The world is changing—and with it, cultural institutions. Digitalization and demographic change, but also new audience demands, changed financing structures, and society's call for more participation and sustainability are placing unprecedented demands on museums, theaters, orchestras, and educational institutions. In this complex situation, there is often talk of resources: personnel, money, space. But what is often neglected is the strategic perspective. Yet this is precisely the key to managing complexity and ensuring future viability.
Of course, cultural institutions are not commercial enterprises, but they do need to think and act economically. Their logic is different, their objectives are often intangible, and their value is difficult to measure. But that is precisely why they need a clear strategic foundation in order to better legitimize themselves: What is our profile, what is our mission, what is our unique selling point? What resources do we have at our disposal and how do we use them in a targeted manner? actori has been dealing with these kinds of questions for 20 years now, helping cultural institutions of all kinds to position themselves for the future through strategic consulting.
Consulting does not mean “lecturing from the outside.
All these questions are not easy to answer, but they must be asked—and addressed with foresight. Without a strategy, there is a risk of knee-jerk reactions, excessive demands, or a lack of direction. When we at actori advise institutions, it is never a matter of imposing ready-made concepts. Rather, we see consulting as a collaborative process. We contribute perspectives, methods, and experience, and our clients contribute their knowledge, values, and visions. Ideally, this results in a productive collaboration that not only creates solutions but also generates energy: for change, for internal and external communication, and for sustainable action.
Strategy creates space – for art, education, impact
Good strategies do not restrict: they create freedom. Because only when the goal and direction are clear can resources be used sensibly and creative potential be better developed. Strategic consulting helps to create this clarity, whether through location analyses, target group understanding, product development, or economic viability analyses. It is never just about the “if,” but always about the ‘how’ – and also the “why.”
Two examples from actori's practice show how this can be achieved: The comprehensive operational analysis of the MAK – Austrian Museum of Applied Arts in Vienna involved a holistic operational analysis to identify optimization potential and objectively assess financing requirements. Actori took a similarly systematic approach to supporting the digital transformation of LWL-LWL-Denkmalpflege, Landschafts- und Baukultur in Westfalen (LWL-LWL Monument Preservation, Landscape and Building Culture in Westphalia): Through participatory workshops, a structured analysis of the current situation, and the development of a digital roadmap, internal processes were modernized and a future-proof IT infrastructure was created – a strategic approach that makes organizational structures more flexible and efficient.
Consulting as an investment in the future
In a social environment that is increasingly focused on impact and relevance, strategic action also becomes a basis for legitimacy—towards sponsors, politicians, partners, and, last but not least, the public. Strategic consulting is therefore not a luxury, but an investment—in effectiveness, professionalism, and future security.
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A contribution from Dr. Dimitra Will, consultant.