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The programme has since been removed from the BBC’s schedule.
There are many issues surrounding this production, but taking the obviously incendiary politics out of it and examining the BBC management actions reveals how they turned a drama, or in this case a documentary, into a crisis.
The first question for any management team in a public-facing company about to involve themselves in a contentious subject, is, do we have a robust response prepared to likely criticism?
For instance the widely reported recent jump in consumer bills from water companies is hugely unpopular, however the response from the public and media was anticipated and pre-empted with a clear and forceful message from the firms. Senior executives stated the rises in costs were necessary to maintain safe water supplies in the face of climate change and increasing population.
Everyone may not agree with the reasons proffered, but they were given an explanation which the water companies were prepared and able to defend.
Compare this to a management response, as in the case of the documentary on Gaza, where confusion reigned. The first statement issued by the Corporation appeared to be a rushed, knee-jerk reaction, which was quickly pounced upon by commentators, campaigners and journalists alike.
The initial explanation from the BBC appeared to blame an outside production company for leaving them in the dark about how the programme was made, they then added a caveating message to the documentary leaving it on iPlayer for a few more days, before completely removing it.
However, the situation became even more muddled when paperwork emerged alleging that the corporation had had direct and regular involvement in the project.
The flames of this particular controversy have continued to burn and show no sign of being extinguished over a week after it first hit the headlines. The BBC has now announced it is holding a full investigation and have not made further comment.
This is a clear example of how company management today faces 24/7 scrutiny. Every action, or inaction, comes under the microscope from commentators, both professional and amateur.
Let's be clear, situations such as this one can rarely be completely avoided with companies that, like the BBC, are regularly called upon to push boundaries and tackle contentious issues.
However, when management decisions are in the public arena it is vital to be prepared for criticism. Statements or explanations of actions need to be seen to be honest and accurate.
While in the days where print journalism ruled, saying nothing in response to media enquiries could sometimes work, this is no longer an option. The void will be filled with negativity and speculation which will only add fuel to the fire. Management need to keep their teams thoroughly briefed and prepared to respond promptly and as fully as possible.
The pressure on company executives today is huge with ever increasing demands and many will not be experienced in crisis management. Often outside help and support from specialists is a great option, no company however large and reputable should be afraid to take advice from experts - and even better, to have them on speed dial.
Ian Walker, the former executive editor of MailOnline, is a senior advisor at Hanover and is part of our Executive Media Unit - created to help CEOs and leaders engage with the full breadth of today’s media landscape.