Arts and Culture Strategy

开始时间: 04/22/2022 持续时间: Unknown

所在平台: CourseraArchive 课程类别: 经济与金融 大学或机构: University of Pennsylvania（宾夕法尼亚大学） 授课老师： Peter Frumkin Russell Willis Taylor

课程主页: https://www.coursera.org/course/artsculturestrategy

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课程详情

During the course, we will combine an overview of the field and management theory with specific skills and exercises that will help you develop as a leader.  We will talk about the value of the arts, about the unique challenges of running mission driven organizations and about how to assess and adapt to the environment in which you are working.  We will deal with important measures of organizational performance – how to be sure you are succeeding – and we will look at ways of designing effective business models that help you deliver on mission.

This course is rigorous and the result of an exciting partnership between the University of Pennsylvania and National Arts Strategies.  We want to help you be a better leader, because we believe that strong leadership in the arts benefits us all. 

This course is intended to help you to:

• Define value and mission
  
• Understand your environment and how best to compete and collaborate
  
• Understand your business models
  
• Understand organizational performance
  
• Understand the role of the leader
  
• Cultivate your personal view of the role arts and culture play in society, the value they create and how to effectively communicate to those both in and outside the field. 
  

课程大纲

Week 1 – Arts and Culture: value then, value now, value tomorrow

We welcome you to this six-week course with a brief history of the world relative to arts and culture and where we are now.  What is the substance of value (objective/subjective) – to whom, for what?  What are the essential and timeless issues facing us?  How do we connect and interlock mission and value to be supportive, contingent and flexible?

Week 2 – Form follows Function: organizational structures aligned to purpose

How do we deliver on value?  This week explores form and function of organizations.  By the end of the week, you will clearly understand organization structures – historic and behavioral biases that keep us from changing current structures, frameworks and logic that build better structures. And you will better understand risk - how best to identify and manage it.

Week 3 – Who are we for?

To answer this question we need to understand and evaluate the critical features of our external environment.  This will give us context to identify the unique values organizations can bring to communities that build support and allow for stronger collaborations.  We will be better able to balance artistic and economic choices, and create differentiation and positioning that attract, serve and keep participants and customers.

Week 4 – Where do we stand? Making choices.

A tension exists between artistic/mission and economics. As much as we’d like to try, we can’t be everything to everyone. We must find alignment and balance.

How do you recognize and systematically respond to changes in your community? This week we’ll explore advancing your mission through a sharp focus on customers and markets; how best to understand the needs and interests of stakeholders; how to identify the best target-customer segments for your organization/project; and how to attract and retain those customers.

Week 5 – Building support and finding legitimacy

Who determines value and how do you influence that determination?  This week, we look at meaningful measures and meaningful communication.  How do you test value? How do you make timely decisions? How do you communicate to the vast variety of stakeholders who support your organization or will support your organization?

Week 6 – The role of leadership and integrated strategy

We all know that leaders play a key role in shaping the success of an organization or project. As you think through your role, how will you align value and strategy?  How will you take control and choose your path/future?

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