company created a transition management team that implemented the change and shared the companys vision to employees. The other component to being a media company in the future is having additional advertising platforms beyond just television and the Internet. For this reason, CanWest continues to move towards ownership of content. All in all they continue to move along an evolutionary path, constantly addressing their strengths and weaknesses and looking for areas of improvement. They have embraced change as a necessity to stay ahead of the competition. The IndustryThe Canadian broadcasting industry is thriving and dynamic, according to the latest CRTC publishing of the Broadcasting Policy Monitoring Report. Total media advertising revenues increased by 7.7%, or $530 million, from 1999 to 2000. Daily newspapers garnered 41%, or $217 million, of this increase, followed by magazine and television at 16% and 15% respectively. There were 11 transfers of ownership or control of television broadcasting undertakings from June 11, 1999 to July 31, 2001, resulting in total tangible benefits in excess of $429 million. (Broadcasting Policy Monitoring Report 2001, October 30, 2001)This inordinate amount of exchange in the industry resulted in significant impact on all the stakeholders of these companies involved. This paper will address one company in particular, CanWest Global Communications Corp., and its difficulties merging its regional networks into a national network, CanWest Global Network is managing the changes resulting from the acquisitions it made mainly within the last two years. Company OverviewIzzy Asper is an international media mogul from Manitoba. His family, under his lead, is the driving force behind CanWest Global Communications Corp., one of Canadas biggest and most important diversified media companies. An industry leader at home, CanWest is positioning itself for global success and is currently Canadas only mult...
