But having previously worked as a journalist, foreign correspondent, editor and managing editor at lean, efficient and editorially robust media companies including Australian Associated Press, Fairfax and News Corp for over 20 years, I was shocked by the culture, waste, duplication and lax workplace practices exercised in some pockets of Radio National. I was even more shocked by the failure of the executive to want to do anything about it. One problem, as one insider pointed out, was the so-called lifers, a pocket of predominantly middle-aged, Anglo-Saxon staff who had never worked anywhere other than the ABC, who were impervious to change, unaccountable, untouchable and who harboured a deep sense of entitlement. They didn't have a 9-5 mentality. They had a 10-3 mentality. They planned their work day around their afternoon yoga class. They wore thongs and shorts to work, occasionally had a snooze on the couch after lunch and popped out to Paddy's Market to buy fresh produce for dinner before going home. They were like free-range chickens, wandering around at will, pecking at this and that, content that laying one egg constituted a hard day's work. They knew they couldn't be sacked or officially sanctioned because there was no appetite among the executive to make waves, take on the union or make a case for any more redundancies. So the lifers just thumbed their nose at any attempt at performance management. Managers came and went, but they were there for life.

The RN budget was another shock. It was predominantly tied up in wages for 150 people. There was precious little budget to do anything new or innovative and you couldn't turn any program off, no matter how high its costs and how poor its audience share and reach. The executive would pander to the whims of celebrity presenters because they gave the ABC "edge and credibility", yet would take for granted journalistic giants like Fran Kelly and Geraldine Doogue who present world-class programs. While online rules the media world, trying to get some RN producers to repurpose on-air content for online was like pulling teeth. Plus the systems they were using were archaic, due to a failure to invest in efficient, integrated content-management systems that worked across divisions and on multi platforms, especially on mobile devices. There was also blatant waste. Taxi dockets were left in unlocked drawers for the taking and elephantine leave balances had been allowed to accumulate. When programs shut down for Christmas, staff would get approval from their executive producers to hang around for a week or two "to tidy things up". One editor asked for his leave to be cut back by a week because he'd need to pop into work during the holidays to "check emails".That constituted work. Yet attempts to tighten basic oversight of taxi use and leave, controls that are the norm in the corporate world, were frowned upon by the ABC executive and actively discouraged as "not the main game".

Programming and content generation was another shock. While other media organisations live and die by their ratings, circulation and readership figures, some ABC programmers considered ratings irrelevant. Some producers strongly resisted editorial oversight and locked in segments that lacked editorial rigour and relevance. So the weekly Media Report went to air discussing foreign press freedoms while hundreds of Australian journalists were being made redundant just down the road. The ABC can be leaner and remain editorially strong and independent as ABC's NewsRadio proves. With less than 20 per cent of RN's total budget, NewsRadio employs brilliant broadcasters including Sandy Aloisi and Marius Benson and produces 5000 hours of robust original content each year that reaches a bigger national weekly audience than RN. That's why these ABC budget cuts announced by Communications Minister Malcolm Turnbull are not just necessary but vital to the ongoing health of the corporation. Pockets of the ABC have been allowed to get too fat, flabby, wasteful and unaccountable. The doors have to be prised open so that the winds of change that have swept through media companies around the world can reinvigorate our ABC.

The same efficiencies and workplace practices that are the norm in corporate Australia need to be front and centre at the ABC so that it remains a strong, independent voice that is both editorially robust and reflects who we are - a culturally, geographically and socio-economically diverse nation that doesn't believe anyone is entitled to a job for life at the taxpayer's expense. Louise Evans is a former manager at ABC's Radio National and former managing editor at The Australian.