Sebastian Ruth, Founder & Artistic Director of Community MusicWorks, discusses the need for cultural institutions – both big and small – to ask what is their role in the community and what problems they are addressing.
Alex Nyerges, Executive Director of the Virginia Museum of Fine Arts, talks about the museum’s focus on accessibility, relevance and excitement.
Jeff DeGraff is professor of management and organizations at the Stephen M. Ross School of Business, University of Michigan and a member of The Chief Executive Program’s New Nature of Competition faculty. In this clip he talks about the importance of diversity in innovation
Thomas Kinnear, professor of marketing at the Ross School of Business, University of Michigan, discusses the impact of convergence on the cultural customer.
A review of Michael Raynor’s book The Innovator’s Manifesto
Gordon Hewitt, an Adjunct Professor of Business Administration at the Stephen M Ross School of Business, discusses the importance of challenging your assumptions.
The book is intended to be a guidebook for leading nonprofit organizations rather than a handbook of nonprofit leadership or management.
The gents at Freakonomics point to a fascinating study – and paradox: The irony is…
At the risk of piling on the beatification bandwagon, an interesting post from the good…
We recently announced a new pricing model for Business of Arts and Culture seminars in…
Eduardo Vilaro, Artistic Director of Ballet Hispanico, discusses the need for leaders to also be cultural consumers.
Eduardo Vilaro, Artistic Director of Ballet Hispanico, talks about the importance of remaining true to your mission.
Abhijit Sengupta, Artistic Director and CEO of Fontana Chamber Arts, wonders whether developing new audiences is becoming more of a question of urban development.
In tough economic times, more and more nonprofits consider mergers. This can be a good move for organizations sliding into the red, such as Virginia Ballet Theatre mentioned in the article.
Keith Winsten, Executive Director of the Brevard Zoo in Brevard County, Florida, discusses how increased competition helped the organization focus on relevance and redefine its mission.
Betsy Bradley, Director of the Mississippi Museum of Art, looks at many of technological advances that build upon a visual culture as a great opportunity for those in the visual arts.
J. Mikel Ellcessor, general manager of WDET, Detroit, talks about how the inherent local nature of radio influences their work.
J. Mikel Ellcessor, general manager of WDET, Detroit, looks at how finding new audiences forces cultural institutions to rethink how they create their content — who is involved, what is the subject and tone.
J. Mikel Ellcessor, general manager of WDET, Detroit, discusses the role of cultural organizations in a world where audiences see themselves as creators.
Timothy O’Leary, General Director of the Opera Theatre of Saint Louis, suggests that art is about looking forward and therefore arts organizations must be perceived as forward-looking.
Baseball fans have taken to throwing back home runs hit by the opposing team, a practice this author decries as “the worst tradition in baseball.” This article on the trend made me think about one of the challenges we face every day in arts and culture.
Patrick McIntyre, General Manager of the Sydney Theatre Company, talks about the increasing pressure to articulate the benefits of the experiences we offer. He suggests that in the new environment content is marketing and that the concept of co-creation is as old as the Gramophone.
The dual functions of guiding artistic or educational activities and an organization’s administration fosters structural complexity, competing sets of goals, multiple stakeholder claims and values in some tension with one another.
Making change in communities requires civic capacity. Power is wielded not only by elected politicians,…
Sustainable performing arts organizations understand their audiences. Sustainable museums understand their visitors. Audiences and visitors…
In this journal article, authors Elkenberry and Drapal Kluver examine the threat that “marketization” poses to democracy and citizenship.
In order to discuss strategy intelligently in the nonprofit sector, we must first understand what…
A short read—an essay really—this piece adapts the principles of Good to Great to the nonprofit sector.
Airport bookstores are filled with the latest answers from management gurus. None have enjoyed anything…
Jeanne Liedtka has been a hugely successful faculty member of the Getty Leadership Institute’s flagship…
The environment shared by for-profits and nonprofits has remarkable similarities: a global economy afflicted with…
Dean Williams is a writer and scholar with significant international experience (he served for five…
The chapter “Pain” from Robert Grudin’s book approaches leadership and innovation from a rarely-discussed perspective.…
Some of the greatest achievements in history have been brought about by people who were…
James MacGregor Burns revolutionized leadership studies in 1978 with the concept of transformational leadership. In…
This journal article is a brief and accessible look at the author’s research in adult learning.
This is a study of twelve high performing nonprofits, all in existence for more than ten years, organizations that faced similar social, political and economic circumstances.
The book is a distillation of Linda Hill’s almost 30 years at Harvard Business School (HBS) where she has studied what effective managers do and how they do it.
The book is based on the work of a core research team who asked, “What are the crucial differences between intelligence diminishers and intelligence multipliers and what impact does each have on organizations?”
Based on her extensive interviews with 42 directors of international art museums, Dr. Suchy describes a four-part leadership model that could apply equally to all cultural organizations.
In the chapter, “The Transition Challenge: Moving from One System of Values to Another,” Dean Williams outlines the necessary steps in orchestrating a transition.
This short article provides managers with a quick look at methods that can be used both restoratively and preventatively to create an open, respectful and productive organizational culture.
In a rapidly changing environment, examining and recognizing our mental models is essential if we are to shape organizations that have the resilience to adapt to change.
Peter Kim, Gail Perreault and William Foster of the Bridgespan Group argue organizations often have a clearer vision of what their programs will be in five years than of the funding that will support them. They offer a road map for leaders seeking to develop appropriate funding models for their organizations.
What do you think? Can innovation be learned? Does it flow from the individual to the organization? Does it require staggering genius?
Interesting new research from Christopher Marquis and Matthew Lee at Harvard Business School on key structural drivers of corporate philanthropy, including gender, CEO tenure, and board structure.
A provocative post by Nina Simon on Musuem 2.0 discussing the role of museums (or…
Brands aren’t just logos- they are a huge range of things that contribute to customer perceptions.
How can organizations embrace new IT models to maximize workflow and productivity while reducing IT costs?
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