expertise, as well as becoming a bigger buyer and producer of programming ensuring more efficient buying power and reduced risk. They have transformed the company and continue to transform the company to be a media company as opposed to a television company and are actively acquiring and starting new cable channels. CanWest is continuing to develop a strong online presence. And most importantly, they made a significant effort to become a major owner of content rather than renter of content. CanWest is trying to prepare for the digital age by being as much of an owner of communication as of content - and that includes both station-created news and information programming as well as the entertainment division. The entertainment division is doing as many series and movies of the week and movie distribution deals as possible to get ready to have that accumulation of programming and content as the digital pipeline arrives. So that is the thrust or emphasis of the company.Right now the company is about 85% advertising - and that is too high, in CanWests view. They want to be somewhere around the 50% mark for advertising; the other three components would provide the other 50%, probably content being the next highest, but product sales and subscription revenues also being a major component. Likely, about 25% would be content-based revenue, the sale or programs, the sale of rights associated with programs (Calgary Chamber of Commerce).CanWest is a generative learning organization because they lead. They acquire other companies to become more competitive. Because they are leaders and not followers, they are a generative learning organisation, which fits within the mold of CanWests organizational strategy. Leonard Asper recently stated, "CEOs are paid to look ten or even twenty years into the future, and they are paid to return profits to shareholders over the longterm....." (Notes For An Address To The Canadian Club of Toronto Toronto).I...
