finance

Nonprofit arts adaptation
The modern arts nonprofit evolved in an ecology of growth. It's time to evolve again.
 • E. Andrew Taylor
Vision, capacity, and capital
Organizational growth is never in one direction, but rather three directions at once.
 • E. Andrew Taylor
Your business model is a theory, test it often
A changing world demands changing assumptions.
 • E. Andrew Taylor
Overhead is undervalued
Indirect costs aren't (usually) a sign of waste. They're part of the puzzle that makes the mission work.
 • E. Andrew Taylor
One revenue runs through it
"Earned" and "contributed" revenue may look like different streams, but they often flow from the same source.
 • E. Andrew Taylor
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
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
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.
 • E. Andrew Taylor
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
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