3.6 | Off the Record: Competition & Collaboration

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Arts and Culture Strategy

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University of Pennsylvania

Arts and Culture Strategy

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Arts and culture leaders have a tough but rewarding task: creating and leading sustainable organizations that deliver real social value. There is a lot of competition out there. Being an effective leader means constantly adapting, cleverly using the best tools to reach as many people as possible. This course is designed to help leaders at any level do just that.

De la lección

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.

3.1 | Introduction to Unit Three1:01

3.2 | What's Going On in Our World?8:43

3.3 | Competitive Analysis: Analyzing the Environment11:02

3.4 | Competitive Analysis: Real World Application8:47

3.5 | Working Collaboratively10:04

3.6 | Off the Record: Competition & Collaboration2:25

Conoce a los instructores

Peter Frumkin
Professor
Nonprofit Leadership Program, School of Social Policy & Practice
Mrs. Russell Willis Taylor
Lecturer, School of Social Policy & Practice; Past President & CEO, National Arts Strategies

[MUSIC]

This week I talked a little bit about competitive positioning, and

understanding your market.

The lens I used is one of competition.

There are other organizations out there trying to compete for your donors and for

your audience members.

And that smart organizations need to be aware that they're operating in

an environment where there is a struggle for resources and support.

Why is it, do you think, that so many arts organizations are very heavily

wed to this idea of collaboration partnerships?

They wanna see everything in the terms of come a soft, joyous union.

>> [LAUGH] Well, I think a lot of it has to do with resource.

Collaboration is to the non-profit sector what competition is to

the for-profit sector.

When you don't have enough resource yourself, or

you can't gather enough resource yourself,

collaborating with people can be a way to strengthen your competitive advantage.

Also, I think collaboration is legal for non-profits and

it's called collusion if businesses do it, so why not.

>> The reason is that it's an avoidance of the reality that there's a limited

amount of money out there, a limited amount of audience members,

a limited number of volunteers, a limited number of good board members.

>> And you're kidding yourself If you think that everyone can hold hands and

have a great time working together and in this world where there's scare resources.

I think its a competitive environment, and I think you've gotta be realistic and

tough about it.

>> So, let me ask you a supplementary question.

If we're building social capital as well as financial capital,

don't we need to both collaborate and compete?

>> I think that's probably true.

I mean, there's an element in the arts that we want a community,

we want interactions, we want synergies among these organizations.

And that can be a very valuable thing that can be built through collaboration.

But I'm still trying to push people to understand that they're operating in

tight markets, where donors, audience member, volunteers, board members.

These are people you want to attract, these are resources you need, and

you have to be realistic about the fact that not every time someone's going

to extend a hand of collaboration.

That sometimes you're gonna need to fight and struggle and

get the resources that you need.

>> Yeah, I think that's right.

>> Thank you.

[MUSIC]

>> [LAUGH]

[MUSIC]

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