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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
2
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
One revenue to rule them all
Why treat "earned" and "contributed" revenue as different streams when they flow from (mostly) the same source?
 • 
E. Andrew Taylor
2
Sunsetting a nonprofit
The nonprofit arts organization was designed to be durable, not indelible.
 • 
E. Andrew Taylor
What the heck is capital?
Defining and deploying durable capacity to make art work.
 • 
E. Andrew Taylor
1
Let the right loan in
Debt is an essential (but perilous) tool for nonprofit arts organizations. Know its nature before inviting it in.
The art of letting go
We humans tend to stay the course when we've invested in it, even when it's leading us nowhere.
The undertow of overhead
Indirect costs for nonprofit arts organizations aren't (usually) a sign of waste. They're part of the puzzle that makes the mission work.
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