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Harvard Case - A New Vision for the Stratford Festival

"A New Vision for the Stratford Festival" Harvard business case study is written by Gerard Seijts, Robert Way. It deals with the challenges in the field of Organizational Behavior. The case study is 12 page(s) long and it was first published on : Dec 20, 2017

At Fern Fort University, we recommend a multi-pronged approach to revitalize the Stratford Festival, focusing on enhancing artistic excellence, diversifying programming, fostering audience engagement, and strengthening financial sustainability. This strategy aims to solidify the Festival's position as a cultural beacon, attracting a wider audience while preserving its core values.

2. Background

The Stratford Festival, a renowned Canadian theatre institution, faces challenges in attracting younger audiences and maintaining financial stability. Despite its artistic excellence, the Festival struggles with a perception of being elitist and inaccessible. The case study highlights the leadership dilemma of Artistic Director Antoni Cimolino, who grapples with balancing artistic integrity with the need for financial viability and audience growth.

The main protagonists are:

  • Antoni Cimolino: Artistic Director of the Stratford Festival, tasked with leading the organization through a period of change.
  • The Board of Directors: Responsible for overseeing the Festival's financial health and strategic direction.
  • The Festival Staff: Dedicated individuals who contribute to the production and operation of the Festival.
  • The Audience: The diverse group of individuals who attend the Festival's productions.

3. Analysis of the Case Study

The case study presents a complex situation requiring a comprehensive approach. We can analyze the situation using the following frameworks:

  • Organizational Culture: The Stratford Festival's traditional focus on classical theatre has created a strong but potentially limiting culture. This culture may be perceived as elitist and inaccessible to younger audiences, hindering growth.
  • Leadership Styles: Cimolino's leadership style, while effective in maintaining artistic excellence, needs to adapt to the changing landscape. A more collaborative and inclusive approach, engaging diverse voices within the organization, is crucial for successful change management.
  • Change Management: The Festival needs a robust change management strategy to address the challenges. This strategy should involve clear communication, stakeholder engagement, and a focus on building buy-in for the new vision.
  • Marketing and Audience Development: The Festival needs to re-imagine its marketing strategy to attract a wider audience, especially younger demographics. This could involve leveraging digital marketing, creating accessible content, and offering diverse programming.
  • Financial Sustainability: The Festival needs to explore new revenue streams and optimize existing resources to ensure financial stability. This could involve exploring partnerships, diversifying programming, and implementing cost-saving measures.

4. Recommendations

4.1. Artistic Vision and Programming:

  • Diversify Programming: Introduce a wider range of theatrical styles, including contemporary plays, musicals, and innovative productions. This will attract a broader audience while maintaining artistic integrity.
  • Embrace Diversity: Actively seek out and showcase diverse voices and perspectives in play selection, casting, and artistic teams. This will resonate with a more inclusive audience and foster a more representative artistic landscape.
  • Develop New Works: Commission and produce new works by emerging Canadian playwrights, fostering a vibrant and contemporary theatrical scene.

4.2. Audience Engagement and Marketing:

  • Digital Marketing Strategy: Leverage digital platforms, social media, and online advertising to reach younger audiences and engage them with the Festival.
  • Accessibility and Inclusivity: Offer affordable ticket options, discounts for students and families, and accessible seating for individuals with disabilities.
  • Community Outreach: Partner with local schools, community organizations, and cultural institutions to offer educational programs, workshops, and outreach initiatives.

4.3. Financial Sustainability:

  • Diversify Revenue Streams: Explore new revenue sources, such as corporate sponsorships, fundraising events, and licensing agreements for productions.
  • Cost Optimization: Implement cost-saving measures, such as streamlining operations, negotiating better deals with suppliers, and exploring alternative production methods.
  • Data-Driven Decision Making: Utilize data analytics to understand audience preferences, optimize marketing efforts, and make informed decisions about programming and pricing.

4.4. Organizational Culture and Leadership:

  • Inclusive Leadership: Foster a more collaborative and inclusive leadership style, encouraging open communication, diverse perspectives, and employee engagement.
  • Employee Empowerment: Empower employees to contribute their ideas and participate in decision-making processes, fostering a sense of ownership and responsibility.
  • Talent Development: Invest in employee training and development programs to enhance skills, knowledge, and leadership capabilities.

5. Basis of Recommendations

These recommendations are based on a comprehensive analysis of the Festival's current challenges and opportunities, taking into account:

  • Core Competencies and Mission: The recommendations align with the Festival's core values of artistic excellence, innovation, and community engagement.
  • External Customers and Internal Clients: The recommendations address the needs of diverse audiences, including younger demographics, while also considering the needs and perspectives of employees.
  • Competitors: The recommendations position the Festival to compete effectively with other performing arts organizations by offering a unique and compelling artistic experience.
  • Attractiveness: The recommendations are expected to increase audience engagement, generate new revenue streams, and enhance the Festival's reputation, contributing to its long-term sustainability.

6. Conclusion

By embracing a new vision that prioritizes artistic excellence, audience engagement, and financial sustainability, the Stratford Festival can solidify its position as a leading cultural institution in Canada. This vision requires a commitment to change, a willingness to embrace diversity, and a focus on building a strong and vibrant community.

7. Discussion

Alternative approaches could include focusing solely on traditional programming or relying heavily on government subsidies. However, these options are not sustainable in the long term and may fail to address the Festival's core challenges.

The recommendations rely on a number of key assumptions, including:

  • The willingness of the Board of Directors and Artistic Director to embrace change.
  • The availability of resources and funding to implement the recommendations.
  • The ability to attract and retain talented employees.

8. Next Steps

The implementation of these recommendations should be phased over a period of three years, with clear milestones and performance indicators.

  • Year 1: Implement a new digital marketing strategy, introduce a more diverse range of programming, and begin exploring new revenue streams.
  • Year 2: Expand community outreach initiatives, develop new works by emerging playwrights, and implement cost-saving measures.
  • Year 3: Evaluate the effectiveness of the implemented strategies, make adjustments as needed, and solidify the Festival's new vision.

By taking a proactive and strategic approach, the Stratford Festival can overcome its current challenges and secure a bright future as a vibrant and thriving cultural institution.

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Case Description

In January 2016, the executive director of Canada's Stratford Festival, one of North America's largest repertory theatre companies, was considering the festival's long-term outlook and the role the organization played in the community. The 2015 season had been successful, and she would be able to report a small surplus to the board at the upcoming annual general meeting. But the long-term outlook wasn't as secure. Annual attendance had dropped below previous levels of more than 500,000, which was the attendance needed to ensure long-term operational sustainability. The festival had returned to its creative roots during a period when the Canadian dollar had been in decline, but it had not been enough to ensure that the organization would survive its next economic tempest. The festival needed a long-term, innovative strategy to generate sustainable growth and strengthen it sufficiently to weather future economic downturns and exchange rate fluctuations.

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