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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
Auditing the visitor experience
Arts organizations are led and staffed by passionate insiders, which can leave them blind or blurry about everyone else.
 • 
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
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
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