How does an arts organisation tackle change successfully in difficult economic times? This resource summarises discussions with leaders from four cultural organisations – Whitworth Art Gallery, Battersea Arts Centre, Sadlers Wells and Arc, Stockton – about their approaches to organisational change and risk-taking.
This report looks at issues around governance in the arts. Why think about governance in the not-for-profit cultural sector? The governors of an organisation, whether they go by the name of trustees, directors or non-executive directors, are in a position of trust. They have a duty towards the organisation’s objectives and its provision of public … Read more
Key to the success of the arts and cultural sector’s ‘design for transition’ will be the people who work in, and with, its organisations. Learn more about plans to identify the 21st-century competencies that already drive success in the arts and cultural sector, and how they might be developed in people to create environments in … Read more
In order to thrive in today’s challenging environment, arts organisations need to develop a higher tolerance for complexity, uncertainty and not knowing; this state can only be developed through experience. This paper argues that cultural leaders should support transformation in a way that looks forward rather than back.
Mixed Arts Venues (MAVs) have become increasingly visible in recent years presenting innovative programmes of independent film, digital and non digital arts, and running popular social spaces that serve local communities. A network of six MAV venues: Cornerhouse (Manchester), FACT (Liverpool), Watershed (Bristol), Broadway (Nottingham), Showroom (Sheffield) and Tyneside Cinema (Newcastle), was successfully awarded funding from the Cultural Leadership Programme to explore … Read more
Effective internal communication is vital in business. This article explores why internal communications are changing, the shifting role of leadership communication, and the importance of linking internal communications to business strategy. Drawing on evidence from various organisations you’ll find practical suggestions about what you need to consider for your organisation – including questioning your own communication barriers.
Gives guidance to decision makers in the cultural sector on increasing public digital access to cultural institutions. It encourages rapid deployment of digital techniques where they will do good, by engaging more people, raising the quality of experiences, and saving money. Includes sections on organisational strategy and leadership, organisational culture, the building blocks of digital projects and … Read more
Tim Wheeler shares Mind the Gap theatre company’s aim to make it possible for learning-disabled and non-disabled artists to work together as equals – not as therapist and client or facilitator and participant, but as artists working together. He looks at the processes in place to achieve this aim, how he works as a leader and what he has learned about leadership.
The main findings of the 2009 Index of Leadership Trust by the Institute of Leadership and Management and Management Today
A leadership article. Peter Bellingham, Managing Director – Welsh National Opera, shares some thoughts on his career progression to a senior executive role in the arts and cultural sector.