respect, gratitude and trust, and less about employee flextime, nap space and dry-cleaning. A foundation and philosophy that’s grounded in transparency, less about the window dressing, and more about what’s behind the curtain. And most of all, a workplace where safety is a priority, vulnerability is embraced, and connecting with one another is as important as the bottom line. Those organizations are operating in The Ready Zone.

Shocking Snapshots:

True stories from the field


A senior executive suffering with kidney stones refused to go home because he had a meeting he felt he had to be at. The pressure, he admitted, was exhausting and unrelenting.


A human resources contact relayed that one of her executives had said he’s tired of taking the phone into the bathroom to keep up with responding to emails.


At an executive retreat, a woman shared that on weekends she needs a nanny just so she can answer emails and tend to work.


In discussing the need for boundaries with a senior executive overwhelmed with her workload, she replied, “What’s that?”


Another senior executive declared that inside organizations, there are only “temps” and “owners.” He knows that at any time he could get the call that tells him that he’s done.

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