As I’ve been commenting on the recent plague of labor disputes that have engulfed the classical music world (most recently the Atlanta Symphony Orchestra, but also the Metropolitan Opera and Minnesota Orchestra), I’ve made references to artistic strategic plans and artistic bottom lines. Some criticized the very idea of these concepts, remarking that they are superfluous—suggesting, apparently, that an arts organization should just get on with the business of “doing” art without wasting too much time thinking about it.
I disagree. In today’s competitive environment, an arts organization that wants to survive has to do more than just going around “arting.”
I would argue that a successful arts organization needs to tend four key areas if it is to thrive: artistic development, financial development, audience development, and administrative development. Moreover, these four areas need to be developed in tandem with each other—they fit together like interlocking puzzle pieces. If one is underdeveloped, the structure as a whole won’t work.
Let me explain. Continue reading