In recent years, cultural institutions have had to focus more on strategy and objectives. Whereas in the past their primary focus was on artistic visions and productions, today the development of revenues and expenditures, target group diversification or media presence are often at the centre of discussions about the relevance and value of theatres, museums or other cultural institu-tions. Strategic objectives, set either by the grant donors or by the theatres themselves, help to rationalise these discussions. On the other hand, such objectives are often not particularly ambitious or do not sufficiently reflect rele-vant criteria.
Strategies expand leeway
Our experience has shown that employees of cultural institutions are some-times critical of strategies. In our opinion, this is a waste of important potential. Properly conceived, a strategy helps to achieve goals, be it in the artistic, fi-nancial or organisational field. It does not restrict, but rather expands the scope for action. A strategy does not run counter to the freedom of art. On the contra-ry, the freedom of art can be secured by a strategy that sets up an institution for the long term.
We often observe that at first glance there are only solutions that aggravate a difficult situation, especially for institutions that are threatened with extinction. However, if the objectives of a strategy are based on the actual parameters, a house can be successfully restructured and secured for the future. A strategy process must take into account the expectations and fears of the various ac-tors. Because even if there is agreement on the goal, there are usually very different ideas about how to get there.
Checking the feasibility of concepts through strategy scenarios
By developing strategy scenarios, we can map the various ideas and examine their feasibility and effects. In addition to economic indicators, non-monetary effects, such as artistic, social or locational effects, must also be considered. The more a scenario can be analysed and presented in multidimensional terms, the better can discussions be rationalised, moderated in a targeted fashion and decisions made in a relatable, comprehensible manner.
Using strategies to sustainably develop the institution and region and create acceptance
Strategic planning can affect individual areas, an entire institution or entire cities and regions. In the latter case, we are talking about cultural development plan-ning. In this process, the existing cultural landscape and cultural promotion of a region is presented in a structured way, strengths and weaknesses are then identified. By means of cultural policy guidelines and strategic goals, fields of action are identified and concrete measures for achieving the goals are creat-ed. If the perspectives of cultural actors in a region are to be integrated, a par-ticipatory involvement process is recommended.
Regardless of whether you want to make an already successful strategy fit for the future or realign an existing one, we are happy to support you in the con-ception and implementation of your strategy.
Since 2005, we have advised federal states and municipalities, cultural and educational institutions as well as companies in the entertainment industry in more than 350 projects on a wide variety of issues and developed individual solutions. We would be happy to discuss your strategic challenges with you. Talk to us!
In a large-scale participation process, actori is developing the "Masterplan Kultur Hessen", modelling the future development of culture in the state.
For the strategic development and image building of the multifaceted museum landscape of the state capital Erfurt, actori developed scenarios and recommendations.
The development of strategic future scenarios for the Leipziger Eigenbetriebe Kultur stood in the foreground of this project.
actori assessed the effects of a new rehearsal centre on the rehearsal and event operations of the state theatre.
The Ministry of Science, Research and the Arts of Baden-Württemberg has commissioned actori to develop and implement a quality benchmarking for music colleges.
actori supported the canton of St. Gallen in the evaluation of its cultural promotion. The evaluation included optimisation approaches and needs of the supported institutions.
For the three Hessian state theatres actori assessed and presented potential consequences of a subsidy change in various future scenarios.
actori developed pricing strategies for the Stiftung Humboldt Forum in the Berlin Palace and analysed and evaluated their effects on the Berlin museum landscape.
In analytical and participatory formats, a cultural plan with strategic objectives, fields of action and measures for the Lausitz region was developed.