ArtsManaged Field Notes

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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
Selling the unknowable
How do you "sell" an arts experience when its value cannot be known in advance?
What "work" does an arts experience do?
"Jobs to be done" shifts focus from who might buy a ticket to what they want that ticket to buy.
The temporary venture
Any new business, project, program, or partnership is an open question in search of an answer.
 • 
E. Andrew Taylor
Confusing the pitch with the plan
Your strategic thinking needs to pick a lane.
 • 
E. Andrew Taylor
1
Find your superfans
Two questions to identify your most passionate and productive audience members.
The trouble with market research
Your conscious brain is an unreliable witness about what you do and why you do it.
 • 
E. Andrew Taylor
Audience or algorithm, which do you serve?
Social media algorithms can leave you gambling your attention, money, and time – distracting you from what actually matters.
 • 
E. Andrew Taylor
3
To see a world in (five grains) of sand
Many imagine audience research to be complex and expensive. But often a useful answer is just five questions away.
 • 
E. Andrew Taylor
Selling the unknown and unknowable
How do you "sell" an arts experience when its value cannot be known in advance?
Why do we "hire" an arts experience?
"Jobs to be done" shifts focus from who might buy a ticket to what they want that ticket to buy.
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