ArtsManaged Field Notes

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program-production

You can't manage emergence
Most desired outcomes of an arts organization cannot be directly controlled.
 • 
E. Andrew Taylor
4
Minimum viable everything
Getting better as an arts organization doesn't always (or even often) mean getting bigger.
 • 
E. Andrew Taylor
3
Mission calisthenics
It's time to strengthen your nonprofit's readiness as well as your resolve.
Why artists confuse economists
Artists work longer hours at higher levels of effort than economists think they should – defining a persistent puzzle for Arts Management practitioners.
 • 
E. Andrew Taylor
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
Measuring what matters
How to evaluate your efforts without crushing your soul.
 • 
E. Andrew Taylor
1
Four types of artist
Defining artists (and arts organizations) in relationship to their "art worlds."
 • 
E. Andrew Taylor
What difference do you make?
Two roads to discover how your arts organization changes the world.
 • 
E. Andrew Taylor
Competing ends in arts management
Holding space for creative inquiry while crafting flows of reliable revenue is a central tension in the business of art.
 • 
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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