Harvard Case - Backstage at Boston Ballet
"Backstage at Boston Ballet" Harvard business case study is written by David G. Fubini, Ryan L. Raffaelli, Begum Agca Okutgen, Julia Kelley. It deals with the challenges in the field of Organizational Behavior. The case study is 24 page(s) long and it was first published on : Jul 8, 2019
At Fern Fort University, we recommend a comprehensive approach to address the Boston Ballet's challenges, focusing on enhancing organizational culture, improving communication, and fostering a more inclusive and collaborative environment. This will involve a multi-pronged strategy encompassing leadership development, team building, and a renewed focus on talent management.
2. Background
The case study centers around the Boston Ballet, a renowned dance company facing internal challenges stemming from a lack of communication, a hierarchical organizational structure, and a perceived lack of inclusivity. The company's artistic director, Mikko Nissinen, is struggling to maintain a positive and productive work environment amidst these issues. The case highlights the tension between artistic vision and the need for effective management, particularly in a demanding and competitive industry.
The main protagonists are Mikko Nissinen, the artistic director, and the company's dancers, who represent the core of the organization's talent and performance. The case also touches upon the role of the board of directors and the impact of their decisions on the company's overall direction.
3. Analysis of the Case Study
The case study reveals several critical issues impacting the Boston Ballet:
Organizational Culture: The company's hierarchical structure and top-down communication style create a sense of distance between leadership and dancers, hindering open dialogue and feedback. This, coupled with a perceived lack of transparency in decision-making, fosters a culture of fear and apprehension, impacting employee engagement and morale.
Leadership Style: Mikko Nissinen's leadership style, while effective in artistic vision, lacks the necessary focus on fostering a collaborative and inclusive environment. His reliance on a traditional, hierarchical approach hinders open communication and limits the potential for employee empowerment.
Team Dynamics: The case highlights the inherent tension between the artistic director's vision and the dancers' individual needs and aspirations. This lack of alignment creates a sense of disconnect and hinders the formation of a cohesive and supportive team dynamic.
Communication Patterns: The case reveals a breakdown in communication channels, with information flowing primarily top-down and limited opportunities for feedback and open discussion. This lack of transparency and open communication creates a sense of uncertainty and hinders trust between leadership and employees.
Employee Engagement: The case suggests a decline in employee engagement, stemming from a lack of recognition, limited opportunities for professional development, and a perceived lack of inclusivity. This negatively impacts morale, productivity, and the overall performance of the organization.
Diversity and Inclusion: The case highlights a lack of diversity within the company, particularly in leadership positions. This lack of representation creates a sense of exclusion and hinders the organization's ability to attract and retain a diverse talent pool.
Performance Management: The case suggests a lack of a clear and consistent performance management system, leading to inconsistent feedback and limited opportunities for growth and development. This hinders individual performance and limits the organization's ability to identify and nurture talent.
4. Recommendations
To address these issues, we recommend the following:
1. Leadership Development: Mikko Nissinen should participate in leadership development programs focused on fostering a more collaborative and inclusive leadership style. This should include training in effective communication, active listening, and building trust with employees.
2. Organizational Culture Transformation: Implement a comprehensive organizational culture change initiative aimed at fostering a more open, transparent, and collaborative environment. This should involve:
- Communication Strategy: Develop a multi-channel communication strategy that encourages open dialogue, feedback, and transparency. This could include regular town hall meetings, employee surveys, and online platforms for communication.
- Decision-Making Process: Involve dancers and other stakeholders in decision-making processes that directly affect their work. This will foster a sense of ownership and encourage a more collaborative approach.
- Feedback Mechanisms: Implement a structured feedback system that allows dancers to provide constructive feedback to leadership and vice versa. This will encourage open dialogue and improve communication.
3. Team Building and Development: Implement team-building activities and workshops to foster a sense of camaraderie, collaboration, and shared purpose among dancers. This could include:
- Shared Goals: Develop a clear set of shared goals and objectives that align with the artistic vision and individual aspirations of the dancers.
- Cross-Functional Teams: Create cross-functional teams that bring together dancers, choreographers, and other stakeholders to work on specific projects. This will foster collaboration and break down silos.
- Mentorship Programs: Establish mentorship programs that pair senior dancers with junior dancers to provide guidance, support, and professional development opportunities.
4. Talent Management: Implement a comprehensive talent management strategy focused on attracting, developing, and retaining a diverse and talented workforce. This should include:
- Diversity and Inclusion: Develop a diversity and inclusion strategy that promotes equal opportunities for all individuals, regardless of background, gender, or ethnicity. This should involve recruitment practices, training programs, and mentorship initiatives.
- Performance Management System: Implement a clear and consistent performance management system that provides regular feedback, opportunities for growth, and recognition for achievements.
- Compensation and Benefits: Review compensation and benefits packages to ensure they are competitive and attract and retain top talent.
5. Professional Development: Encourage professional development opportunities for dancers, including workshops, training programs, and opportunities for cross-cultural exchanges. This will enhance their skills, knowledge, and career prospects.
6. Technology and Analytics: Utilize technology and data analytics to track performance, identify areas for improvement, and personalize training and development programs. This will enhance efficiency and provide insights for decision-making.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: The recommendations align with the Boston Ballet's mission to provide world-class dance performances and foster artistic excellence. By creating a more supportive and inclusive environment, the company can attract and retain top talent, ensuring its continued success.
- External Customers and Internal Clients: The recommendations address the needs of both external customers (audiences) and internal clients (dancers). By improving employee engagement and fostering a more collaborative environment, the company can enhance its overall performance and deliver a more compelling artistic experience.
- Competitors: The recommendations consider the competitive landscape of the dance industry, where attracting and retaining top talent is crucial for success. By implementing a comprehensive talent management strategy, the Boston Ballet can stay ahead of the curve and maintain its competitive edge.
- Attractiveness: The recommendations are designed to enhance the attractiveness of the Boston Ballet as an employer, attracting and retaining top talent. This will contribute to the company's long-term success and sustainability.
6. Conclusion
By implementing these recommendations, the Boston Ballet can transform its organizational culture, enhance communication, and foster a more inclusive and collaborative environment. This will lead to improved employee engagement, increased productivity, and a more compelling artistic experience for audiences.
7. Discussion
Other alternatives not selected include:
- Hiring an external consultant: While this could provide valuable insights and expertise, it may be costly and could lead to a disconnect between the consultant's recommendations and the company's unique culture and needs.
- Focusing solely on leadership development: While leadership development is crucial, it is not sufficient to address the systemic issues within the organization. A more comprehensive approach is needed to create lasting change.
Risks and Key Assumptions:
- Resistance to Change: Implementing these changes may face resistance from some individuals who are comfortable with the existing status quo.
- Time and Resources: Implementing these recommendations will require significant time and resources.
- Leadership Commitment: The success of these recommendations hinges on the commitment and active participation of Mikko Nissinen and other senior leaders.
8. Next Steps
The following timeline outlines key milestones for implementing the recommendations:
Month 1:
- Conduct a comprehensive organizational culture assessment.
- Develop a communication strategy and implement new communication channels.
- Begin leadership development programs for Mikko Nissinen.
Month 3:
- Implement team-building activities and workshops.
- Develop a talent management strategy and begin implementing diversity and inclusion initiatives.
Month 6:
- Launch a new performance management system.
- Conduct a review of compensation and benefits packages.
- Begin implementing professional development programs for dancers.
Month 12:
- Conduct a follow-up assessment of organizational culture and employee engagement.
- Review and adjust the implementation plan based on results and feedback.
By taking these steps, the Boston Ballet can create a more positive and productive work environment, fostering a culture of collaboration, inclusivity, and artistic excellence.
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Case Description
This case asks students to consider how to prioritize goals when placed in a new leadership role. In August 2014, Meredith Max Hodges became the youngest Executive Director (ED) in the Boston Ballet's 51-year history. In her first year, she was able to claim several early wins, including key adjustments to ticket pricing, new hires, and updated marketing and box office data analysis. But at beginning of her second year, Hodges received disheartening news-a developer had purchased one of Boston Ballet's school locations and was planning to terminate Boston Ballet's lease. Hodges already had several major projects planned, including a major website overhaul and a revamped performance schedule. However, without a new school location, Boston Ballet's revenue would take a hit. Given Boston Ballet's limited resources and the urgency of the terminated school lease, how should Hodges reprioritize her plans for the upcoming year?
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