Harvard Case - Turning Around Organizations in a Crisis: The Case of Two Major Alberta Orchestras
"Turning Around Organizations in a Crisis: The Case of Two Major Alberta Orchestras" Harvard business case study is written by Pratima Bansal, Tom Ewart. It deals with the challenges in the field of General Management. The case study is 18 page(s) long and it was first published on : May 15, 2006
At Fern Fort University, we recommend a multifaceted approach to revitalizing the Calgary Philharmonic Orchestra (CPO) and the Edmonton Symphony Orchestra (ESO). This approach emphasizes strategic planning, organizational restructuring, and innovative programming to address the core challenges of dwindling audiences, financial instability, and a changing cultural landscape. We believe these steps will restore the orchestras' artistic excellence, financial sustainability, and relevance in the community.
2. Background
This case study examines the struggles of two prominent Alberta orchestras, the CPO and the ESO, facing declining attendance, financial difficulties, and a need to adapt to evolving audience preferences. The case highlights the challenges of organizational change and crisis management in the arts sector.
The main protagonists are:
- The CPO and ESO leadership teams: They are tasked with navigating the crisis, making difficult decisions, and implementing change.
- The orchestra musicians: They are impacted by the changes and must adapt to new realities.
- The community and donors: Their support is crucial for the orchestras' survival and success.
3. Analysis of the Case Study
This analysis utilizes a SWOT analysis to assess the orchestras' internal strengths and weaknesses, as well as external opportunities and threats. Additionally, Porter's Five Forces framework will be used to understand the competitive landscape.
SWOT Analysis:
Strengths:
- Artistic excellence: Both orchestras have a strong reputation for musical quality.
- Community presence: They are deeply embedded in their respective cities and have a loyal following.
- Experienced musicians: They boast talented and experienced musicians.
Weaknesses:
- Declining attendance: Both orchestras are facing a shrinking audience base.
- Financial instability: They are struggling to maintain financial stability.
- Limited engagement with younger audiences: They have difficulty attracting younger generations.
Opportunities:
- Growing demand for live music: There is a growing interest in live music experiences.
- Technological advancements: New technologies can enhance the orchestra experience and reach wider audiences.
- Collaborative partnerships: Partnerships with other arts organizations and businesses can create new opportunities.
Threats:
- Economic downturn: Economic challenges can affect funding and audience spending.
- Competition from other entertainment options: Orchestras face competition from a variety of entertainment options.
- Changing audience preferences: Audiences are increasingly seeking diverse and engaging experiences.
Porter's Five Forces:
- Threat of new entrants: The barrier to entry for new orchestras is high, but other forms of entertainment pose a threat.
- Bargaining power of buyers: Audiences have a limited bargaining power, but they can choose to attend other events.
- Bargaining power of suppliers: The bargaining power of musicians is moderate, but their expertise is essential.
- Threat of substitute products: Other forms of entertainment, such as films, concerts, and online streaming, are readily available substitutes.
- Rivalry among existing competitors: Competition among orchestras is moderate, but they compete for the same audience and resources.
4. Recommendations
1. Strategic Planning and Repositioning:
- Develop a comprehensive strategic plan: This plan should address the orchestra's mission, vision, values, and long-term goals. It should include a clear growth strategy focusing on audience engagement, financial sustainability, and artistic excellence.
- Reimagine the orchestra experience: Embrace innovation and digital transformation to create engaging and accessible experiences for diverse audiences. This could involve incorporating multimedia elements, interactive performances, and online platforms.
- Expand programming: Offer a wider range of musical styles, collaborations with other artists, and community outreach initiatives.
2. Organizational Restructuring and Talent Management:
- Enhance leadership: Strengthen leadership by appointing a dynamic and visionary leader with a proven track record in the arts sector. This leader should be skilled in change management, crisis management, and strategic planning.
- Invest in talent management: Implement a robust talent management system that attracts, develops, and retains top musicians and staff. This could include competitive salaries, professional development opportunities, and a supportive work environment.
- Embrace diversity and inclusion: Create a more diverse and inclusive orchestra by actively seeking out musicians from underrepresented backgrounds and promoting a culture of respect and belonging.
3. Marketing and Audience Engagement:
- Develop a targeted marketing strategy: Conduct thorough market research to understand audience demographics, preferences, and needs. Utilize marketing analytics to track campaign effectiveness and optimize strategies.
- Leverage digital marketing: Utilize social media, online advertising, and digital content creation to reach a wider audience.
- Build community partnerships: Collaborate with community organizations, schools, and businesses to create outreach programs and events.
4. Financial Sustainability:
- Diversify revenue streams: Explore new revenue sources beyond ticket sales, such as corporate sponsorships, government grants, and fundraising events.
- Optimize operational efficiency: Implement lean management principles to streamline operations and reduce costs.
- Implement a robust financial management system: Develop a comprehensive financial plan that includes budgeting, forecasting, and performance monitoring.
5. Basis of Recommendations
These recommendations are based on a thorough analysis of the orchestras' internal and external environments. They are designed to:
- Align with the core competencies and mission: The recommendations focus on enhancing the orchestra's artistic excellence, community engagement, and financial stability, which are core to their mission.
- Satisfy external customers and internal clients: The recommendations address the needs of audiences, musicians, donors, and other stakeholders.
- Address competitive pressures: The recommendations aim to differentiate the orchestras from competitors and attract new audiences.
- Ensure attractiveness: The recommendations are expected to improve financial performance and increase audience engagement, leading to a more sustainable future.
6. Conclusion
The CPO and ESO face significant challenges, but they also have the potential to thrive by embracing innovation, strategic planning, and community engagement. By implementing the recommendations outlined above, these orchestras can overcome their current difficulties and secure a brighter future.
7. Discussion
Other Alternatives:
- Merging the orchestras: This could create a larger and more financially stable entity, but it could also lead to cultural clashes and logistical challenges.
- Focusing solely on traditional programming: This could appeal to a smaller, more loyal audience, but it might not attract new audiences.
Risks and Key Assumptions:
- Economic downturn: A significant economic downturn could negatively impact funding and audience spending.
- Changing audience preferences: Audiences may continue to shift their preferences, requiring ongoing adaptation.
- Success of innovation: The success of innovative programming and digital initiatives is not guaranteed.
8. Next Steps
- Develop a detailed strategic plan: This plan should be developed in collaboration with key stakeholders and outline specific goals, timelines, and resources.
- Implement a phased approach: The recommendations should be implemented in a phased manner, allowing for flexibility and adjustments based on feedback and progress.
- Monitor progress and make adjustments: Regularly monitor performance against key performance indicators (KPIs) and make necessary adjustments to the plan.
By taking these steps, the CPO and ESO can navigate the current crisis, regain their artistic prominence, and secure their place in the cultural landscape of Alberta for years to come.
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Case Description
In 2002, both the Edmonton Symphony Orchestra and the Calgary Philharmonic faced financial crises that threatened their existence. Both organizations provided similar programming, had approximately the same revenues, and were rooted in their communities, which were of similar populations. However, the turnaround approaches taken by the boards of the two organizations were starkly different. The Calgary Philharmonic sought bankruptcy protection, dismissed the CEO, hired consultants, sought emergency funding from government, and suspended operations for four months during a restructuring period. In the end, it emerged successfully from bankruptcy. The Edmonton Symphony Orchestra scraped through the crisis, continuing to pay its musicians for ongoing performances while negotiating new contracts, retaining its CEO, and not soliciting emergency funding from the government. Three years after the crisis both organizations were flourishing, with new music directors, balanced budgets, and growing endowment funds. Outlines the stories of the two orchestras and their turnarounds.
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