- Business Models
Honestly, among the most useless topics to discuss in generic terms. A business model is a brutally specific response designed to achieve an objective with certain resources in a certain context at a certain time. Let’s stop talking about the subject as if “the arts” have a set of business models, and that we need “new ones”. There are archetypes and patterns that can help us focus our work. But let’s stop talking about them in the aggregate.
It’s reasonably clear from chatter in the arts that we all should be doing more advocacy. Also, we all should also be consuming more fiber and eating more leafy greens (which is true, please go do it). But ‘advocacy,’ absent specifics, is a bit of a democratic dust-bunny…taking up space without making much difference. Advocacy is always about a specific action we’re encouraging a specific audience to take toward a specific outcome.
We’ve come a very long way in expanding our international discussion of value in the arts, and value OF the arts. We’ve come to generic awareness that arts and expressive activity have intrinsic and instrumental values across a wide spectrum of outcomes. And there have been some fantastic efforts to define specific values, and to help individual organizations clarify their own. But 2013 is the year to begin the deeper dive in to details for each expressive endeavor. Or, perhaps paradoxically, to admit that much of our value conversation is a retro-fit to justify our deeper beliefs that creation, itself, is the value.