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Attention has rightly focused on whether Duncan is the right man for the job and what the appointment means for the programme commissioners at what has always been a programmer-led channel. But as the latest round of musical chairs in broadcasting pauses momentarily, it is worth considering the effect of his departure on the BBC.

Despite Michael Grade's theatrical talents, the Corporation is not blessed with people who have natural skills in getting a difficult message across.

Duncan will be missed not just because he is a good communicator, but because his message was backed up with clear implementation skills.

The BBC now faces an extraordinarily difficult couple of years in which it will not only have to put its arguments to a rightly sceptical government, but also make sure something actually happens.

Last week's three-ring circus, at the Royal Institute of British Architects, was a slick performance. It came complete with authentic Grade touches, drawing on everything from Groucho Marx jokes to his own comment while at Channel 4 - that every 10 years the BBC got a case of old-time religion.

It was remarkable to listen to the BBC's new chairman confess to such a range and diversity of sins, from arrogance and unwillingness to listen, to the equally serious evils of mistreating independents and a lack of awareness of how its commercial activities are hitting the private sector.

The BBC was finally confessing to all the 'crimes' of which it has been roundly accused over the years.

There should be widespread rejoicing about the sinner who truly repenteth, but what does it say about Grade's predecessors and former directors, who happily went along with such calumnies? Red-hot gospellers will tell you it is easy to get people to confess if the atmosphere is right. But will they stick to their promises on a Monday when the emotion of the revival meeting has passed?

Critics of the BBC will note its plans to tackle inefficiency, bureaucracy and delinquent behaviour in the traditional BBC way - with a clutch of reviews and committees. For good measure, there will be a duplicated research and support system for the governors. But as with the plan for a journalism school for its 7000 journalists and current affairs staff, costings came there none.

Grade and director-general Mark Thompson are aware of the problem and have asked to be judged not by their words but, as the old-time religion says, by their deeds.

As the committees and reviews get under way, everyone who wishes the BBC well has a moral obligation to ensure there will be no backsliding into the bad old ways. This time it is too serious for levity, however painful the consequences - the BBC's deeds will have to match its fine words.

Giving viewers access to the best ideas, wherever they come from, is a grand ambition. The reality will be an expanded independent sector and fewer staff jobs. Increased sensitivity about the impact of commercial activities could mean privatisation of parts of BBC Worldwide.

Duncan's departure is therefore unfortunate for the BBC. He could have helped to ensure something continued to happen once the immediate danger was over.

30 SECONDS ON ... DUNCAN'S CHANGES AT THE BBC

- The BBC's £90m marketing budget was previously spread fairly evenly across its programming. Duncan changed focus, picking one priority area each month to support heavily.

- Taking a leaf from the Channel 4 marketing book, he increased the use of posters to promote the BBC's programmes.

- Duncan created the controversial audience insight planning department, which took audience attitudes into account during planning. He defended it by saying it was an inspiration rather than a dictat.

- As Freeview chairman, he played a pivotal role in the adoption of the free digital service. The fact that Freeview has been widely regarded as a success has mitigated the criticism that Greg Dyke and Duncan attracted when it was announced in 2002 that it would spend £20m advertising the BBC's digital output.