The Art of the Turnaround: Creating and Maintaining Healthy Arts Organizations
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- ISBN13: 9781584657354
- Condition: NEW
- Notes: Brand New from Publisher. No Remainder Mark.
Product Description
Many arts organizations today find themselves in financial difficulties because of economic constraints inherent in the industry. While additional companies can improve productivity through the use of new technologies or better systems, these approaches are not available in the arts. Hamlet requires the same number of performers today as it did in Shakespeare’s time. The New York Philharmonic requires the same number of musicians now as it did when Tchaikovsky conducted it over one hundred years ago. Costs go up, but the size of theaters and the fee resistance of patrons limit what can be earned from ticket sales. Therefore, the performing arts industry faces a severe gap between earnings and expenses. Predictable approaches to closing the gap–raising ticket prices or cutting artistic or marketing expenses–don’t work.
What, then, does it take to make and maintain a healthy arts organization?
Michael M. Kaiser has revived four major arts organizations: the Kansas City Ballet, the Alvin Ailey American Dance Theater, American Ballet Theatre, and London’s Royal Opera House. In The Art of the Turnaround he shares with readers his ten basic rules for bringing financially distressed arts organizations back to life and keeping them strong. These rules take in the supplies for successful leadership, the pitfalls of cost cutting, the necessity of extending the programming calendar, the centrality of effective marketing and fund raising, and the importance of focusing on the present with a positive public message. In chapters organized chronologically, Kaiser brings his ten rules vividly to life in discussions of the four arts organizations he is credited with saving. The book concludes with a chapter on his experiences at the John F. Kennedy Center for the Performing Arts, an arts organization that needed an artistic turnaround when he became the president in 2001 and that today exemplifies in practice many of the ten rules he discusses throughout his book.
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Lots of satisfying autobiography, lacking much that’s transferrable to additional arts organizations. Leader is a real name-dropper.
Reader’s Rating: 2 / 5
This book is not worth the buy fee. Appealing anecdotes and insights into Michael Kaiser’s life but nothing of substance here to help real life arts organizations with real life problems. Arts organizations need to run more like businesses as a replacement for of begging for money all the time. This book will not provide much insight into how to make that take place. I was disappointed.
Reader’s Rating: 1 / 5
Terrific book by Michael Kaiser. A must read for all arts organization board of directors.
Reader’s Rating: 5 / 5
I’ve been an arts administrator for 13 years and have a masters degree in the meadow. I felt the book was very readable, but lacked applicability to smaller arts organizations….ones that make up the majority of our arts community.
The over-arching message of, [programming and marketing are key, and should be the last thing cut in a financial crisis], is universal. But beyond that, the anecdotal approach to the book leaves the smaller organization needing more guidance. Where’s the book for the organizations that will NEVER have access to the Giant Tron?
The leader was more successful in a language engagement than in this book.
Not worth it in my humble opinion.
Reader’s Rating: 2 / 5
Hearing Michael Kaiser in person is what prompted me to explore this very appealing book. Kaiser has had remarkable success in nurturing several professional arts organizations to excellent fiscal and organizational success.
I was part of a group of several hundred patrons and representatives of the arts to hear Mr. Kaiser interviewed by Expert Michael Stern of the Kansas City Symphony. Honestly, I had no thought what to expect. It quickly became apparent that Kaiser is very smart, has an plenty of common sense accompanied by fantastic instincts, and provides leadership that keeps people all ears on the mission. The bulk of the interview was his “off-the-cuff” review of ten principles that have guided him in turning around struggling organizations. Also obvious, was that these ten principles apply not just to the arts but to many organizations, especially NPO’s that rely on donors for their being.
Kaiser’s principles are very much simple, yet powerful if conscientiously and faithfully applied. Immediately, I ordered copies of his book for key people on a number of NPO boards on which I serve. The principles are establish right up front and the rest of the book illustrates them by recounting Kaiser’s personal experiences of turnarounds. I highly recommend this book.
Reader’s Rating: 5 / 5