Some more open than others. Some with multiple communities inside of one another. Some where…
When conducting recent audience research with colleagues last year, we were stricken to hear from…
We talk about the positive consequences of failure as though they are naturally occurring, like your idea blows up in your face and you are suddenly imbued with insight and a blueprint for future success. It just doesn’t happen that way.
Within only a few weeks of working at NAS, I’d taken notice to some pretty…
My advice to early-career arts managers is not to get stuck waiting around for someone to pass you an opportunity, but to go right out and ask for it
Editor’s note: As part of our online discussion around The Summit at Sundance, we have invited…
Editor’s note: Over the next two weeks, we’ll feature posts around the final convening of…
Brian Ferriso, the Marilyn H. & Dr. Robert B. Pamplin, Jr. Director of the Portland Art Museum, talks about how incremental changes over time have built a sustainable and vibrant path for the Portland Art Museum.
Surry Scheerer, executive coach and lecturer at the University of Michigan Ross School of Business and Ford School of Public Policy, suggests that leaders and their organizations take a more mindful approach to building and supporting teams.
CC image by kroszk@ Working in the arts can be extremely stressful. Coordinating exhibits, performances…
No alcohol for 30 days! Daily workouts! Low carb from now on! It’s a new…
During his tenure as Director of the Cincinnati Contemporary Arts Center, Charles Desmarais led the organization through the design, construction and relocation to a new facility designed by renowned architect Zaha Hadid. Desmarais reflects on the lessons from that period of radical change.
Aaron Dworkin, Dean of the School of Music, Theatre & Dance at the University of Michigan, discusses the importance of thinking about oneself as a social entrepreneur rather than an arts administrator.
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.
Gordon Hewitt, an Adjunct Professor of Business Administration at the Stephen M Ross School of Business, discusses the importance of challenging your assumptions.
J. Mikel Ellcessor, general manager of WDET, Detroit, discusses the role of cultural organizations in a world where audiences see themselves as creators.
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.
In the chapter, “The Transition Challenge: Moving from One System of Values to Another,” Dean Williams outlines the necessary steps in orchestrating a transition.
The book is divided into short segments with titles such as “Workaholism” and “Reasons to quit” and one of my favorites, “Emulate chefs.” So, if you need a break from the holiday food frenzy or from your great stack of reading, try this book.
A different look at how you create break-through innovation.
Just in time for Halloween, the Harvard Business Review blog offers tips for combating the four contagions that create a zombie workplace — “where creative people and good ideas disturbingly molder.”
An interesting thought on what you’re selling (and therefore emphasizing) to your organization. Are you trumpeting the right things?
Kenneth Fischer, President of the University Musical Society of the University of Michigan, talks about his organization’s experience working with its academic neighbor to create more engaging and meaningful performances.
Julie Stapf, Director of Marketing for the Hartford Stage Company, discusses the importance of building an environment of trust and fostering a sense of ownership when leading an organization through change.
Rebecca Hunter, Executive Producer of the Redmoon Theater in Chicago, discusses her experience leading drastic change in the face of a cash-flow crisis.
Howard Spector, Executive Director of P.S. ARTS, discusses the importance of having the right people, providing learning opportunities, and maintaining mission focus to successfully lead an organization through change.
Charmaine Jefferson, Executive Director of the California African American Museum, discusses leading organizations through two types of change – problem-solving in times of crisis and continual assessment and evolution.
Jon Moscone, Artistic Director of the California Shakespeare Theater, shares how his approach to leading change has become increasingly collaborative over the course of his career.
Dr. Michael Hager, President and CEO of the San Diego Natural History Museum, shares his experience leading his organization through a major shift in mission and culture.
Tracy S. Harris, NAS board member, talks about the need for vision, benchmarks and collaboration to create an organizational culture that embraces constant change and improvement.
