ArtsManaged Field Notes

ArtsManaged Field Notes

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program-production

Vision, capacity, and capital
Organizational growth is never in one direction, but rather three directions at once.
 • E. Andrew Taylor
Sorting artists by social type
Clustering artists (and arts organizations) by their relationship to an "art world" can be both useful and terrible
 • E. Andrew Taylor
Strategic outsourcing: when and why to DIY
Outsourcing can improve focus, amplify expertise, and reduce costs. But don't give away the farm.
 • E. Andrew Taylor
Pillars of a creative community
Six ways to make a place hospitable to artists
 • E. Andrew Taylor
Your business model is a theory, test it often
A changing world demands changing assumptions.
 • E. Andrew Taylor
Collaboration is a continuum
Playing well with other organizations requires growing trust and shrinking turf
 • E. Andrew Taylor
You can't manage emergence
Most desired outcomes of an arts organization cannot be directly controlled.
 • E. Andrew Taylor
Minimum viable everything
Getting better as an arts organization doesn't always (or even often) mean getting bigger.
 • E. Andrew Taylor
Mission calisthenics
It's time to strengthen your nonprofit's readiness as well as your resolve.
 • E. Andrew Taylor
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.
 • E. Andrew Taylor
The temporary venture
Any new business, project, program, or partnership is an open question in search of an answer.
 • E. Andrew Taylor
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