Solution

To ensure Media Square’s success, Prosci and RTBF partnered to build a structured, sustainable transformation model. We achieved that by: 

• Launching an impact analysis covering 15 strategic projects and 500+ employee groups to assess how change would affect teams, timing, and workloads. 
• Training over 70 internal Change Managers and establishing a Change Management Office to coordinate transformation efforts across departments. 
• Establishing a structured governance model linking Operations, HR, and Change Managers to validate impacts and guide corrective actions. 
• Adjusting workloads and training schedules around operational peaks, including the 2024 elections and Olympic Games, to prevent employee saturation. 
• Building and facilitating a vibrant Change Manager community to strengthen adoption and peer learning. 
• Developing a Power BI-based tool to simplify and automate impact tracking, reducing the administrative burden on managers. 
• Embedding sustainable internal capability by coaching executives, training managers, and ensuring change management became a core discipline across all major projects. 

Christine Thiran, Head of Human Resources said “It’s clear that if we don’t support people, if we don’t have change management reflexes, it simply won’t work. That’s why we chose the Prosci Methodology.”  

Putting People at the Centre

Our approach focused on how transformations impact people, not just systems. Instead of analysing projects one by one, we helped RTBF look across employee groups to understand where impacts overlapped, where risks of saturation were highest, and which teams needed targeted support. This approach resulted in smoother adoption, reduced disruption, and greater alignment across Media Square initiatives. 

Christine Thiran reflected, “We identified 15 major projects with significant human impact. Employees asked, “What's the meaning of it all?” So, we worked on building a story that ties everything together and gives sense to these projects to keep people engaged. It's about making change factual, speaking the business language, and working directly with the business on project rollout.” 

In a 24/7 production environment, even minor disruptions can incur high costs. Prosci helped RTBF prevent teams from being overloaded through saturation analysis, phased deployment, and targeted coaching. 

As Stéphanie Houet, Head of the Change Management Office explained, "Impact analysis is a key building block that lets us measure how much all these enterprise projects affect every employee group. That's why we decided to develop our own tool, based on the Prosci methodology, customised to our context, and automated as much as possible." These measures enabled RTBF to maintain operational performance during major transformation peaks while continuing to advance Media Square. 

The Results

By making change management a core discipline across all departments and projects, Prosci helped RTBF turn a complex transformation into measurable business value. The partnership protected a significant, long-term investment, safeguarded operational continuity in a 24/7 media environment, and positioned RTBF as a digital-first broadcaster ready for the future. With Prosci’s long-term support, RTBF has strengthened its “change muscle” and built a mature, resilient internal change capability, paving the way to manage future transformations with confidence.

Business Outcomes Achieved: 

• Financial protection: Ensured adoption of new tools, workflows, and purpose-built spaces—maximising ROI on a €230M transformation programme. 
• Operational efficiency: New automation reduced TV news production teams from 24 to 8 people per programme, with freed capacity redirected to expanded cross-platform content creation. 
• Continuity under pressure: Maintained uninterrupted 24/7 broadcasting through major events, despite the transformation workload. 
• Organisational resilience: Equipped 70+ Change Managers and leaders with the skills and structures to drive future transformations. 
• Strategic advantage: Positioned RTBF to lead in digital-first, cross-platform media production. 

Looking Ahead

Media Square represents more than a successful transformation; it is evidence that even the most complex organisational changes can deliver measurable value when approached systematically. RTBF's experience demonstrates that investing in change capability is not a project expense; it is a strategic asset. 

The results speak for themselves: a complex transformation was delivered without operational disruption, measurable efficiency gains were achieved, and a workforce was equipped to lead continuous change. But perhaps most importantly, RTBF now has something many organisations lack: the internal capability to manage change as a competitive advantage. 

 
“We needed more than consultants. We needed a partner who could help us build our own muscles for change,” concluded Christine Thiran.