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governance

The strategy screen
To pick a good strategy, you need a job description
 • 
E. Andrew Taylor
Spheres of influence
When your larger world is spinning out of control, remember the worlds you DO control.
 • 
E. Andrew Taylor
Minimizing the board
A nonprofit board needs at least three people. What if that were enough?
 • 
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
Measuring what matters
How to evaluate your efforts without crushing your soul.
 • 
E. Andrew Taylor
1
Confusing the pitch with the plan
Your strategic thinking needs to pick a lane.
 • 
E. Andrew Taylor
1
Arts Management and the ampersand
Your most impactful purpose and process in managing the arts is to connect.
 • 
E. Andrew Taylor
2
What difference do you make?
Two roads to discover how your arts organization changes the world.
 • 
E. Andrew Taylor
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.
Ambition, capacity, and context
Arts organizations don't act in or on their environment, they act WITH it.
 • 
E. Andrew Taylor
Reshaping your business model
The world is always changing. The assumptions behind your business model need to change with it.
2
Two paths to better places
You don't always need to know where you're going to get somewhere good.
 • 
E. Andrew Taylor
1
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