ArtsManaged Field Notes

ArtsManaged Field Notes

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finance

The choreography of cash
A thriving arts enterprise gives every dollar a job. But dollars arrive at different times.
 • 
E. Andrew Taylor
Minimum viable everything
Getting better as an arts organization doesn't always (or even often) mean getting bigger.
 • 
E. Andrew Taylor
3
The rise and stall of the nonprofit arts
The modern arts nonprofit evolved in an ecology of growth. It's time to evolve again.
 • 
E. Andrew Taylor
5
Flip the script on your money narrative
Your income statement tells the tale of how (and why) money drives your business. Don't share the wrong story.
Ownership and control
There are essentially three ways to structure organizational ownership and control. Choose wisely.
 • 
E. Andrew Taylor
In capitalism, it's helpful know what capital is
Defining and deploying durable capacity to make art work.
 • 
E. Andrew Taylor
Means, ends, and OpenAI
OpenAI's likely transition from nonprofit to private control reveals what (we believe) nonprofits are for.
 • 
E. Andrew Taylor
Arts Management and the ampersand
Your most impactful purpose and process in managing the arts is to connect.
 • 
E. Andrew Taylor
3
The beautiful budget, revisited
It may look buttoned-up and boring, but a budget is a complex work of human expression worthy of creative attention.
Reshaping your business model
The world is always changing. The assumptions behind your business model need to change with it.
2
Flipping the financial script
Your income statement tells the tale of how (and why) money drives your business. Don't share the wrong story.
Making things that matter
Artistic practice, at its core, is about making things that matter. How those things matter, and to whom, is a core concern of Arts Management.
 • 
E. Andrew Taylor
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