In the new “house” of Radio-Canada, the workspaces are open plan. I had been told that everyone, without exception, lived in these common areas found on each floor. I admit that I had a little doubt. I told myself that the big bosses should benefit from a closed office.
Posted yesterday at 8:15 a.m.
What was my surprise to see Michel Bissonnette, senior vice-president of Radio-Canada, seated behind a desk among dozens of employees. “Even the president, Catherine Tait, when she’s here, sits at an open-plan office,” he told me.
I had never had the chance to meet the big boss of the French Service of Radio-Canada since his arrival in office, in January 2017. With him, I wanted to discuss many subjects, including that of the famous crisis of the ” word in N” which was discussed a few days ago in The Press.
During our interview, Michel Bissonnette did not dodge any questions. He never slowed me down or closed a door. His answers were accompanied by great assurance. Nothing to do with the man who pushed the door of the public institution five years ago.
It’s incredible, what I experienced at the beginning. There are evenings, I left Radio-Canada and, returned to the house, I did not remember having driven. In the beginning, there are so many people to meet… It’s a lot of work. Radio-Canada is a big liner.
Michel Bissonnette, senior vice-president of Radio-Canada
Most of his predecessors had grown up within Radio-Canada. Michel Bissonnette is a outsider who comes from the private sector (he was one of the leaders of the production house Zone3). This context increased his stress. “I’ve often said jokingly – but I still think so – that Radio-Canada is an organization that can reject foreign bodies. You feel that some people are happy with your arrival, because they tell themselves that things will change, but you also feel that you are under observation. »
When Michel Bissonnette took office, President Hubert Lacroix was living the last months of his mandate. So he couldn’t take anything for granted about his future. “I don’t want to be presumptuous, but I still knew that the actions I was taking led us to deliver results. I would add that the chemistry was made immediately with the management team. »
Michel Bissonnette refers in particular to Luce Julien, general manager of information, Dany Méloul, general manager of television, and Caroline Jamet, general manager of Radio, Audio and Greater Montreal. When he talks about this trio, superlatives abound. “With the sales, finance and human resources teams, I can say that I am very well surrounded. »
Michel Bissonnette has left a world of creation to take the helm of a “liner” where he must leave it up to others to invent and imagine, in short to have the “pleasure” part of the job. Where does the vice-president’s signature lie in the concepts that are offered to the public?
I leave the program decisions to the program people. The role I have given myself is that of a challenger. When people tell me about projects, I ask lots of questions. I think that a public institution should not do anything else, but should do it differently.
Michel Bissonnette, senior vice-president of Radio-Canada
“A series like For you Flora is important, although I expect the ratings to be lower than for other series. When we did The lands above, it cost more per hour, but it’s up to us to make historical series. »
The challenge of moving
At the mere mention of the transfer operation from the old tower to the new building, Michel Bissonnette heaves a huge sigh. Because this monster operation occurred while the pandemic was taking off. This situation has created an impressive set of challenges.
“When there was the first rocking movement, we thought that people were going to come back to work after two weeks. But it was constantly tumbling… The information servers were no longer providing, because everyone wanted to be informed about what was happening, the Tou.tv and OHdio servers were exploding because everyone wanted to be entertained. After that, we had to equip the hosts at home so that they could do their shows from home. We had to compromise on quality because our guests were in Zoom. This period was something huge. »
PHOTO MARCO CAMPANOZZI, THE PRESS
The old Radio-Canada tower without its sign
The day I met Michel Bissonnette was the day when the photos of the old signs that we took down from the big brown tower were circulating in the media. It was a lot about nostalgia. Michel Bissonnette had to deal with this feeling among some employees. This came with reluctance and criticism. Several months after the big move, the vice-president of Radio-Canada believes that things are falling into place.
During the launch of the television season, we held an event with the employees. I felt that we really took possession of the House that day. I saw pride in people’s eyes.
Michel Bissonnette, senior vice-president of Radio-Canada
Unlike President Catherine Tait, who has a five-year term (which expires next July), Michel Bissonnette’s future is “renewable” and is in the hands of decision-makers. After five years of hard work, he has no intention that the adventure will end there for him.
“I feel privileged to do this work. I really enjoyed running a creative business. But at the same time, to be able to run the biggest newsroom, a performing radio, creative television… You know, I meet brilliant people in a day. I get up in the morning and can’t wait to come to work. »
Michel Bissonnette compares his role to that of a minister. “As long as you have ideas and want to change things, you are in your place. The day you say you did what you had to do, maybe it’s time to put your feet up. And that’s not my case. I have a lot of ambition for lots of projects that I want to do. So, as long as they want me, I’ll stay here. »