The BBC has placed more than 80 employees at risk of redundancy within its critical product and engineering teams, the division responsible for building and maintaining the digital infrastructure behind services such as iPlayer, BBC Sounds, Sport, News, and Bitesize according to Deadline.
The proposed cuts centre on delivery managers based in the broadcaster’s product group, a unit that provides the underlying architecture and systems powering BBC content across web browsers, mobile apps, and smart television platforms. These staff members have traditionally handled workload forecasting, timeline coordination, and the bridging of engineering teams with broader organisational goals.
Senior leadership has decided to eliminate this layer of project management entirely, replacing it with what internal communications describe as empowered, discovery-led teams that focus on outcomes rather than rigid delivery schedules. The shift is presented as an alignment with working practices common in large Silicon Valley technology companies, where cross-functional squads are given greater autonomy and expected to iterate rapidly without dedicated delivery managers.
An internal email circulated by Kelly Kowal, chief operating officer of the product and engineering group, outlined the rationale in detail. It stated that the BBC must fundamentally change how it builds and ships digital products in order to remain competitive amid intensifying global competition, rapidly evolving audience habits, widespread digital disruption, and rising operational costs. The message emphasised that innovation, agility, and growth are essential if the corporation is to continue delivering value to licence-fee payers while securing its long-term future as a universal public service broadcaster.
Staff affected by the proposals have entered a formal consultation period. Although the exact final number of redundancies has yet to be confirmed, sources familiar with the process indicate that the changes represent one of the most significant restructurings the product group has undergone in recent years.
A BBC spokesperson confirmed that the changes are designed to help the organisation respond more effectively to the challenges facing modern media companies. The statement highlighted the success of existing digital offerings while stressing the need to evolve structures and processes in order to sustain world-class services for millions of users across multiple platforms.
The move comes at a time when the BBC is already navigating a complex financial and political landscape. Licence fee income remains frozen in cash terms until 2027, audience migration to on-demand and social platforms continues apace, and international streaming giants are investing heavily in British content and talent. Against this backdrop, internal reorganisation has become a regular feature, with previous rounds of cuts affecting journalism, local radio, and back-office functions.
Industry observers note that removing dedicated delivery managers carries both potential benefits and risks. Proponents of the new model argue that flattening hierarchies can accelerate decision-making and foster greater ownership among engineers and product staff. Critics, however, warn that without experienced coordinators, complex projects involving multiple teams and strict regulatory requirements may face delays or quality issues.
For now, affected employees await the outcome of the consultation while the wider product group prepares to adopt the new operating model across its portfolio of audience-facing digital services.
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