SAMRO moves into a new era

SAMRO has acknowledged that it needs to adapt to a changing business environment and has embarked on a transformation program designed to ensure that the organisation plays its rightful role in the music industry. SAMRO's brand identity is changing. This is not only change on the outside but important changes are taking place inside as well.

The program has included a review of SAMRO's purpose, its vision and the values which govern the way it does business. The organisation has defined its purpose as –

To encourage the music endeavors of composers, authors and music publishers, by ensuring they receive their fair economic rewards from all music users, thereby increasing the sustainability and value of music to society.

To achieve this a strategic plan has been drawn up and the heart of the plan is positioning the organisation to meet the needs of its clients; the thousands of members, affiliated societies and licensees both locally and internationally. The key to the plan is based on the premise that –

It was Richard Branson who said

The lynchpin in the employee program is a new management system which enables employees to be self managed by objectives. This allows each individual to use their creativity in achieving targets and provides them with the opportunity to achieve success in the workplace. Importantly they will be measuring their own performance. In due course this will be supported by a reward scheme based on measurable performance.

To gain maximum advantage from this system the organisation structure has been reviewed, to provide greater role clarity by eliminating role overlaps and duplication. Not only will this improve focus and accountability but it will lead to improved teamwork, which the people of SAMRO have identified as one of their priorities.

This is similar to a symphony orchestra which is led by a conductor, where success is not based on the actions of any one individual but rather the interactions of the entire group. When this interaction is well co-ordinated, the orchestra will produce wonderful music.

The structure has been reorganised into 3 divisions

The marketing department or front office, will focus on providing a better more personalised service to clients; who have indicated a desire for the organisation to be more responsive and for information on anything from Beethoven to the Beatles, to be more accessible to them. Collective administration is a complex business and the back office, or engine room, will be responsible for documenting the huge volume of local and international works, issuing licences and recording the performance of music wherever it takes place.

Corporate Services will provide a complete range of human resource, financial, information systems, and legal services across the organisation. All key business processes are being reviewed and latest technologies investigated so that the organisation can move fully into the e commerce zone.

For all these initiatives to succeed training and development is being increased so that staff have the necessary skills and knowledge in all facets of the business.

SAMRO 's ultimate objective is to add value to music. Not only does it want to be a leader in its field in Southern Africa, but also on the continent of Africa. But SAMRO aims to be even more than that. The organisation wants to be recognised as one of the leading societies worldwide in the collective administration of music rights. SAMRO's transformation program is a bold move into the future and with the commitment of their employees, this dream can come true. Very importantly, the organisation's destiny is being determined by its people.

August 2005