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Resources & Insights

How has your organization reacted to changes in the competitive landscape?

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.

How has your organization reacted to changes in the competitive landscape?

Alex Nyerges, Executive Director of the Virginia Museum of Fine Arts, talks about the museum’s focus on accessibility, relevance and excitement.

How do cultural institutions become innovative organizations?

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

What do changes in customer mindset mean for cultural organizations?

Thomas Kinnear, professor of marketing at the Ross School of Business, University of Michigan, discusses the impact of convergence on the cultural customer.

Innovation strategy: The Innovator’s Manifesto

A review of Michael Raynor’s book The Innovator’s Manifesto

How should cultural organizations react to the significant changes in their competitive landscape?

Gordon Hewitt, an Adjunct Professor of Business Administration at the Stephen M Ross School of Business, discusses the importance of challenging your assumptions.

Improving Leadership in Nonprofit Organizations

The book is intended to be a guidebook for leading nonprofit organizations rather than a handbook of nonprofit leadership or management.

Creativity! Innovation! Right Brain! I’m sorry, am I making you uncomfortable? Or, why we desire but reject creative ideas.

The gents at Freakonomics point to a fascinating study – and paradox: The irony is…

St. Stevens Day, or, How Steve Jobs Solved the Innovator’s Dilemma

At the risk of piling on the beatification bandwagon, an interesting post from the good…

Bon Jovi and the Pay-What-You-Can Experiment

We recently announced a new pricing model for Business of Arts and Culture seminars in…

How can cultural leaders find opportunities within the new competitive reality?

Eduardo Vilaro, Artistic Director of Ballet Hispanico, discusses the need for leaders to also be cultural consumers.

What does the convergence of consumer interests, markets and industries mean for cultural organizations?

Eduardo Vilaro, Artistic Director of Ballet Hispanico, talks about the importance of remaining true to your mission.

What does the convergence of consumer interests, markets and industries mean for cultural organizations?

Abhijit Sengupta, Artistic Director and CEO of Fontana Chamber Arts, wonders whether developing new audiences is becoming more of a question of urban development.

Avoiding Messy Breakups: Merger Lessons for Charities

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.

What does the convergence of consumer interests, markets and industries mean for cultural organizations?

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.

What does the convergence of consumer interests, markets and industries mean for cultural organizations?

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.

How does an increased focus on community identity affect cultural organizations?

J. Mikel Ellcessor, general manager of WDET, Detroit, talks about how the inherent local nature of radio influences their work.

How do arts and culture organizations connect with their communities?

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.

What does the convergence of consumer interests, markets and industries mean for cultural organizations?

J. Mikel Ellcessor, general manager of WDET, Detroit, discusses the role of cultural organizations in a world where audiences see themselves as creators.

What does the convergence of consumer interests, markets and industries mean for cultural organizations?

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.

Don’t throw that home run ball back!

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.

What does the convergence of consumer interests, markets and industries mean for cultural organizations?

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.

Managing the Arts: Leadership and Decision Making under Dual Rationalities

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.

Democracy as Problem Solving: Civic Capacity in Communities Across the Globe

Making change in communities requires civic capacity. Power is wielded not only by elected politicians,…

Generations: The Challenge of a Lifetime for Your Nonprofit

Sustainable performing arts organizations understand their audiences.  Sustainable museums understand their visitors. Audiences and visitors…

The Marketization of the Nonprofit Sector: Civil Society at Risk?

In this journal article, authors Elkenberry and Drapal Kluver examine the threat that “marketization” poses to democracy and citizenship.

Mission Impact: Breakthrough Strategies for Nonprofits

In order to discuss strategy intelligently in the nonprofit sector, we must first understand what…

Good to Great and the Social Sectors: Why Business Thinking is Not the Answer

A short read—an essay really—this piece adapts the principles of Good to Great to the nonprofit sector.

The Five Most Important Questions You Will Ever Ask About Your Organization

Airport bookstores are filled with the latest answers from management gurus. None have enjoyed anything…

Designing for Growth

Jeanne Liedtka has been a hugely successful faculty member of the Getty Leadership Institute’s flagship…

Connective Leadership: Managing in a Changing World

The environment shared by for-profits and nonprofits has remarkable similarities: a global economy afflicted with…

Real Leadership: Helping People and Organizations Face Their Toughest Challenges

Dean Williams is a writer and scholar with significant international experience (he served for five…

The Grace of Great Things: Creativity and Innovation

The chapter “Pain” from Robert Grudin’s book approaches leadership and innovation from a rarely-discussed perspective.…

Leadership Without Easy Answers

Some of the greatest achievements in history have been brought about by people who were…

The Transformational Model of Leadership

James MacGregor Burns revolutionized leadership studies in 1978 with the concept of transformational leadership. In…

4 Practices serve as Pillars for Adult Learning: Learning-oriented leadership offers a promising way to support growth

This journal article is a brief and accessible look at the author’s research in adult learning.

Creating High-Impact Nonprofits

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.

Being the Boss: the 3 Imperatives for Becoming a Great Leader

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.

Multipliers: How the Best Leaders Make Everyone Smarter

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?”

Leading with Passion: Change Management in the 21st Century Museum

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.

Real Leadership: Helping People and Organizations Face Their Toughest Challenges

In the chapter, “The Transition Challenge: Moving from One System of Values to Another,” Dean Williams outlines the necessary steps in orchestrating a transition.

Leadership and the Psychology of Turnarounds

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.

Of mental models and doorknobs

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.

Finding Your Funding Model

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.

The Innovator’s DNA, or More Disruption

What do you think? Can innovation be learned? Does it flow from the individual to the organization? Does it require staggering genius?

Who Is Governing Whom? Senior Managers, Governance and the Structure of Generosity in Large U.S. Firms

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.

Public Service, Advocacy and Institutional Transformation

A provocative post by Nina Simon on Musuem 2.0 discussing the role of museums (or…

A Logo Is Not a Brand

Brands aren’t just logos- they are a huge range of things that contribute to customer perceptions.

Note on Technology as a Strategic Tool

How can organizations embrace new IT models to maximize workflow and productivity while reducing IT costs?

Orchestras at the Cross Roads

Jesse Rosen, President and CEO of the League of American Orchestras, provides a clear-eyed view…